Total Quality Management in the Furniture Industry

Article

Maya, Victor F.; Carpenter, Charles D.   (1992, ASQC)   Henredon Furniture Industries, Morganton, NC 28655

Annual Quality Congress, Nashville TN    Vol. 46    No. 0
QICID: 9877    May 1992    pp. 570-576
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Article Abstract

Despite Henredon Furniture Industries' existing high quality reputation, they implemented a Total Quality Management (TQM) system to further their continuous improvement goals.

The first step was to use Quality Function Deployment to document the voice of the customer. Next, several department managers formed cross-functional teams to address information from the customer survey. They created a method, Design for Excellence (DFE), that ensured that designs could be produced easily and distributed/serviced to the satisfaction of the customer. DFE allowed Henredon to record an increase in sales, even during a recession.

One plant had difficulty with the DFE process. Another TQM strategy, teams, was introduced. The team decided that part of the problem was that the process was being adjusted too frequently. Based on Deming's funnel experiment, the team eliminated process adjustment. This garnered sufficient data to identify two main defects. The team brainstormed ways to fix the problem, ultimately settling on a cause and effect diagram. Each problem cause was discovered and eliminated. Within six months, the plant had become profitable.

This plant provided the turning point for the entire company. Henredon has been practicing TQM for over two years in a profitable and more team-spirited environment.

Keywords

Red bead experimentCase study,Continuous improvement (CI),Design for Excellence (DFE),Furniture industry,Voice of the customer (VOC),Manufacturing,Quality,Total Quality Management (TQM),Henredon Furniture Industries


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