Stimulating an Organization's Participation in TQM

Article

Trappen, William; Anderson, Susan   (1991, ASQC)   Magnavox Government and Industrial Electronics Company, Torrance, CA

Annual Quality Congress, Milwaukee WI    Vol. 45    No. 0
QICID: 9648    May 1991    pp. 225-229
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Article Abstract

Magnavox Government and Industrial Electronics Company, West Coast Operations and its major customer, the Department of Defense (DOD), embraced the tenets of Total Quality Management (TQM) and required suppliers to install systems that employ TQM tools. This paper discusses the Quality Improvement System (QIS) implemented by Magnavox's parent company, North American Philips. The authors describe the factors that influence readiness for TQM: motivation, leadership, communication, decisions, goals, and controls.

Many challenges face companies as they bring about changes through TQM: resistance on the part of some managers, limited resources of both time and money, reactive vs. proactive mode, lack of timely training in TQM skills, inertia, and the potential sale of the company. Strategies for overcoming hindrances to successful implementation include: (1) linking TQM to Management by Objectives; (2) just-in-time training; (3) focused implementation emphasizing Cross Functional Teams; and (4) rewards/recognition and motivational methods.

The results of Magnavox's TQM program were very positive: (1) an overall reduction in rework by a factor of 10, a 40% reduction in cycle time of engineering change notices; and (3) a daily build program that replaced the traditional batch release method on one product line, yielding a 90% reduction in non-productive hours/unit, a 33% reduction in labor hours/unit, and a 50% reduction in rejects.

Keywords

Case study,Department of Defense (DOD),Electronics industry,Just in Time (JIT),Magnavox,Performance objectives,North American Philips,Quality Improvement System (QIS),Total Quality Management (TQM)


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