Quality Management and Clifton Metal Works
INDIVIDUAL CASE ANALYSIS
ON
TOYOTA MOTOR CORPORATION, LTD.
Submitted by: Victoria T. Camacho
Submitted to: Dr. Edmundo Quiocho
Total Quality Management (Wed 6-9)
I. What point-of-view are you analyzing the case? I analyze the case from the standpoint of Clifton Metal Works (CMW).
II. What is the major problem? The company should review their current mission statement which had remained relatively untouched since 1985.
III. What are your objectives in analysing the case? The principal goal of this study is to determine the problems involved with CMW and identify possible solutions on how to improve their quality product and market. This includes new ideas on how they will maintain and improve their company and technology that they are using. This study also aims to discover best solutions for the company to sustain and recover their market.
IV. What are the facts of the case?
Clifton Metal Works (CMW) was founded in the mid-1940s by Donald Chalmer in a 3,000 square-foot building with nine people as a small family business to produce custom machined parts.
In the 1960’s, as the business grew, the company expanded its facilities and its capability to develop its own trading patterns, eventually moving into a 40,000 square-foot building.
In 1985, CMW made a commitment to quality by hiring a quality assurance manager, Paul Levitt, driven by the Deming philosophy, the company developed a variety of quality approaches and eventually became ISO 9000 certified in 1998.
CMW made some substantial improvement in the quality of its product, particularly reducing scrap and reject rates.
CMW remained steady, but after hearing presentations from some Baldrige winners, Chalmer realized that a lot more can be done.
In 2005, Chalmer hired a senior executive for performance excellence, James Hubbard, he saw opportunities to change the company’s culture and introduce many Baldrige principles.
James Hubbard
ON
TOYOTA MOTOR CORPORATION, LTD.
Submitted by: Victoria T. Camacho
Submitted to: Dr. Edmundo Quiocho
Total Quality Management (Wed 6-9)
I. What point-of-view are you analyzing the case? I analyze the case from the standpoint of Clifton Metal Works (CMW).
II. What is the major problem? The company should review their current mission statement which had remained relatively untouched since 1985.
III. What are your objectives in analysing the case? The principal goal of this study is to determine the problems involved with CMW and identify possible solutions on how to improve their quality product and market. This includes new ideas on how they will maintain and improve their company and technology that they are using. This study also aims to discover best solutions for the company to sustain and recover their market.
IV. What are the facts of the case?
Clifton Metal Works (CMW) was founded in the mid-1940s by Donald Chalmer in a 3,000 square-foot building with nine people as a small family business to produce custom machined parts.
In the 1960’s, as the business grew, the company expanded its facilities and its capability to develop its own trading patterns, eventually moving into a 40,000 square-foot building.
In 1985, CMW made a commitment to quality by hiring a quality assurance manager, Paul Levitt, driven by the Deming philosophy, the company developed a variety of quality approaches and eventually became ISO 9000 certified in 1998.
CMW made some substantial improvement in the quality of its product, particularly reducing scrap and reject rates.
CMW remained steady, but after hearing presentations from some Baldrige winners, Chalmer realized that a lot more can be done.
In 2005, Chalmer hired a senior executive for performance excellence, James Hubbard, he saw opportunities to change the company’s culture and introduce many Baldrige principles.
James Hubbard