Añdsfhadsf Essay

622 Words Sep 3rd, 2014 3 Pages
For 75 years, the Williams Machine Tool Company had provided quality products to its clients, becoming the third largest U.S.
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based machine tool company by 1980. The company was highly profitable and had an extremely low employee turnover rate. Pay and benefits were excellent. Between 1970 and 1980, the company’s profits soared to record levels. The company’s success was due to one product line of standard manufacturing machine to ols. Williams spent most of its time and effort looking for ways to improve its bread
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and
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butter product line rather than to develop new products. The product line was so successful that companies were willing to modify their production lines around these machine tools rather than
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Crock had an experienced machine tool division of its own and understood the machine tool business. Williams Company was allowed to operate as a separate entity from 1985 to 1986. By 1986, red ink had appeared on the
Williams Company balance sheet. Crock replaced a ll of the Williams senior managers with its own personnel. Crock then announced to all employees that Williams would become a specialty machine tool manufacturer and that the “good old days” would never return. Customer demand for specialty products had increased threefold in just the last twelve months alone. Crock made it clear that employees who would not support this new direction would be replaced.
The new senior management at Williams Company recognized that 85 years of tr aditional management had come to an end for a company now committed to specialty products. The company culture was about to change, spearheaded by project management, concurrent engineering, and total quality management.
Senior management’s commitment to p roduct management was apparent by the time and money spent in educating the employees. Unfortunately, the seasoned 20
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year
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plus veterans still would not support the new culture. Recognizing the problems, management provided continuous and visible support f or project management in addition to hiring a project management consultant to work with the people. The consultant worked with Williams from 1986 to 1991.

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