The Harnswell Sewing Machine Company
Introduction
This paper aims to support Natalie York, the operations manager at Harnswell Sewing Machine Company (HSMC), in her intent to improve product quality in the company. In addition to analyzing production process data of half-inch cam rollers and explaining the results, this paper also gives advice on which actions Natalie should take and how she should approach the CEO and founder of her company.
Phase 1
Based on the given description of the HSMC, points 1, 2 and 7 of Deming’s 14 points for management seem to be most lacking in the company.
1. Create constancy of purpose for improvement of product and service.
2. Adopt new philosophy.
7. Adopt and institute leadership.
There is a huge need of organizational transformation in the HSMC and its CEO and founder, Mr. Harmswell, is currently not aware of this need. According to his own words (“if it ain’t broke, don’t fix it”), he is not striving for constant improvement and does not act proactively. Rather than supporting his employees in thinking about how to improve their working environments, Mr. Harmswell relies on his past experiences. He even actively discourages his employees from “making waves” and uses fear as an instrument to paralyze the people in his organization (“What am I going to do with you if you keep coming up with these ridiculous ideas”). This indicates that he is rather supervising than leading his employees.
Natalie York should think very carefully about her next steps and focus on the specific problem she discovered and not the whole production process when she approaches Mr. Harmswell next time. Natalie will only be able to implement changes when she comes to her boss backed with profound data analysis. Besides the data-based evidence of problems in certain parts of the production process, Natalie should show Mr. Harmswell the positive impact changes will have on the profit of HSMC. Keeping her language simple and her explanations easily understandable is another key for the
This paper aims to support Natalie York, the operations manager at Harnswell Sewing Machine Company (HSMC), in her intent to improve product quality in the company. In addition to analyzing production process data of half-inch cam rollers and explaining the results, this paper also gives advice on which actions Natalie should take and how she should approach the CEO and founder of her company.
Phase 1
Based on the given description of the HSMC, points 1, 2 and 7 of Deming’s 14 points for management seem to be most lacking in the company.
1. Create constancy of purpose for improvement of product and service.
2. Adopt new philosophy.
7. Adopt and institute leadership.
There is a huge need of organizational transformation in the HSMC and its CEO and founder, Mr. Harmswell, is currently not aware of this need. According to his own words (“if it ain’t broke, don’t fix it”), he is not striving for constant improvement and does not act proactively. Rather than supporting his employees in thinking about how to improve their working environments, Mr. Harmswell relies on his past experiences. He even actively discourages his employees from “making waves” and uses fear as an instrument to paralyze the people in his organization (“What am I going to do with you if you keep coming up with these ridiculous ideas”). This indicates that he is rather supervising than leading his employees.
Natalie York should think very carefully about her next steps and focus on the specific problem she discovered and not the whole production process when she approaches Mr. Harmswell next time. Natalie will only be able to implement changes when she comes to her boss backed with profound data analysis. Besides the data-based evidence of problems in certain parts of the production process, Natalie should show Mr. Harmswell the positive impact changes will have on the profit of HSMC. Keeping her language simple and her explanations easily understandable is another key for the