gillette case study operations management
Post on 12-Nov-2014
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Gillette and Total Quality Management
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The Gillette Company History
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Industry Profile as of 1999
Gillette Operates 54 facilities in 20 countries • Distributes Products in over 200 countries and territories• Approximately 30,000 employees
Business Segments include:• Blades & Razors• Personal Care• Duracell• Oral Care (Oral-B)• Braun
Sales of $9 billion and earnings from continuing operations before taxes were $2 billion
4
Competitive Market
Competitors:
• Proctor & Gamble
• Johnson & Johnson
• Warner & Lambert (Schick)
• Increased competition worldwide from local competitors
5
Quality
Meeting or exceeding customer requirements now and in the future
6
What is TQM?
Key Aspects of Total Quality Management (TQM)• Not Quantitative like Six Sigma• Focused on processes, and conceptual rather than targeted quantifiable
difference• Continuous Improvement, instead of just meeting specifications• Cost and Quality, not Cost or Quality
TQM Practices:• Cross-functional product design• Process management • Supplier quality management• Information and feedback • Committed leadership • Strategic planning• Cross-functional training• Employee involvement
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Why TQM was successful
Argentinean market opening up post Peron era• Previously a Nationalist economic environment• Didn’t matter what Gillette produced, it would be bought
Gillette Argentina leadership understood it had to adapt and restructure to meet competition• In 1980s Carlos Rotundo starts quality initiatives• General Manager Jorge Micozzi took a TQM class in early 1990s
• Became a huge proponent• Major driving factor in success
ODI Consultants brought in by Gillette Latin America to help implement TQM• Expert help demonstrated successful path forward• Strong leadership buy-in
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Why TQM was successful
Leadership Support• GM Jorge Micozzi fully supported TQM implementation• Convinced reluctant division chiefs to support, often spend hours
convincing them
Correct Personnel assigned to Lead• Walker’s facilitated many of the implementations• Investigated and responded to all initial feedback during implementation• Set up Workshops to educate workforce• Facilitated Steering Committee to identify appropriate personnel and
sponsors for the quality teams
Cycle of Efficiency• As quality teams worked together they became more efficient• This efficiency allowed for greater cost savings in identifying quality
improvements
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Continuing the Success
Continued Leadership Support• Hold fast to TQM implementations• Remember why TQM was implemented
Continuous Improvement• Ensure Workforce understands • Must focus on production teamwork
Customer focused – why produce quality goods• Top 4 customers represent 80% of sales• They must be satisfied with product
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Case Question
How should quality be exported to the rest of Gillette’s operations in Latin America?
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Why Quality Fails?
Management ignorance and interference
Insufficient support from top management
Resistance to change
Lack of training
Internal constraints (i.e. politics and rivalries)
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Recommendations
Quality can be applied to all organizations operations
Ensure Executives and Management buy-in to improving quality, top-down approach
Reduce internal departmental barriers Enhance Teamwork Implement a new working culture and style that fits with quality
initiatives
Assign team leaders to export Argentina’s TQM success• Implement an incentive based program to reward the most
successful Quality Action Teams• Create a virtual community in which success’/failures can be
shared across regions
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Questions?
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