The newly appointed head of the project dedicated to reducing product development time for AT & T’s Transmission Systems Business Unit (TSBU) is trying to decide how best to maintain the momentum of their achievement Process Excellence (APEX) team upright. During the last three years, helped reduce APEX teams TSBU range interval 50% – a performance that contributed to the preservation of TSBU Malcolm Baldrige National Quality Award. Now motivation and expectations for further improvement are high. Th … Read more »

The newly appointed head of the project dedicated to reducing product development time for AT & T’s Transmission Systems Business Unit (TSBU) is trying to decide how best to maintain the momentum of their achievement Process Excellence (APEX) team upright. During the last three years, helped reduce APEX teams TSBU range interval 50% – a performance that contributed to the preservation of TSBU Malcolm Baldrige National Quality Award. Now motivation and expectations for further improvement are high. The case describes the introduction of APEX, its development and the challenges for product development organization. Details support a discussion of the elements needed to start and maintain an improvement program, including metrics, objectives, role management and methodological approaches to problem solving.
This case is only available in printed form (HBP no digital distribution rights to the content) are available. As a result, a digital copy of the Educator case via this website is not available.
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from
Rogelio Oliva,
James Quinn,
Elizabeth Keating
Source: Harvard Business School
15 pages.
Publication Date: Jun 15, 2004. Prod #: 604 098 PDF-ENG
AT & T’s Transmission Systems Business Unit (A) HBR case solution