Teamwork for excellence

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Teamwork for Excellence (TEX) is a company-wide process for change at LTV Aircraft Products Group (LTVAPG). It is the means by which we are integrating a total quality philosophy into strategic business planning for continuous improvement. Through implementation of the TEX Process, we are attempting to build an environment of excellence. This environment is envisioned as a place where employees are proud to work, where conformance to customer requirements is the only acceptable result, and where continuous improvement and innovation are a way of life. Such an environment depends on open communications among all employees, teamwork and individual involvement in the business. We, like many other U.S. firms did not embark on such a formidable effort by choice, but rather by necessity. Our move was driven by significant changes in a dynamic marketplace. Our response was the development of a new business strategy which focused on modernization, technology and excellence as a means to secure competitive advantage. The Teamwork for Excellence Process is the means by which we are pursuing this excellence strategy element. The paper first describes the background and implementation approach of LTVAPG's TEX Process. It outlines our long-range plan for implementation including the assumptions, principles, goals and strategy. It then focuses on the Measurement and Reporting System, which indicates whether or not our continuous improvement efforts are successful. It concludes with a summary of the lessons learned in implementing total quality management in an aerospace and defense company. LTV Aircraft products is located in Dallas, Texas. The company occupies approximately 8 million square feet of office and manufacturing space and employs over 11,000 hourly and salaried workers. LTVAPG builds major subassemblies, structures and components for military and commercial aircraft serving as a support partner to U.S. aerospace prime contractors. The group's business also includes the modernization and re-manufacture of existing military aircraft. The company was founded in 1917, by pioneer pilot and aircraft designer, Chance Milton Vought. The firm was first called, Lewis and Vought, but over the years, it became the Vought Corporation, forerunner of LingTemco-Vought (LTV). The company's success was, for many years, based on providing the U.S. Navy with fighter aircraft. The VE-7 Bluebird, which was the first aircraft to take off from a carrier, was designed and developed by Vought during the World War I years. In World War 11, our F4U Corsair was key to the Allies' battle in the Pacific. Aviation history was made again by the company in the 1950s with the F-8 Crusader, the U.S. Navy's first supersonic fighter. In the Viet Nam era of the 1%0s, Vought's A-7 Corsair I1 was a primary Navy attack aircraft. In all, the firm has designed, built and tested over 15,000 aircraft over the last 70 years. Toward the close of the 1950s, while still manufacturing the F-8 Crusader, it became apparent to Vought Corporation management that the cycles for design and production of new military aircraft, including fighters, were getting longer. We recognized that we needed to reassess our traditional role as the prime contractor of Navy fighter aircraft in light of these lengthening aircraft life cycles. To assure our long-term success, the firm needed a business strategy that would bridge the gap between the production of the F-8 and the A-7. Our response to this need was to expand our business base by entering the commercial aircraft subcontract market in the late 1%0s. With the immediate gapn closed by the added commercial subcontract business, the future seemed once Copyright O 1989 by LTV Aerospace and Defense Company, All Rights Reserved. Published by the American Institute of Aeronautics and Astronautics, Inc., with permission.