Intel Uses Total Quality Management

Intel operates in an industry, which is comprised of products involving high research and development costs, continuous product improvement and new innovations. The companies in the industry are having high economies of scale and are knowledge based. It helps both the service and manufacturing sectors in the growth process. Intel is positioned as a leading company with its ability to adapt to technological changes and its strong relations with other businesses who are major buyers of integrated circuits. The industry in which it operates is very competitive and comes with high risks as

PC computing was the center of computing during the 1990s, but the internet took over the next decade. Cellphones are sold more than PCs, and that is because they can access the Net. Network and communication became more important to people, whether it is in the home, small business or enterprise. Intel response to the changes in the environment by investing a lot of money in four areas, client platforms, server platforms, cellular and wireless, and communication and networking. Despite the fact that Intel took several steps toward making a position for it in the mobile and internet market, the threat of being behind

Apple is a global company represented in many parts of the world, but born in the United States by computer wizards by the names of Steve Jobs and Steve Wozniak who founded the company back in 1976 (Capon, 2008). The organization deals with the design and sale of computer hardware, software and offers tech support to its customers. Examples of the hardware the company manufactures and sells include mobile phones, personal computers, iPads, tablets and iTunes with associated brands, like the MacBook and iPhones that represent Apple’s driving force towards its success. It is recognized as a brand leader in consumer electronics by the world in terms of quality and customer satisfaction and despite the wide product range, Apple manages each product in a distinct way that is a single business unit (Mittan, 2010).

This case traces the strategic decisions of Intel Corporation which defined its evolution from being a start-up developer of semiconductor memory chips in 1968 to being the industry leader of microprocessors in 1997 when it ranked amongst the top five American companies and had stock market valuation of USD 113 billion.

Intel is the preeminent supplier of semiconductor chips and platforms geared toward the global digital economy. Intel’s strategy involves competition in each relative market segment and the use of core competencies in the design and production of integrated circuits. Intel is also notable for their financial assets, global existence, and their significant brand recognition. Intel’s current principal component-level product line includes chipsets, flash memory, and microprocessors. Also, Intel Corporation retains, “A set of integrated and harmonized abilities that distinguish the firm in the marketplace” (Schilling 123). Furthermore, the three applicable tests used to determine a firm’s core competencies, according to Prahalad and Hamel, suggests that

This report discusses the case study ‘Intel Research: Exploring the Future [1], published in 2005 by the Harvard Business School. The discussion is divided into three different sections: overview, analysis and conclusion.

Known as Intel Corporation (Intel) is an American multinational technology company headquartered in Santa Clara, California. Intel's revenue base is one of the world's largest and most valuable semiconductor chip makers. Intel chipsets also the motherboard, network interface controllers and integrated circuits, flash memory, graphic chips, embedded processors and other devices related to communications and computing it. Semiconductor pioneers Robert Noyce and Gordon Moore established it on July 18, 1968, and widely associated with the executive leadership and vision of Andrew Grove, Intel's advanced chip design capability with a leading-edge manufacturing combines capacity.

As a global leader in the PC market, Lenovo’s success rests on its ability to deliver consumer centric innovations in products that deliver a blend of mobility, performance and price. Design is an infrastructural element that helps define every aspect of a company, including Web site, stores, customer support, packaging, and messaging as well as its products. Lenovo has a well-earned industry reputation for delivering superior quality products. Quality is a fundamental component and commitment to customer satisfaction by delivering products that are of superior quality to comparable offerings from their competitors is the key to Lenovo’s success. In recent years, Lenovo relies heavily on local manufacturing strategies to shorten

Yasin and Alavi (1999) conducted a quantitative study to determine if Total Quality Management (TQM) can produce quality improvement

The team shall lead a class discussion for Intel Corporation 2010, with an analysis of Intel’s profitability. In addition to the presentation, a written report will be submitted onto Blackboard by May 2, 2011. The report shall contain the answers to the questions in the project handout.

The following is an attempt to analyze AT&T's use of Total Quality Management throughout its organization. Since AT&T is an elaborately enormous corporation I will focus my study to AT&T Power Systems/Lucent Technologies. This division of AT&T has been the industry standard for excellence since TQM was first introduced to the company. AT&T Power Systems has become one the world's most dynamic companies because of its use of TQM. I will provide a brief description of who AT&T Power Systems is, a description of the events that lead up to its use of TQM, AT&T's TQM philosophy, and how this philosophy was implemented. Finally I will discuss the benefits AT&T Power Systems realized through their use

Intel excels at top-down innovation, where highly differentiated components and electronics command a high gross margin relative to competitors, enabling faster design wins with Original Equipment Manufacturers (OEMs) and development partners. This top-down innovation flow within Intel is so dominant, that the product design teams are significantly more productive than even the most advanced business process management teams (Segerstrom, 2007). Microprocessors and the follow-on Internet, networking, security and integrated motherboard products are all predicated on this top-down innovation cycle that leads to product line proliferation in Intel (Zimmerman, 2010). DRAMS were undifferentiated in structure, lacked industry standards that could create differentiated performance or compatibility based on adherence or alignment to standards or customer requirements (Nicholson, 1997). Intel chose to compete on the only other area of their core strength as a company, which is quality management and yield levels (Clark, Walz, Turner, Miszuk, 1993). Getting the yields for DRAMS to 60%, which for a brief period of time lead the global industry, only served to accelerate a very high level of commoditization in the industry (Voss, 1998).

Intel is a leader in the design and manufacturing of various digital technology platforms. It is most known for producing microprocessors and chipsets, the integral parts of computers and mobile devices. The company employs 107,300 employees worldwide across 190 facilities located in more than 60 countries.

Intel changed marketing history by achieving to publicize an inner piece of a product that could not be seen from the outside. By placing tags on products, they could display their company logo and the model of the product inside the computer, thus making publicity to an ‘ingredient’ inside the whole. In those initial marketing campaigns Intel well-known themselves from the competition by labelling their products with names instead of only number; this helped them gain reputation surrounded by the customers.

And the goal of the TQM model is to provide a systematic way to meet customers’ expectations. This orientation calls for changing the organization 's focus, considering how this change impacts on traditional performance measures, and identifying the customers and determining their relative importance. This section will now analyze how IS Admissions might implement Total Quality Management theory as a method of organizational effectiveness. IS Admissions – a production organization – is responsible for processing applications for admission to the COT. If IS Admissions implemented the core concepts of TQM theory identified in this essay, the office would be managed as follows: