CASE STUDY: TECSMART ELECTRONICS I.

Main Problem How to adapt Baldrige focus and begin a process for self-assessment against the criteria to identify opportunities for improvement II. Secondary problem All complaints are handled by the vice president of sales and resolved within two days. III. Objectives To be able to adapt the Baldrige focus in replacement with Demings 14 points To be able to identify the opportunities for improvement IV. SWOT analysis Strengths: 1. They trained most of the employees by sending them to Deming seminars. 2. Senior leaders participate in the quarterly meetings with all the employees to discuss company issues and answer questions 3. The company focuses on customer satisfactions Weaknesses: 1. All complaints are handles by the vice president of sales and resolved within two days 2. Employees might have a hard time adjustine and getting used to the new philosophy which is the Baldrige focus. Opportunities: 1. Involvement of suppliers in early stages of a product development program 2. Good working relationships with suppliers. Threats: 1. Other companies that also manufactures electronics. 2. Salespeople are authorized to travel whenever they feel it necessary for customer service. V. Alternative Course of Action ACA 1: Become accustomed of the Baldrige focus as well as the Demings 14 points for the training of the employees and the improvement of the company PROS 1. It can help improve the company since both of them provides defferent sets of strengths. 2. 2. Applying both can generate good result for the company if done appriately CONS 1. Employees will tend to be confused with the addition of a new philosophy

2. It is time consuming and more costly ACA 2: Add extra hours of internal quality/ service related training of the employees with regards to the adaptation of the Baldrige Philosophy PROS 1. It would be easier for the employees to adapt the new philosophy 2. Since a new philosophy would be applied, adding extra hours of training would reduce the employees confusion concerning Baldrige CONS 1. Time consuming 2. It would be more expensive ACA 3 Return to their former philosophy which is the Demings 14 points PROS 1. The deming philosophy already proved that it would bring seccuess to the sompany 2. The quality of the Deming 14 pointa had already been tried and tested by the company as well as the employees since the said phjilosophy carried the company into the 21st century 3. It has already been used by the Tecsmart Electronics in the mid-1980 CONS 1. Further changes in the philosophy will provide confusion to the employees. 2. It is more costly. VI. Decision Criteria *5 highest; 1 lowest

Cost Efficiency Time-Consuming Functionality Practicality Profit Maximization

ACA 1 3 4 5 3 _5_ 20

ACA 2 3 4 3 2 _4_ 16

ACA 3 4 3 4 3 _3_ 17

VII.

Recommendation and Implementation The Tecsmart Electronics Company is known for its good quality products as well as its good and improving relationships iternally. They send their employees to Deming seminars which improves their working capability and arrangement. They had also eliminated the interdepartmental barriers by letting senior leaders participate in the meeting with all the employees. Furthermore, the company seeks improvement which made them pursue a new philosophy in replacement with the Demings philosophy.

But they cannot immediately replace the philosophy that they are using with a new one. The sudden change would confuse the employees. For that reason, I recommend that they adapt and be accustomed with both of the philosophy, since both philosophies provide different set of strengths that can help improve the company. This course of action would take a year to be implemented. By then, the company could expect improvement in their operations as well as the relationships internally and externally. Recommendation/Implementation Steps: 1. Study both of the philosophies and determine its strengths as well as the differences. (1 month) 2. Find a training agency or someone to conduct seminars to the employees regarding the two philosophies. (2 3 months) 3. Work out the costs for the training and find a way to minimize them. (4th month) 4. Notify the employees about the changes that will be made. (5th month) 5. Contact the training agency or the persons to conduct seminars to the employees (6th months) 6. Send the employees to the seminars or both philosophies (4th months) 7. Ensure if the employees improved by surveying them regularly. (llth-12th months) VIII Conclusion Since the TecSmart Electronic Companys focus is summed up by three simple words: quality, service and value, and they had accomplished that for the past years with the help of the Demings 14 points philosophy, it is best to retain that said philosophy. The said company also seeks for improvement therefore deciding to change and pursue a Baldrige focus in exchange with the Demings 14 points. Therefore, I conclude that TecSmart Electronics apply and adapt both of the philosophy, the Demings 14 points and the Baldrige, since both of them provides different set of strengths for the company. These set of strengths, if properly applied, can eventually help improve the company as a whole. The process can be accomplished within a year. By that span of time, the employees would be fully accustomed of both of the Demings 14 points and the Baldrige.