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Case Study – WILLIAMS MACHINE TOOL COMPANY
For 75 years, the Williams Machine Tool Company had provided quality products to its clients, becoming the third largest U.S.-based machine tool company by 1980. The company was highly profitable and had an extremely low employee turnover rate. Pay and benefits were excellent. Between 1970 and 1980, the company’s profits soared to record levels. The company’s success was due to one product line of standard manufacturing machine tools. Williams spent most of its time and effort looking for ways to improve its bread-and-butter product line rather than to develop new products. The product line was so successful that companies were willing to modify their production lines around these machine tools rather than asking Williams for major modifications to the machine tools. By 1980, Williams Company was extremely complacent, expecting this phenomenal success with one product line to continue for 20 to 25 more years. The recession of 1979–1983 forced management to realign their thinking. Cutbacks in production had decreased the demand for the standard machine tools. More and more customers were asking for either major modifications to the standard machine tools or a completely new product design. The marketplace was changing and senior management recognized that a new strategic focus was necessary. However, lower-level management and the work force, especially engineering, were strongly resisting a change. The employees, many of them with over 20 years of employment at Williams Company, refused to recognize the need for this change in the belief that the glory days of yore would return at the end of the recession. By 1985, the recession had been over for at least two years yet Williams Company had no new product lines. Revenue was down, sales for the standard product (with and without modifications) were decreasing, and the employees were still resisting change. Layoffs were imminent. In 1986, the company was sold to Crock Engineering. Crock had an experienced machine tool division of its own and understood the machine tool business. Williams Company was allowed to operate as a separate entity from 1985 to 1986. By 1986, red ink had appeared on the Williams Company balance sheet. Crock replaced all of the Williams senior managers with its own personnel. Crock then announced to all employees that Williams would become a specialty machine tool manufacturer and that the “good old days” would never return. Customer demand for specialty products had increased threefold in just the last twelve months alone. Crock made it clear that employees who would not support this new direction would be replaced.
The new senior management at Williams Company recognized that 85 years of traditional management had come to an end for a company now committed to specialty products. The company culture was about to change, spearheaded by project management, concurrent engineering, and total quality management. Senior management’s commitment to product management was apparent by the time and money spent in educating the employees. Unfortunately, the seasoned 20-year-plus veterans still would not support the new culture. Recognizing the problems, management provided continuous and visible support for project management in addition to hiring a project management consultant to work with the people. The consultant worked with Williams from 1986 to 1991. From 1986 to 1991, the Williams Division of Crock Engineering experienced losses in 24 consecutive quarters. The quarter ending March 31, 1992, was the first profitable quarter in over six years. Much of the credit was given to the performance and maturity of the project management system. In May 1992, the Williams Division was sold. More than 80% of the employees lost their jobs when the company was relocated over 1,500 miles away.
Source : Project management A system approach to planning, scheduling and controlling [EIGHTH EDITION] By HAROLD KERZNER , Ph.D.
All About Project Management
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Day 1/Chapter 1 Case Study: Guided Practice WILLIAMS MACHINE TOOL COMPANY For 85 years, the Williams Machine Tool Company had provided high-quality products to its clients, becoming the third largest U.S.-based machine tool company by 1990. The company was highly profitable and had an extremely low employee turnover rate. Pay and benefits were excellent. Between 1980 and 1990, the company's profits soared to record levels. The company's success was due to one product line of standard manufacturing machine tools. Williams spent most of its time and effort looking for ways to improve its bread-and-butter product line rather than to develop new products. The product line was so successful that companies were willing to modify their production lines around these machine tools rather than asking Williams for major modifications to the machine tools. By 1990, Williams Company was extremely complacent, expecting this phenomenal success with one product line to continue for 20 to 25 more years. The recession of the early 1990s forced management to realign their thinking. Cutbacks in production had decreased the demand for the standard machine tools. More and more customers were asking for either major modifications to the standard machine tools or a completely new product design. The marketplace was changing and senior management recognized that a new strategic focus was necessary. However, lower-level management and the work force, especially engineering. were strongly resisting a change. The employees, many of them with over 20 years of employment at Williams Company, refused to recognize the need for this change in the belief that the glory days of yore would return at the end of the recession. By 1995, the recession had been over for at least two years yet Williams Company had no new product lines. Revenue was down, sales for the standard product (with and without modifications) were decreasing, and the employees were still resisting change. Layoffs were imminent. In 1996, the company was sold to Crock Engineering. Crock had an experienced machine tool division of its own and understood the machine tool business. Williams Company was allowed to operate as a separate entity from 1995 to 1996. By 1996, red ink had appeared on the Williams Company balance sheet. Crock replaced all of the Williams senior managers with its own personnel. Crock then announced to all employees that Williams would become a specialty machine tool manufacturer and that the "good old days" would never return Customer demand for specialty products had increased threefold in just the last twelve months alone. Crock made it clear that employees who would not support this new direction would be replaced. The new senior management at Williams Company recognized that 85 years of traditional management had come to an end for a company now committed to specialty products. The company culture was about to change, spearheaded by project management, concurrent engineering, and total quality management. Senior management's commitment to product management was apparent by the time and money spent in educating the employees. Unfortunately, the seasoned 20-year-plus veterans still would not support the new culture. Recognizing the problems, management provided continuous and
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Williams Machine Tool Company case study
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Based on your review and analysis of the “Williams Machine Tool Company” case study (Kerzner, 2017, pp. 37-38), address the following discussion topic key elements: (CASE STUDY ATTACHED)
First, describe the subject organization’s resultant culture in context of its project management environment.
Then address one of the two questions at the end of the case study.
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Attached. Running head: ORGANIZATIONAL CULTURE Organizational culture Student’s name Institution 1 ORGANIZATIONAL CULTURE 2 Organizational culture refers to the values, beliefs and attitudes shared by employees in a company. The shared beliefs, values and attitudes have ...
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Case_1 Williams Machine Tool Company - Free download as PDF File (.pdf), Text File (.txt) or read online for free. For 75 years, Williams Machine Tool Company was highly successful and profitable by focusing on one product line. However, by 1980 they had become complacent as the market was changing, demanding new products. When the recession hit, their revenues declined as customers sought ...
Discussion Form assignment: Based on your review and analysis of the "WILLIAMS MACHINE TOOL COMPANY" case study (Kerzner, 2022, pp. 39), address the following discussion topic key elements: ... The Williams Machine Tool Company had the reputation on providing the quality product to its client for 85 years. The company's success ...
WILLIAMS MACHINE TOOL COMPANY CASE STUDY. For 85 years, the Williams Machine Tool Company had provided high-quality products to its clients, becoming the third largest U.S. based machine tool company by 1990. The company was highly profitable and had an extremely low employee turnover rate. Pay and benefits were excellent.
Case Synopsis. Williams Machine Tool Company experienced phenomenal growth and success during the period of 1980 to 1990 due to their signature products and maintained customer satisfaction. Although continued success of one product line made them complacent and in 1990 during the rescission period saw readjustment in their strategy.
Williams Machine Tool Company 33 The Reluctant Wor kers 37 Macon, Inc. 39 Cordova Research Group 41 Cortez Plastics 43 ... Case studies require that students investigate what went right in the case, what went wrong, and what recommendations should be made to prevent these prob-
For 75 years, the Williams Machine Tool Company had provided quality products to its clients, becoming the third largest U.S.-based machine tool company by 1980. The company was highly profitable and had an extremely low employee turnover rate. Pay and benefits were excellent. Between 1970 and 1980, the company's profits soared to record levels.
The Williams Machine Tool Company was highly successful and profitable for 85 years due to one popular product line. However, by the 1990s, the company had become complacent as the market demanded new products. When the recession hit, profits declined as customers wanted modifications or new products. Management recognized the need for change but employees resisted, believing the old ways ...
Project management -Case Study ( WILLIAMS MACHINE TOOL COMPANY) - Free download as Word Doc (.doc / .docx), PDF File (.pdf), Text File (.txt) or read online for free. Name: Archana Kumari UID: 20MBA1614 The document contains responses to questions about why it was difficult to change the culture at Williams Machine Tool Company and what could have been done differently to accelerate the change.
Operations Management. Day 1/Chapter 1 Case Study: Guided Practice WILLIAMS MACHINE TOOL COMPANY For 85 years, the Williams Machine Tool Company had provided high-quality products to its clients, becoming the third largest U.S.-based machine tool company by 1990. The company was highly profitable and had an extremely low employee turnover rate.
Based on your review and analysis of the "Williams Machine Tool Company" case study (Kerzner, 2017, pp. 37-38), address the following discussion topic key elements: (CASE STUDY ATTACHED) First, describe the subject organization's resultant culture in context of its project management environment. Then address one of the two questions at the end of the case study.
In 1996, the company was sold to Crock Engineering. Crock had an experienced machine tool division of its own and understood the machine tool business. Williams Company was allowed to operate as a separate entity from 1995 to 1996. By 1996, red ink had appeared on the Williams Company balance sheet. Crock replaced all of the Williams senior ...
Based on your review and analysis of the "WILLIAMS MACHINE TOOL COMPANY" case study ( Kerzner, 2 0 2 2, pp. 3 9), explain why changing the culture of the company was challenging, and discuss things that could have been performed differently to accelerate the change. Here's the best way to solve it. #### Variables and Formulas Company ...
In book: Project Management Case Studies (pp.29-76) Authors: Harold Kerzner. ... It explains how Williams Machine Tool Company changed its culture, spearheaded by project management, concurrent ...