Andrew Ryan Case Study
1. What was the situation Ryan faced in his assignment at VC Brakes?
There was an obvious divide between engineers and operations which lead to the unhealthy culture at VC Brakes.
The culture was all over the place! There were disgruntled employees that had worked there for awhile and had become complacent making it difficult to change their state of mind.
Ryan tried to demonstrate to the entire company that the TQM philosophy could help VC Brakes be more effective. Ryan also wanted to show senior management that he had the ability to turn teams around and be a change agent. Ryan also thought that introducing TQM would prove important to the fate of the business.
2. Why did things go wrong? Who was responsible?
Expectations were too high. Because of the environment that was already established at VC Brakes, the new TQM program would only work to disappoint all involved, because not all employees were “buying” into it. The culture of the company had already been set; it’s very difficult to change the culture. Engagement didn’t start from the top down. If upper management doesn’t believe in it, then why should anyone else. He was never going to win with a group of employees that were against the concept before it even started. It is very difficult to change employees’ attitudes toward a company or project when they are already tainted and exude such distain for the company they work for. Things really started to go wrong when he wasn’t able to produce results that people could see. With any program you have to give some hope that it works and it’s a good cause to fight fairly early on in the implementation.
3. Was Andrew Ryan effective?
Ryan was somewhat effective because he was excited about the idea of TQM. That’s someone you want to have introduce your program as they will be energized about what the program means, and invigorated to share the details. But again, you have to produce results fairly quickly to keep people engaged in the program. He
There was an obvious divide between engineers and operations which lead to the unhealthy culture at VC Brakes.
The culture was all over the place! There were disgruntled employees that had worked there for awhile and had become complacent making it difficult to change their state of mind.
Ryan tried to demonstrate to the entire company that the TQM philosophy could help VC Brakes be more effective. Ryan also wanted to show senior management that he had the ability to turn teams around and be a change agent. Ryan also thought that introducing TQM would prove important to the fate of the business.
2. Why did things go wrong? Who was responsible?
Expectations were too high. Because of the environment that was already established at VC Brakes, the new TQM program would only work to disappoint all involved, because not all employees were “buying” into it. The culture of the company had already been set; it’s very difficult to change the culture. Engagement didn’t start from the top down. If upper management doesn’t believe in it, then why should anyone else. He was never going to win with a group of employees that were against the concept before it even started. It is very difficult to change employees’ attitudes toward a company or project when they are already tainted and exude such distain for the company they work for. Things really started to go wrong when he wasn’t able to produce results that people could see. With any program you have to give some hope that it works and it’s a good cause to fight fairly early on in the implementation.
3. Was Andrew Ryan effective?
Ryan was somewhat effective because he was excited about the idea of TQM. That’s someone you want to have introduce your program as they will be energized about what the program means, and invigorated to share the details. But again, you have to produce results fairly quickly to keep people engaged in the program. He