Abstract
In 1985, Harris Corporation, a high-tech company with more than $2 billion in annual sales, initiated an organizational change process designed to improve its ability to compete in international markets. Using JIT/TQC techniques, employee involvement teams identified problems and pursued and dealt with root causes. Even though the process is still in its early stages, initial results show that it is very successful. Worker involvement and empowerment of employee teams by top management have been key factors. Continued success depends on the leaders' abilities to manage change and to modify the organization's culture so that it is supportive of actions to reduce waste and improve quality.
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