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This is the first of a three-case series (BAB092 to BAB094). The (A) and (B) cases describe the transformation of a forging and casting company from one in which management style and labour relations reflected the traditional arrangements of the post-World War II steel industry, to one in which labour and management partner in the service of a total quality strategy. The (A) case outlines the state of the company in the late 1980s. KomTek, with revenues of approximately $30 million is a privately held forging and casting company that specialises in high technology custom products for the aerospace, nuclear, pipeline and medical industries. The (B) case describes how the company's leadership slowly developed a more trusting relationship with bargaining unit leadership, resulting in a shared effort to solve the problems the company faced. The (A) and (B) cases are currently used in an integrated operations management and managerial, accounting and organisational behaviour undergraduate class for second term sophomores in which students learn about the link between organisational systems and organisational strategy. These cases may also be used in an integrated organisational behaviour and operations management at the first year MBA level.