Wainwright Industries (A): Beyond the Baldrige

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Case

Reference no. 9-396-219

Subject category: Strategy and General Management

Authors: Rosabeth Kanter (Harvard Business School); Norman Klein (Harvard Business School)

Published by: Harvard Business Publishing

Originally published in: 1996

Version: 18 November 1996

Length: 15 pages

Data source: Field research

Topics: Organizational culture; Organizational change; Total quality; Business process reengineering; Customer satisfaction; Customer relationship management; Business ethics; Standardization

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Abstract

Traces the growth of Wainwright, a small automotive supply company, focusing on its commitment to quality in 1981 and the evolution of its quality culture. Breakthrough programs that stress 'trust and belief' in the workforce and commitment to customers result in Wainwright winning the Malcolm Baldrige Award in 1994.

Location:

Missouri

Industries:

Automotive parts & accessories; Machinery

Size:

USD28 million revenues, 300 employees

Other setting(s):

1979-1996