Quality Tooling Case Study

The Quality Tooling Company $($QTC$)$ was set up in the North East of England by a young

graduate Engineer, in the early $1960$s$.$

The main items of manufacture comprised engineers$$ rules, engineering calipers, scribes $($the

initial product range, which supplied the local engineering industry$)$ and then expanding to

include micrometers and a limited range of specialist items which required high quality

materials and skills to produce accurate and long$$lasting items.

Due to the decline of engineering in the North East of England and increased competition from

globalization, QTC realised that, although the product range commanded great respect

throughout the industry $$ from both customers and competitors, this course of business

activity was untenable in the long term. An alternative, radical strategy had to be developed

to ensure the survival of the business.

The QTC production plant was well equipped with a strong financial base, the workforce was

loyal, and many of whom had begun their employment from school or university and worked

their way up the corporate ladder.

The commitment and loyalty of the workforce is recognised and rewarded by the company in

various ways, due to the owner$$s philanthropic and moral beliefs and a willingness to embrace

modern management principles.

The son and daughter of the owner had also followed the QTC career path and were keen to

give the business a $21$st Century philosophy.

The business had to evolve into a new, engineering$$based entity.

In $2010,$ an approach was made to QTC by the North$$East Hospital Management Board, for the

design and manufacture of handheld precision medical equipment, initially for research work.

The Board had acquired funding to develop keyhole surgery and other pioneering treatment

techniques. In $2012,$ the Board signed a two$$year contract with QTC to manufacture these

cutting$$edge products on a larger scale.

This new market has expanded rapidly over the last three years and QTC is receiving worldwide

recognition for its product range and company image. QTC now realises that the business

$5|$ P a g e

must project itself to customers, suppliers and investors as a world class, $21$st Century

organisation with vision, energy and conscience.