Case: Wengart Aircraft President Ralph Larsen of Wengart Aircraft has become increasingly concerned about profits. Though he is not fearful of a company takeover‚ he does feel an obligation to maximize shareholders’ return on their investment. He and about a dozen top executives receive sizable stock bonuses‚ so it is to their advantage to obtain a high share price. Wengart manufactures private and military aircraft. It is number two in its industry‚ which consists of seven companies. Its profits
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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
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| Case Analysis | | | | The one of the macro problems Wengart Aircraft is having is that they are the second largest company in the industry but are only ranked sixth in profitability (Brown‚ 2011). Wengart gets a large amount of contracts but they are spending a lot of money reworking most of the aircrafts after they come off of the production line. Another problem is the quality of their aircrafts is in question with the Secretary of Defense and other private customers. The Secretary
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WENGART AIRCRAFT Abstract This case analysis focuses on Organizational Development (OD) techniques that Wengart Aircraft Company can utilize to implement a Total Quality management (TQM) program to integrate all aspects of the corporation to enhance production operations‚ improve overall quality of workmanship and products‚ increase output‚ maximize profits and simultaneously improve management and employee relations. Wengart Aircraft attempted to implement a TQM program based upon earlier
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Introduction The President Ralph Larsen has realized that Wengart has some major problems with the quality however he is focusing on the profitability instead of the longevity of the company. He needs to have the team focus on improving the quality problem or the company’s profits will continue to decrease. Larsen in the effort to improve the quality has decided to seek out help from an OD practitioner who suggests to Ralph to implement Top Quality Management (TQM). Larsen feels that this should
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ABOUT THE CASEThe case stresses the importance of the famous management technique called JIT (Just In Time) and its use in one of the most well known company "HONDA". The case extensively discusses the features‚ importance‚ implementation‚ and the various problems of Just in time. JIT was first implemented by Toyota and the technique is very commonly used in many Japanese companies and HONDA is one of them. The main purpose of developing this case study is to understand JIT as an operation management
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this individual assignment is to show how JIT helps in providing the alternative solution in a logistics operation; the disadvantages of this system would also be explored. At the start of this assignment I will try to provide a simple definition of JIT‚ then demonstrate the benefits and/or problems in this areas; namely raw materials procurement‚ production control and planning‚ inbound logistics and lastly warehouse and storage. Following that will be a case study and recommendations for the implementation
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Ivanovski Course: Operational Management Made by: Nela Pamukova ID: 9589 Skopje‚ 2012 Just-in-Time Method presented with Case Studies in the auto industries in India with wide elaboration of the cases and concepts. Just-in-Time Method presented with Case Studies in the auto industries in India with wide elaboration of the cases and concepts. Just in Time (JIT) Manufacturing and Inventory Control System: Learning objectives of the project: * Define and explain the concept of just
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30 July 2009) Just-in-time (JIT) and reverse logistics are two important philosophies. Coincidentally‚ both are related to reducing the impact on the environment. However‚ they are sometimes in conflict with each other. The former focuses on moving the materials smoothly which require a stable demand and supply‚ but the latter is weak in terms of predicting how many returned products will be processed. Therefore‚ there is a need to investigate the impact of JIT to reverse logistics systems
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organisation and its network of suppliers and buyers. Just-In-Time (JIT) management is the ability of an organisation to integrate its systems and processes with that of the supply network. Describe a supply chain where this occurs and discuss the challenges and benefits of the JIT methodology. A Just -In -Time System is a system which organizes the resources‚ information flows‚ and decision rules that enable a firm to realize the benefits of JIT principles. (Larry P. Ritzman) The main purpose of a just
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