ANDREW RYAN AT VC BRAKES

GROUP 3

ABISHEK
Oct. 2011 TQM implemented

Early 2012 VC Brakes elects advisory group

executive and site instructors

Timeline of
April 2012 3-week off-site TQM training
TQM
June 2012 Day manager training

August 2012 Site instructor begin TQM

training with teams

Oct 2012 10 TQM instructor sessions

completed
Statement of problem
Short-term problem:

Long-term problem:
Failure of Crossroad’s initiative to improve the quality through the TQM program as it
could not influence the VC Brakes managers, supervisors and line workers to focus on total
quality.
 Causes of the problem
 Hierarchy issue
 Long standing divide between Operations and Engineering departments
 Problem-solving approach
 The senior and the centre directors were encountering the sentiment of being forswearing
and not being tended to.
 The training period of Total Quality Management program was dropped due to cost issue.
 Alternate Solutions
• The organization should switch from long hierarchical organizational structure to flat organizational
structure
• The operations team and Engineering departments should learn to coexist in the same vicinity for a
common goal. There was ongoing fight between Engineering department and operations
department. Which was not
• Crossroads should start and promote Rewards and recognition for line workers and middle
management so that line workers will be motivated to come up with new ideas and middle
management is motivated to take those seriously.
• VC Brakes should start finding the root cause of the problem instead of following a fire fighting
method
• The training sessions conducted by Ryan and Kante should have included diverse employees from
different departments and hierarchy.
Recommended Solutions
 The operations team and Engineering departments should learn to coexist in the same vicinity
for a common goal.
 Crossroads should start and promote Rewards and recognition for line workers and middle
management so that line workers will be motivated to come up with new ideas and middle
management is motivated to take those seriously.
 Show outcome of TQM in other companies as way to bench mark their progress.
 Include people from different levels and department in each TQM training.