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John Deere

by Antiessays.com

John Deere’s objective is to be the low-cost producer in the agriculture, construction, and forestry commercial markets and in the lawn and grounds care consumer markets, while maintaining an image of quality and customer focus with values of quality, innovation, integrity, and commitment. Throughout the company’s evolution of quality, Deere made adjustments in products and processes.


During the 1980’s, the United States was in the midst of the “quality revolution” being influenced by consumer pressure, and changes in technology. The major quality movement focus at that time was on consumer service and product improvement. In the early 1980’s, Deere followed the quality revolution and began in the area of product manufacturing, referred to as Little Q. The 1984 Annual Report statements exemplify their growing quality movement, “Product design is being systematically reviewed to provide improved performance and quality at a lower cost…” and “New manufacturing technologies … have enabled employees to be efficient while producing parts of higher and more consistent quality.”(as cited in Evans and Lindsay, 2008, p.XX) As the 1980’s ended, Deere included consumer service with manufacturing into their quality movement with annual report statements of “… providing the best quality and value to customers” and “…offer the customer the best value in quality, reliability, features, resale price, and full-servicing dealers.”cite In the United States, the concepts of Big Q and of total quality management (TQM) in the quality movement introduced management of organization improvements with consumer service and product improvements.


In the 1990’s, the Deere & Company implemented total quality (TQ) that evolved from earlier quality control practices. TQ is a total company effort to achieve customer satisfaction and the infrastructure for the management system to function and perform the principles of TQ cite source…Feigenbaum? . Deere’s effort of TQ is stated in the 1995 annual report, “Deere’s focus on continuous improvement takes a wide variety of forms, but is based on the simple concept that any product or process can be improved.” In addition, in the 1996 annual report statement of “… we continue to follow twin strategies of continuous improvement and profitable growth.”


In recent years the concept of Six Sigma emerged, a set of practices designed to improve business processes and eliminate defects that are defined as anything that could lead to customer dissatisfaction with a bottom-line orientation. Deere had adopted Six Sigma as stated in the 1999 Annual Report “Highlighting our pursuit of genuine value through continuous improvement is an aggressive series of process-based initiatives targeting Six Sigma levels of performance and customer satisfaction.” and continues into the 2000’s. The key challenge for Deere following Six Sigma is the allocation of resources to maintain a focus on quality through the training and education of managers and employees. In the 2003 annual report, Deere seems to be following their commitment to quality, “A totally new compensation and rewards system, which began taking effect in 2003, is supporting the attainment of our goals and promoting true alignment among the interests of customers, employees, and investors.”.


The future of quality at Deere seems promising from the past annual reports’ statements. Deere’s challenge of quality will be during the economic downturns times and increased global competition. In 2005, ASQ named six key forces that will influence the future of quality: globalization, innovation/creativity/change, outsourcing, consumer sophistication, value creation, and changes in quality cite. In the 2005 annual report, Deere indicates that they are ready for the future, “Deere employees are tightly aligned with our business objectives and are being evaluated and compensated accordingly….The plans spell out how each individual’s efforts contribute to meeting unit and company goals.”

Evans, J. & Lindsay, W. (2008). Managing for Quality and Performance Excellence (7th ed.). Mason, OH: Thomson South-Western

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