Presented by:

Leong Khee Seng

Tan Chong How

Teresa Goh

Dilys Lee

Total Quality ManagementModel

A. Leadership Commitment

B. Communication

C. Team Work

D. Training

E. People

F. Customer Focus

G. Supplier Focus, and

H. Continual Improvement

The Main Focus:

Objectives of this Assignment

The aim of this analysis is to define action and enable the Boeing Group to develop strategies focused on closing market and operational performance deficiencies.

The potential benefits of this strategies analysis:

Expected payback, cost effectiveness of the investment, and contribution to process improvement.

Involve process-oriented culture evolving toward more teaming and more employee involvement to accelerate continuous improvement and work redesign enterprise-wide.

Objectives of this AssignmentDeveloping a high performing, self-motivated workforce.

Meeting business objectives and responsiveness to customer requirements.

Identifying and finding solutions to quality-of-work-life issues.

To measures the health of supply-line processes. These measures represent supplier performance and supplier process-effectiveness relative to company performance objectives.

To increase customer satisfaction, improving processes, and strengthening market position.

Boeing Airlift And Tanker Programs (Boeing A&TP)

Introduction: Designs, manufactures, and supports aircraft that transport people

and cargo safely throughout the world

Approximately 9,000 employees

- 91% in California

- 7% in Macon, Georgia

- 1% at Charleston Air Force Base in South Carolina

- 1% various customer sites

TQM Concept Acceptance by Boeing1.0 Leadership

Leadership team sets company direction using an integrated planning process (page 4)

Leading through vision and values – communicates the importance of the vision and values and help employees understand the organization’s vision and values and their importance (page 4)

Employee survey provides feedback to improve the leadership system (page 4)

Change (A&TP) from a functional silo structure to a product and service oriented, customer-focused organization, committed to improvement through process management (page 4)

TQM Concept Acceptance by Boeing Management by Objective through Performance Management

System (PMS). Key Result Areas:

1) Customer satisfaction

2) Program performance

3) Workforce effectiveness

4) Operational and process performance

5) Financial results.

Company performance goals, indicators, and targets flow down to various programs and functional organizations (page 10)

TQM Concept Acceptance by Boeing

2.0 Communication

Leaders at all levels are visible and accessible to the workforce, gathering input through various communication methods (page 4)

Interaction with stakeholders to determine their expectations and requirements (page 5)

Reinforcement vision and values through communication channels and uses them as a basis for essential business decisions and actions (page 5)

Methods: ‘stand-up’ meetings, floor walks, and meeting with union and supplier representatives (page 5)

TQM Concept Acceptance by Boeing

3.0 Teamwork

Leadership team involves customers, suppliers and unions in executing its leadership responsibilities to ensure it meet or exceed customer expectations (page 2)

Partnership with USAF – initiated several pollution-prevention projects (page 6)

“People working together” is an essential value (page 16)

TQM Concept Acceptance by Boeing

4.0 Training Learning Resources Board

- identified, reviewed and refined training and development needs (page 15)

- created Integrated Learning Plan (page15)

Training is delivered by union members and includes practical hands-on experience and reinforcement of self-inspection techniques (page 15)

Design their own training programs (page 15)

TQM Concept Acceptance by Boeing

4.0 Training

Promoting lean manufacturing strategy and conducts accelerated improvement workshops (page 15)

Training drives the bottom line

(page 30)

TQM Concept Acceptance by Boeing

5.0 People Integrated People System

- deploy the Workforce Strategic Implementation Plan and manage human resource plans (page 13)

Employees ‘believing in quality’ is a key leadership measure at A&TP (page 22)

Dedicated and cohesive workforce willing to travel to remote sites on 24 hours-per-day, seven-days-per-week basis to serve their loyal customers (page 9)

Good working relationship with union and non-union workers by creating seamless environment for participation and contribution. (page 14)

TQM Concept Acceptance by Boeing

6.0 Customer/Supplier

Customer focus by making customer and their needs a primary focus through developing and sustaining productive customer relationships (page 8)

Listening to the customers (page 8)

Treat supplier as partner and continuously developing supplier skill and knowledge to be come a reliable partner. (page 18 & 19)

Supplier management process family are designed to meet overall performance requirements (page 18)

TQM Concept Acceptance by Boeing

6.0 Customer/Supplier

customer satisfaction: quality, timeliness, and cycle time (KPI’s) (page 31)

TQM Concept Acceptance by Boeing

7.0 Continual Improvement

Safety improvement plan – improve safety performance (page 16)

The focus on quality drives costs down, as shown by an 83% improvement period 1991-1998. (page 29)

TQM Concept Acceptance by Boeing

7.0 Continual Improvement

Conducting competitive, market, product, and customer analyses

to identify the best opportunities to pursue for continuous

improvement. (page 8)

Use information from benchmarking and best practices as a

source for continuous improvement. (page 11)

Conclusion

Based on our review to Boeing Case Study, below are the conclusion in relationship to TQM Model Application:

a) Strong Leadership Commitment evident

b) Top management Believes that quality can drive down cost and increase customer satisfaction.

c) Share holders and top management, Willing do everything to satisfy and delight their customers.

d) Commitment to train and re-train employees to improve competency & motivation. Boeing values human capital for the company success.

e) Treat suppliers as partner and believe that good suppliers will help their business prosper.

f) Boeing have built a workforce that believe that QUALITY is their culture.