At&t Dallas Works

AT&T Dallas Works

The AT&T Dallas Works case was interesting in its own, unique way. To begin with, we must examine certain elements that make up what the Quick JIT had to deal with and where the team had come from. When we first are introduced to the story, the Works had been characterized by its lack of adaptation and innovation, as well as the fact that the factory was one of the slowest producers around. Employees were worried about the state of their jobs, seeing as how the plant employed 3,500 in 1985, while in 1988 the number dwindled to 2,000. Morale among the remaining employees was low as well, fearing the worst was yet to come. There were even rumors of the plant being shut down and moved to Matamoras, Mexico, where labor is much cheaper.

The Works was a supplier of electronic systems as well as energy systems, both of which were used in AT&T products. Managers and employees could not see eye to eye on anything, and chastised each other accordingly. In 1988 Ken Weatherford, a new vice president of manufacturing, was appointed to lead the reorganization of the Works. Weatherford moved swiftly, lying out plans for the near future and eventually came up with a plan. Weatheford's plan included designating top managers to oversee op

Total Quality Management of AT & T

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Tennessee Williams

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Living with Bipolar Disorder

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Richard Russo Term Paper

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JFK

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After some resistance was overcome, team building confidence was spreading throughout the entire company. A great example was of an operator claiming a certain fixture would simplify a task significantly. Once the specs were determined for the fixture, a member of JIT took it to the job shop and had it made immediately, avoiding any of the normal red tape. Employees took notice of how quickly tasks could be accomplished with just a little bit of cooperation, and in short time things were working in harmony. Once the non-believers saw how things were happening, they started to follow the pack, "mellowing out" as the article put it. Some of the success that the team enjoyed was due to the personal attention they were able to pay to the employees of the company. Whether it was physical labor or going over some numbers, members of the company came together as one to get the factory to where it needed to be.

ee operations, creating permanent team structures, forming committees, providing more training for all employees, and revising the dress code, among other incentives. When his plans were enacted, progress moved along in a positive direction, but things were not quick enough for him. Weatherford devised a better plan, and under the guidance of Sandy Ward, Quick JIT was formed.

The Quick JIT team was not out to eliminate anyone's jobs, just looking to better the plant they had invested themselves in for years. The JIT team was under orders to move quickly, and in some situations they moved too quickly. The team was working