Abstract
AbstractIn 1985, the Wilson Humboldt facility, a golf ball manufacturer, was considered to be one of the least effective plants within the corporation. There were severe deficiencies in quality, safety, morale, productivity, and housekeeping. The plant manager, AlScott, spent the first year assessing the situation and developing a game plan.In 1987, a major component of Wilson's recovery began with the implementation of five key operating philosophies, with one of these being total quality management. TQM allowed the empowerment of employees at all levels and made continuous process improvement in daily operations a reality. Teamwork manifest in Team Wilson led to outstanding gains in productivity, quality, and customer satisfaction.
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