Lynx Case Study Essay Example
EXECUTIVE SUMMARY
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. (http://en.wikipedia.org/wiki/W._Edwards_Deming)
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.
BACKGROUND
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
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. (http://en.wikipedia.org/wiki/W._Edwards_Deming)
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.
BACKGROUND
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