* Highest quality
* Competitive cost
* Product should be able to meet most customer requirements. * Build human resource competency in engine design and manufacturing.
2. What specific initiatives did the management of Romeo implement to achieve these objectives?
* Creating work teams to handle different functions like product managemtn , engineering, manufacturing and quality systems. * Implementing zero defect policy for cost reduction and improvisation of vendors manufacturing quality. * Implementing engine exchange program.
* Implementation of information systems (MMS)
* Checkbook system
* Weekly meetings
3. What management control and feedback systems was in-place at Romeo. How did these management control systems assist with the implementation of Romeo’s overall manufacturing strategy?
* Belief system, all managers are made to understand core values of better quality at minimum cost and complete satisfaction.
* Diagnostic control systems like management information system/ checkbook and labour management system commands total control over costs
* Diagnostic control systems like zero defect policy and engine exchange program helps to build a commitment towards diagnosis of actual problems and remove bottlenecks.
4. Evaluate the strengths and weaknesses of the Romeo Engine Plant’s Total Quality Management (TQM) implementation. What, if any, improvements would you suggest?
* Responsibility and ownership by managers.
* Cost effective production.
* Quality output
* Maximum utilization of resources
* Collective learning and problem solving attitude.
* Effective use of manager’s time.
* May result in strained relationships with vendor.
* Vendors if not mentored properly may tend to move to competitors. * Pressure on manufacturing cycle...