cmi: Hughes' Approach To Being A World Class Company


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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Article Abstract

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:

  1. establish a team,
  2. develop process flow charts,
  3. determine customer expectations,
  4. identify and prioritize problems,
  5. set goals/objectives,
  6. develop plan/roadmap,
  7. apply Total Quality tools,
  8. follow up, make mid-course corrections, and
  9. highlight successes, evaluate false starts.
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.


Aviation industry,Case study,Continuous improvement (CI),Cycle time,Globalization,Hughes,Total Quality Management (TQM)

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