2.1 Personnel: As we have learned personnel is a huge factor in the success or failure of a company. The industrial products plant that Hank Kolb is working at could benefit from an Employee Involvement Intervention. Kolb should steer away from a Parallel Structure and focus his efforts more on Total Quality Management (TQM) or making the plant a High-Involvement Organization. Although both approaches yield impressive results in the areas of power, information, knowledge/skill and rewards, we believe that TQM would be more beneficial because it is unique in the fact that there is a constant training component
The plant is breaking multiple of Deming’s Seven Deadly Sins of TQM, which is a huge problem Kolb will have to overcome to make it work. …show more content…
This could be a direct reflection of the fact that the operator for the filling equipment had just been transferred from shipping two weeks prior. Combined with the fact that the operator had no formal training, and Wayne Simmons, first-line supervisor, admitting to the operator failure by stating, “he would get the operator to run the equipment right next time” is proof that the plant is lacking in the training department.
2.3 From Purchasing: Being able to have a plant run smoothly has a lot to do with how the products are designed for the manufacturer. This case stated that the plastic nozzles for the Greasex can were designed by the vendor. Because this is a customized product, we made the assumption that the vendor did some sort of consumer inquiry for quality function deployment. It would also behoove the vendor to meet with Kolb or Hamler, at the least to see ensure that the nozzle is going on …show more content…
Simmons, although seemingly a great worker, he, like Hamler, lack managerial skills. He made a decision to vent the cans by hand was a costly choice. Although we opt to not assign fault to Simmons because it has obviously been a part of a plants culture to not have a high value on quality. Those who are above him in the plant don’t hold a high value on it, so he does not see the importance. General Manager, Morganthal, told Kolb that there was a “lack of quality attitude” and let him know that he had his full support changing
The plant is breaking multiple of Deming’s Seven Deadly Sins of TQM, which is a huge problem Kolb will have to overcome to make it work. …show more content…
This could be a direct reflection of the fact that the operator for the filling equipment had just been transferred from shipping two weeks prior. Combined with the fact that the operator had no formal training, and Wayne Simmons, first-line supervisor, admitting to the operator failure by stating, “he would get the operator to run the equipment right next time” is proof that the plant is lacking in the training department.
2.3 From Purchasing: Being able to have a plant run smoothly has a lot to do with how the products are designed for the manufacturer. This case stated that the plastic nozzles for the Greasex can were designed by the vendor. Because this is a customized product, we made the assumption that the vendor did some sort of consumer inquiry for quality function deployment. It would also behoove the vendor to meet with Kolb or Hamler, at the least to see ensure that the nozzle is going on …show more content…
Simmons, although seemingly a great worker, he, like Hamler, lack managerial skills. He made a decision to vent the cans by hand was a costly choice. Although we opt to not assign fault to Simmons because it has obviously been a part of a plants culture to not have a high value on quality. Those who are above him in the plant don’t hold a high value on it, so he does not see the importance. General Manager, Morganthal, told Kolb that there was a “lack of quality attitude” and let him know that he had his full support changing