The slow nature of the automotive industry could be traced to the financial crisis of 2008, which affected the industry adversely. Towards correcting the crisis, the company took three steps: it started with the diagnosis of the crisis, followed by the formulation of a strategic goal orientation and the communication of the strategies, together with corporate education in three stages (Ahire, Golhar and Waller 56). The administration of the TQM initiative Preparatory stage (February to April 2009) The first stage in the change process entailed gaining the support of the employees of the company.
For the three-month period, the company held company seminars for all workers, emphasizing the importance of the change program and the benefits it would yield for the company and the employees. The barriers that were evidently hampering the acceptance of the change process, from the company entailed the institution of a policy requiring all company employees, including the senior staffs to use one uniform and using all company canteens freely; the prices and the quality of items were set at the same standards (Ho, Duffy and Shih 529). The company also removed the cabins from which the managers of the company used to work from, and the different changes increased the accessibility of the management and the communication between the different employees improved. The different changes contributed to changing the mindset of the workers of the company; the employees started associating with the management as members of their teams.
The planning of the change process also entailed the creation of product groups, where the employees were trained to become multi-skilled, with the ability to work at more than one sections of the company.
Apart from the changes discussed before, the production line managers of the company were trained on all aspects of change process, and that made it possible for the company to hold them accountable and responsible for the delivery of products, quality and the costs of actualizing the changes (Ho, Duffy and Shih 529). The promotion stage (May to Dec 2009) The policy management implementation of the TQM initiative started in May 2009 and ended in July 2009. The stage helped the company to structure a company-wide goal orientation covering the changes to be made and the redirection of the activities of the company’s business and activities.
The stage entailed the communication of the performance targets expected from the various product groups and departments and all the workers of the company.
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