QUESTION TWO [25] Read the following text and answer the question that follows: "Before the crisis, the quality department was just for looks, we certainly weren't used much for problem solving, the most we did was inspection. Data from the quality department was brought to the production meeting and they would all look at it, but no one was looking behind it". (Quality Manager, Preston Plant). The Preston plant of Rendall Graphics was located in Preston, Vancouver, across the continent from the headquarters in Massachusetts. The plant had been bought from the Georgetown Corporation by Rendall in March 2000. Precision coated papers for ink-jet printers accounted for the majority of the plant's output, especially paper for specialist uses. The plant used coating machines that allowed precise coatings to be applied. After coating, the conversion department cut the coated rolls to the final size and packed the sheets in small cartons. The curl problem In late 1998 Hewlett-Packard (HP), the plant's main customer for ink-jet informed the plant of some problems it had encountered with paper curling under conditions of low humidity. There had been no customer complaints to HP, but its own personnel had noticed the problem and wanted it fixed. Over the next seven or eight months a team at the plant tried to solve the problem. Finally, in October 1999, the team made recommendations for a revised and considerably improved coating formulation. By January 2000 the process was producing acceptably. However, 1999 had not been a good year for the plant. Although sales were reasonably buoyant, the plant was making a loss of around $2 million for the year. In October 1999, Tom Branton, previously accountant for the business, was appointed as Managing Director. Slipping out of control In the spring of 2000, productivity, scrap and re-work levels continued to be poor. In response to this the operations management team increased the speed of the line and made a number of changes to operating practice in order to raise productivity. "Looking back changes were made without any proper discipline and there was no real concept of control. We were always meeting specification, yet we did not fully understand how close we really were to not being able to make it. The culture here said, 'If it's within specification then it's OK" and we were very diligent in making sure that the product which was shipped was in specification. However, Hewlett-Packard gets "process charts" that enables them to see more or less exactly what is happening right inside your operation. We were also getting all the reports but none of them was being internalized, we were using them just to satisfy the customer. By contrast, HP have a statistically based analytical mentality that says to itself, "You might be capable of making this product but we are thinking two or three product generations forward and asking ourselves, will you have the capability then, and do we want to invest in this relationship for the future?" (Tom Branton) The spring of 2000 also saw two significant events. First, Hewlett-Packard asked the plant to bid for the contract to supply a new ink-jet platform, known as the Vector project, a contract that would secure healthy orders for several years. Second the plant was acquired by Rendall. "What did Rendall see when they bought us? They saw a small plant on the Pacific Coast losing lots of money". (Finance Manager, Preston Plant) Rendall was not impressed by what he found at the Preston plant. It was making a loss and had only just escaped incurring a major customer's disapproval over the curl issue. If the plant did not get the Vector contract, its future looked bleak. Meanwhile, the chief concern continued to be productivity. But also, once again, there were occasional complaints about quality levels. However, Hewlett-Packard's attitude caused some bewilderment to the operations management team. "When Hewlett-Packard asked questions about our process, the operations guy would say, "Look, we're making roll after roll of paper, it's within specification. What's the problem?" (Quality Manager, Preston Plant) But it was not until summer that the full extent of HP's disquiet was made. 'I will never forget June of 2000. I was at a meeting with HP in Chicago. It was not even about quality. But during the meeting one of their engineers handed me a control chart, one that we supplied with every batch of product. He said, "Here's your latest control chart. We think you're out of control and you don't know that you are out of control and we think that we are looking at this data more than you are". He was absolutely right and I fully understood how serious the position was. We had our most important customer telling us we couldn't run our processes just at the time we were trying to persuade them to give us the Vector contract." (Tom Branton) The crisis Tom immediately set about the task of bringing the plant back under control. They first of all decided to go back to the conditions which prevailed in the January, when the curl team's recommendations had been implemented. This was the state before productivity pressures had caused the process to be adjusted. At the same time the team worked on ways of implementing unambiguous "shut down rules" that would allow operators to decide under what conditions a line should be halted if they were in doubt about the quality of the product they were making. At one point in May of 2000 we had to throw away 64 jumbo rolls of outof-specification product. That's over $100 000 of product scrapped in one run. Basically that was because they had been afraid to shut the line down. Either that or they had tried to tweak the line while it was running to get rid of the defect. The shut - down guidelines in effect say, "we are not going to operate when we are not in a state of control". Until then our operators just couldn't win. If they failed to keep the machines running, we would say, "you got to keep productivity up". If they had kept the machine running but had quality problems as a result, we criticized them for making garbage. Now you get into far more trouble for violating process procedures, than you do for not meeting productivity targets (Engineer, Preston Plant). This new approach needed to be matched by changes in the way the communications were managed in the plant. 'We did two things that we had never done before. First, each production team started holding daily reviews of control chart data. Second, one day a month we took people away from production and debated the control chart data. Several people got nervous because we were not producing anything. But it was necessary. For the first time you got operators from the three shifts meeting together and talking about the control chart data and other quality issues. Just as significantly we invited Hewlett-Packard up to attend these meetings. Remember these weren't staged meetings, it was the first time these guys had met together and there was plenty of heated discussions, all of which the Hewlett-Packard representatives witnessed.' (Engineer, Preston Plant). At last something positive was happening in the plant and morale on the shop floor was buoyant. By September 2000 the results of the plant teams' efforts were starting to show results. Processes were coming under control, quality levels were improving and most importantly, personnel both on the shop floor and in the management team were beginning to get into the "quality mode" of thinking. Paradoxically, in spite of stopping the line periodically, the efficiency of the plant was also improving. Yet the Preston team did not have time to enjoy their emerging success. In September 2000 the plant learned that it would not get the Vector project because of the recent quality problems. Then Rendall decided to close the plant. "We were losing millions, we had lost the Vector project, and it was really no surprise. I told the senior management team and said that we would announce it probably in April 2001.The real irony was that we knew we had actually already turned the corner ' (Torn Branton) SOURCE: Slack, N. Chambers, S and Johnston, 2007. Operations Management. 5th ed: Prentice Hall

Question: Identify the Total Quality Management (TQM) concepts and demonstrate how these could have been used at the Preston Plant