Butts, Carl A.; Manchanda, Yash P., Ph.D. (1992, ASQC) Hughes Aircraft Company - EDSG, El Segundo, CA 90245
- Annual Quality Congress, Nashville TN Vol. 46 No. 0
- QICID: 9849 May 1992 pp. 346-352
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A world class company is the supplier of choice of its customers, and has an embedded culture of continuous measurable improvement, a systematic approach to positive change.
Continuous measurable improvement is a nine-step process:
Three examples of the implementation of continuous measurable improvement demonstrate the process used at Hughes EDSG to work towards becoming a world class organization. The first effort was aimed at a small area: on-line personnel decreased process cycle time. Next a current process was revised by another team. Last, continuous measurable improvement was gradually diffused throughout the organization by a steering council that reviewed progress.
- establish a team,
- develop process flow charts,
- determine customer expectations,
- identify and prioritize problems,
- set goals/objectives,
- develop plan/roadmap,
- apply Total Quality tools,
- follow up, make mid-course corrections, and
- highlight successes, evaluate false starts.
Aviation industry,Case study,Continuous improvement (CI),Cycle time,Globalization,Hughes,Total Quality Management (TQM)
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