Wengart Aircraft

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Case Analysis Wengart Aircraft
Paula Huggard
Organizational Development

Wengart Aircraft is not able to maximize profits as evidenced by its ranking of sixth out of seven in its industry. Aircraft rework is a quality problem that is increasing even to the extent that some rework is being completed after the product has been delivered to the customer. The rework problems have created costly down time with the line workers. While waiting for products coming from the preceding production team, or waiting on delayed inventory items the workers are going to the company store, taking longer coffee breaks or visiting with friends on other production teams. Wengarts biggest customer the federal government has concerns about the quality of the product the company is producing. They have sent letters to Wengart stating their intention to exercise their contract provision to withhold partial payment as a penalty (D. Brown, 2011, pg. 364). The Department of Defense is also encouraging all defense contractors to adopt Total Quality Management (TQM). TQM is a management approach to long term success through customer satisfaction. In a TQM effort all members of an organization participate in improving processes and products (D. Brown, 2011, pg. 344). Wengart President, Ralph Larsen, feels that TQM is a matter of common sense and he believes that they are either already doing this or should be. Larsen chose to release the OD Practitioner and present TQM himself to the company vice presidents. When Maria Lopez, vice president of human resources brought to Larsen’s attention that TQM should be a joint project between human resources and production, with the president’s office coordinating the program, Larsen explained that he didn’t have time to get involved because he wanted to spend his time and energy improving profits (D. Brown, 2011 pg. 365). He then assigned vice president of production, Kent Kelly to spearhead TQM. The methods of communication being used...
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