Gerber Case Study

1500 Words 6 Pages
Register to read the introduction… For each of the (6) TQ principles discussed in Chapter 1 (pp. 36-48), write at least one sentence regarding how that principle is demonstrated in the organizational practices and employee behaviors of Gerber.

(1) Customer and stakeholder focus:
Gerber found the need for allowing customers to contact them directly with suggestions, complaints, and questions was important to the customers. They also allowed customers to contact them via phone (at 800-4-GERBER) in1986, which their Consumer Relations department received both a steady flow of letters and calls. The system provided a notable change for the company’s quality discipline as it allowed the operators to log the customer information into a database. This would then be turned into a trend analysis that would capture the customer demands to drive towards the product development process.

(2) A process orientation: In 197, Gerber began forming alliances with its growers, giving Gerber better control of produce cultivation and allowing it to keep track of the pesticides growers used. By the 1950s, Gerber had implemented a proactive approach to controlling its manufacturing processes. The Gerber product analysis laboratories were formed in 1963 to provide data on the composition of ingredients, monitor the quality of internal and external water sources, and provide the analytical information needed to establish food
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By expanding quality responsibilities, to frontline operations, Gerber hoped to increase process control and reduce line inspections.

(5) Management by fact:
The Gerber Company established management incentives for integrating quality into its manufacturing process. Many senior managers began to be compensated for maintaining a high level of consumer trust through the quality of the final product.

(6) Visionary leadership that views performance excellence as a strategic organization asset:
Gerber hired consultants to teach facilitation skills, Soon supervisors were holding meeting not only to familiarize workers with the team concept, but to discuss change – how employees felt about it and what the company could do to help make it easier. As employees began feeling more comfortable working in teams, they voiced concerns about trouble spots in the system and the processes. Gerber also learned that the team atmosphere was a necessity in linking quality to every process in the

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