Lynx Case Study

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Effective implementation of Total Quality Management (TQM) to improve quality and productivity is based upon the philosophy and management principles of W. Edwards, a statistician credited for his Japan's later reputation for innovative high-quality products and its economic power. He later taught top management on how to improve design (and thus service), product quality, testing and sales through various methods, including the application of statistical methods. ( Problems of escalating costs and eroding customer service. Central to his vision was the creation of a culture which valued quality, customer service and continuous improvement. Over a 2 year period, the company performed a tqm readiness assessment, trained the management and hourly employees in tqm and supported the work of the departmentally based Quality team and the cross functional Corrective Action Teams. The company reported savings of xx.


Lynx is one of the largest company xxx in xx region. The new managing director recognized the need to change the culture of the organization without losing the strength of the family oriented culture. The compny did not have a history of participative mnagement and reacted slowly to opportunities. Substandard internal communication fed fear and resentment on the part of employees. Managers and employees were very loyal to the company. Most of them had grown up in the business.

A major objective for implementing tqm was to eliminate the waste in delivery and improve the reliability of delivery. The president made it plain that the savings from improvements would fund the culture he needed to implement tqm.

Lynx, a 150 years company employing about 3500 people, is in the business of delivering small consignments and parcels to UK and European commercial addresses. Alan Soper, the Managing Director of the company, has drawn up a personal underlying belief that the company’s service quality is suffering because the employees see themselves as insignificant part in a vast machine processed company which was network-dominated. They believe that they are driven by productivity targets, unaffected and unmeasured by errors and unable to influence the correction of errors. The first step was to perform a tqm readiness assessment. Over a xx day period, the company interviewed all of the senior management team and blue collared employees. This confirmed initial observations and highlighted several areas for targeted customer service improvement and cost reduction. Tqm training was developed and initial Corrective Action Teams were formed based on the results of the assessment. Next step was to communicate the vision to every employee in the company, the managing director told each employee hos vision for the business. Next was to organize the steering committee and train the management team. Training was further developed in the tqm training sessions. By incorporating their culture, credibility was imporved. Five critical areas in tqm to generate the needed changes are: customer focus, teamwork, problem sovling, waste elimination, continuous improvement.ober xx they generated cost reduction initiatives worth xx and implemented over xx of cost savings. Over a 2 year period, Alan Soper made changes in the company. On the first year, he chose the onion skin approach for behavioral change, organized team games and non-work-setting exercises, and developed a company mission to establish a powerful central belief system and method of working in the company. When the company’s quality of service declined again after a year, he built the value system more firmly into the company's production system, through some rigorous process definition and an audit system. He used training as the principal method of communicating the mission directly to the people and organized permanent work teams with identified leader and a regular supply of team...
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