Andrew Ryan at VC Brakes Harvard Case Solution & Analysis

Andrew Ryan at VC Brakes Case  Study Solution 

Problem Statement

Why Crossroad’s initiative to improve the quality through the Total Quality Management program could not influence the VC brakes managers, and supervisors to help Ryan to implement the newly generated ideas through TQM training sessions with line, and field workers? Meanwhile, how could Ryan step back and why? When he has experienced that no one was interested in the TQM program truly?

Hypothesis 1: The VC brakes’ management as a whole was unaware of the benefits of TQM, thus it did not go forward with the implementation of TQM guidance.

The whole management felt unimportant to TQM program. However, they all had attended the training sessions held by the crossroads to implement the total quality management guidelines. Simply, it might be due to their mindset that Total Quality Management could not help to them to improve the quality of the products, and bring efficiency to the operations, and increase the productivity.

Hypothesis 2: Ryan and Kante over challenged themselves, and in result, no immediate positive outcome, frustrated them, which led them to inefficiency, and they failed to draw proper directions that have truly reflected TQM program, and that might had given positive output.

Ryan and Kante might have over challenged themselves that they could bring the change in the organization, and implement the TQM program by providing training to the line, or field workers throughout the organization. However, it is also possible that Ryan and Kante had over expected from the program that it would might give positive outcome very at once. In contrast, they felt frustrated over TQM that it did not work at all.This brought another doubt that TQM could not be implemented. On the other hand, it was also possible that Ryan might have failed to conduct the proper sessions to guide properly to the workers in frustration over the no improvement were observed.

Hypothesis 3: VC managers and supervisors could have helped in proper implementation of the TQM program, if they had wanted to do so.

Managers, and supervisors in their field of department might have properly implemented the ideas of TQM by helping Ryan and Kante in supporting them to share the ideas, implement the ideas in their respective department. This would have given an opportunity to Ryan and Kante to prove that TQM is beneficial for the organization’s processes, and quality management.

Background

Ryan as the senior manager of the engineering services (ES) was considered as one of the change agents in the organization. Beyond the TQM program, he was successfully leading his team at the Engineering services department. Moreover, Kante from the operations team was also being selected for the training session to lead the change initiative in the organization. However, they both had some disagreements with each other in the past.

Nevertheless, they came to know while attending the session that they had many common understandings. After the sessions, both TQM instructors worked together to bring change in the organization by taking over the many sessions with the site workers, and filed employees to train them, how can they contribute to the quality management process, by solving problems themselves, and by imposing their improvement ideas during the training sessions.

Andrew Ryan at VC Brakes Harvard Case Solution & Analysis

 

 

The improvement could not be measured over time, because no idea was implemented by the respective department to improve the processes that were being reported by the employees during the training session conducted by the both TQM instructors as unnecessary, or overburden, or discomfort with the tool, process, or assembly line as well..................

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