Scribd
Upload
38 views1 page

Jaguar Issues

The document summarizes issues at an automotive plant. There was resistance to change from unions and employees found change difficult. After improvements, performance would quickly revert back to previous levels. The plant was rewarded for cost cutting, not quality. Key weaknesses were identified in quality, productivity, infrastructure and culture. The workforce distrusted management due to broken promises and lack of leadership. The support system did not prioritize customer satisfaction issues.

Uploaded by

Rahul Udainia
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
38 views1 page

Jaguar Issues

The document summarizes issues at an automotive plant. There was resistance to change from unions and employees found change difficult. After improvements, performance would quickly revert back to previous levels. The plant was rewarded for cost cutting, not quality. Key weaknesses were identified in quality, productivity, infrastructure and culture. The workforce distrusted management due to broken promises and lack of leadership. The support system did not prioritize customer satisfaction issues.

Uploaded by

Rahul Udainia
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
You are on page 1/ 1

Some of the employees found it really difficult to cope up with the radical changes.

(p7, pr3)

After any improvement program the plant would flip back to its old levels of performance quickly.
(p7, pr2)

Unions showed consistence resistance to the proposed new working practice.(p6 pr4)

Ford’s priorities were in contradiction with jaguar’s priorities (p5, pr6)

The plant was rewarded for cost saving efforts instead of quality performance

Four key weaknesses were identified during cross function study i.e. quality, productivity,
infrastructure, culture (p5 pr4)

The workforce was considered militant, skeptical and held a collective distrust, nurtured by lack of
coherent leadership and unkept promises. (p3 pr4)

The support system lacked customer focus and drove people away from dealing with customer
satisfaction issues. (p pr2)

There was a widespread and genuine belief that there was no requirement for change or
improvement as the plant had produced the number one UK selling car for year. (p3 pr1)

Helewood was renowned for its troubled industrial relationship, shop floor militancy. The plant beat
all records in terms of no of strikes between 1978-82. (p1, pr4)

Communication barrier.

The relationship between the management and the workforce was characterized by them and us
attitude. Behavioural issues eg: militant attitude was very prominent which was nurtured by lack of
coherent leadership and unkept promises. Communication barrier was also evident which failed in
building the minimum level of trust and credibility between employees and leadership because of
which employees found it very difficult to cope up with the radical changes.

Contradiction in priorities

No reward for quality performance

No focus on customer satisfaction

Flipping back to old levels of performance

You might also like