Wengart Aircraft
Wengart Aircraft
Question 1: Driving and restraining forces toward acceptance of the TQM program at the top management level
1. No Programme and Project & Change Management Office
Larsen is trying to execute a big change by simply sending a memo to the heads, there is no proper planning and no well thought-out execution or implementation strategy which would have taken issue of psychological impact on the employees into consideration.
2. Not a learning organisation
Wengart doesn’t seem to have interest in researching and learning from its competitors, there is no sense of urgency in the entire organisation. It is said in the case that one of Wengart’s big customers has sent a couple of letters to the management and it seems the issues were never taken seriously by Wengart management.
3. Lack of Strategic planning
Wengart is literally going down; it’s just a matter of time before it hits the stage of bankruptcy. Clearly the vision and mission of the company is not translated into the day to day running of the business in meeting its core competencies as the supplier of Aircrafts, i.e, Customer satisfaction, being proactive in meeting customers needs, committing to delivering to the shareholders, and ensuring that the end to end process of their products is stream lined, lean and mean to meet customers demands.
4. No Organisational improvement
In Wengart it seems nobody cares what is happening out side their world, no interest in the global changes, they are told by the Government to adopt the TQM methodologies. Where are the business analysts, research teams, product improvement teams in Wengart? Those are the individuals that were suppose to have the company adopt the latest in business management and improve the production processes.
5. Poor leadership
There is a very poor way of communicating changes, the leadership of Wengart is not taking and making appropriate measures in helping
Question 1: Driving and restraining forces toward acceptance of the TQM program at the top management level
1. No Programme and Project & Change Management Office
Larsen is trying to execute a big change by simply sending a memo to the heads, there is no proper planning and no well thought-out execution or implementation strategy which would have taken issue of psychological impact on the employees into consideration.
2. Not a learning organisation
Wengart doesn’t seem to have interest in researching and learning from its competitors, there is no sense of urgency in the entire organisation. It is said in the case that one of Wengart’s big customers has sent a couple of letters to the management and it seems the issues were never taken seriously by Wengart management.
3. Lack of Strategic planning
Wengart is literally going down; it’s just a matter of time before it hits the stage of bankruptcy. Clearly the vision and mission of the company is not translated into the day to day running of the business in meeting its core competencies as the supplier of Aircrafts, i.e, Customer satisfaction, being proactive in meeting customers needs, committing to delivering to the shareholders, and ensuring that the end to end process of their products is stream lined, lean and mean to meet customers demands.
4. No Organisational improvement
In Wengart it seems nobody cares what is happening out side their world, no interest in the global changes, they are told by the Government to adopt the TQM methodologies. Where are the business analysts, research teams, product improvement teams in Wengart? Those are the individuals that were suppose to have the company adopt the latest in business management and improve the production processes.
5. Poor leadership
There is a very poor way of communicating changes, the leadership of Wengart is not taking and making appropriate measures in helping