Company - General Motor (GM)

In 2014, General Motors was criticized for a quality issue involving faulty ignition switches that affected some of its vehicles, causing at least 124 fatalities and 275 injuries, which may result in vehicles losing power while driving. The issue was caused by GM's weak leadership, which was aware of the situation but made no attempt to fix it. Another critique of GM was the company's dysfunctional culture, characterized by responsibility shifting, a fear of conflict with the executives, carelessness, and a sense of urgency. Employees were discouraged from reporting concerns about potential quality issues due to this mindset. GM's quality culture greatly exacerbated the quality problem. The company's culture was "don't tell," Workers were strongly discouraged from bringing up any potential issues with the product's quality in open conversation. Moreover, there was a breakdown in departmental communication, which led to GM leadership missing the problem. In addition, GM's culture was marked by a lack of urgency and concern which contributed to the length of time it took to fix the quality problem.

Questions

1. Change Management Plan - Provide a detailed plan that includes the following elements to bring about change within the company and to overcome the quality issue.

a. Quality Theories - Explain which quality theories you would follow to bring about change and explain why you chose those theories.

b. Quality Tools and Techniques - Identify at least three quality tools and techniques that you would implement to improve the company's quality.

c. Implementing Change - Explain the process and procedures you would take to implement these changes within the organization.

d. Resistance to Change - Explain some of the potential challenges that may prevent implementation.

2. Expected Outcomes. Provide a summary of the expected outcomes and how these changes will impact the organizational quality culture.

Below is the outlines to help answer the questions. Thank you so much in advance!

Change Management Plan

• Created the position of Vice President of Global Automotive Safety
• Established a safety field investigation team.
• Established the "Speak Up for Safety" program.
• A systems engineering organization was added to monitor how each part affects the vehicle.
• Adopted annual training on safety improvement and new hire orientation.

Quality Theories

• Total Quality Management: Continuous improvement, customer focus, team involvement, data-driven, etc.
• Dr. Deming's 14 points for management: Develop leadership, prioritize training, every employee matters, etc.

Quality Tools and Techniques

• Cause-and-effect diagram (also called Ishikawa or fishbone chart)
• Mapping Process
• Check sheet

Implementing Change

• Establish a coalition, develop a change vision, share the vision,
• consolidate the change and anchor the culture change.
• Regular communication with employees and management and removing barriers.
• Achieve and celebrate small and short-term success.
• Demonstrating a checklist
• Encourage feedback.
• Set a deadline for completion.

Resistance to Change

• Bringing management and employees together
• Failed commitments and a general sense of apathy.
• Job loss, Losing control, Insufficient competence, Political nature.
• Shock and fear of the unknown
• Bad communication strategy

Expected Outcomes

Improvement in corporate and quality culture,

increase employee motivation and engagement.

Prevent quality problems by detecting them early

Using high-quality tools and methods,

Maximize productivity.

Enhancing customer satisfaction and re-establishing trust.