Quality Management Strategies at Cameron International: A Case Study

This case study examines the quality management practices at Cameron International, a prominent player in the oil and gas service industry. It explores the company's quality requirements, emphasizing the importance of customer satisfaction, technological advancements, and competitive pressures. The report analyzes Cameron International's quality management plan, highlighting the implementation of Total Quality Management (TQM) frameworks, including the DMAIC (Define, Measure, Analyze, Improve, Control) approach and Six Sigma methodologies. It discusses the impact of TQM on operational effectiveness, employee engagement, and overall organizational performance, supported by figures illustrating revenue and employee growth. The study concludes that Cameron International's focus on quality management, ISO certifications, and continuous improvement is crucial for maintaining its industry position and achieving strategic goals. The case study emphasizes the use of frameworks such as Enterprise Resource Management (ERM) and the 4P's structure for effective quality management. The document highlights the benefits of a well-defined quality management plan, emphasizing the importance of continuous improvement within the organization and its impact on employee satisfaction and retention.

Student details
Quality Management
CASE STUDY OF CAMERON INTERNATIONAL

QUALITY MANAGEMENT 1
Executive Summary
The oil and gas service industry has developed and has resulted in increased competition
within the industry. To meet the industry requirements and to compete with the competitors it
is required that the management focus on providing its customers with quality products and
services. The report is focused on analysing the quality requirements at Cameron
International and developing a quality management plan utilising the quality management
frameworks. Cameron International effectively focuses on ensuring quality services is being
provided to its customers, so that the management can effectively focus on the performance
improvement within the industry. Cameron International has ISO certified manufacturing
units and a dedicated workforce that focuses on the continuous quality improvement within
the organisation.

QUALITY MANAGEMENT 2
Table of Contents
Introduction................................................................................................................................3
Quality requirements of the organization...................................................................................3
Quality Management Plan..........................................................................................................4
Impact of TQM..........................................................................................................................6
Conclusion..................................................................................................................................8
References..................................................................................................................................9

QUALITY MANAGEMENT 3
Introduction
The organisations operating within the industry are focused on customer satisfaction and to
provide them with quality products, to maintain the position and to provide effective service,
quality management is required to be ensured at the organisation. Cameron international
operates in a competitive oil and gas service provider industry, in which the organisation
deals in providing equipment and service to its clients in the industry. The industry has
resulted in the entry of new players which has resulted in the increased competition within
the industry (Forbes, 2020). To maintain the position, it is required that Cameron
International focuses on the quality management, so that it can meet the customer
requirements and can compete effectively within the industry. The report is effectively
focused on analysing the quality requirements at Cameron International and the impact of
quality management at the organisation.
Quality requirements of the organization
Cameron provides the equipment to industrial manufacturers and high-end users therefore it
is required that Cameron International focus on maintaining the quality of the products or the
service that is being provided by the organisation. As the organisation faces competition in
terms of the technology, quality, financial factors and price factor. Therefore, it is required
that Cameron focus on quality improvement so that it can focus on minimising the
competitive risk from the business environment and can maintain the position within the
industry. Quality management not only supports the management in ensuring the
performance but also promotes the internal effectiveness of the organisation (UNIDO, 2017).
Cameron international operates in the oil and gas service industry, which is risky, therefore it
is required that the equipment provided by the Cameron International are of high quality and
meet the industry standards so that the effectiveness of the services can be ensured along with
maintaining the health and safety of the workers working within the industry. Also, being
among the leaders in the industry, it is required that Cameron focus on product quality, so
that the customer can be provided with satisfied and improved services and the strategic goals
and objectives can be achieved (Lobo, et al., 2012).
Cameron international has effectively developed its manufacturing process to ensure that the
quality is maintained throughout the manufacturing process. The production of the products
at Cameron International is highly equipped with modern technological and computer-aided

QUALITY MANAGEMENT 4
tools and techniques that are concentrated towards the process optimization and ensuring that
the final product manufactured is of high quality and meet the needs and requirements of the
industry. The process includes the testing of the products so that the performance of the
equipment can be effectively analysed under operating conditions. The Manufacturing plants
of Cameron are ISO certified and are licensed, which recognises that the organisation focus
on the quality management (Delaware, 2010).
The requirement of quality management is been explained by Damjan Maletič, Matjaž
Maletič and Boštjan Gomišček through a study which indicates that the overall operational
effectiveness can be ensured through maintaining quality requirements within the
organisation. As through effective quality management, the customers will be provided with
the satisfied services, also the needs and requirements of the industry can be fulfilled, along
with ensuring the process effectiveness (Maletič, et al., 2014).
Quality Management Plan
Total Quality Management (TQM) is a framework through which the management focuses on
improving the product, service and the activities, so that the overall efficiency of the
organisation can be ensured. In the TQM framework, every member of the organisation
effectively contributes towards the process optimisation. TQM ensures that the focus is on the
customer requirements, employee engagement, developing an effective integrated process
system, along with adopting a strategic approach towards quality management. TQM ensures
effective communication and focuses on continuous improvement within the organisation
(Oakland, 2014).
The management can focus on the adaption of the six-sigma approach for quality
management within the organisation, Six Sigma is focused on the improvement of customer
satisfaction and providing them with quality services. Six Sigma is effectively embedded in
the operational activities rather than preferring it as a separate entity due to which it is
considered effective for the quality management, also implementing six sigma ensures the
involvement of all the operational levels, so that the decisions can be effectively implemented
and the quality management can be ensured at the organisation (Brun, 2011).
Quality management plan is required to be developed so that the activities within the
organisation can be guided effectively and the strategic goals and objectives can be achieved.
TQM is required to be ensured during the development of the quality management plan. An

QUALITY MANAGEMENT 5
effective quality management plan includes every aspect of the operational activities and is
focused on continuous improvement of the processes within the organisation (Ibrahim, 2013).
Cameron International has ISO certified manufacturing units which ensure that the products
manufactured are as per the quality standards (Delaware, 2010).
The DMAIC frame work effectively ensures that the activities are being conducted as per the
effective steps and procedures and the organisation follows the industry standards. Cameron
International is among the leading organisations and requires that the management focuses on
the ensuring quality in the organisation. The Framework effectively explains that the
management is required to focus upon defining, measuring, analysing, improving and
controlling the activities within the organisation so that future effectiveness can be ensured.
(Goetsch & Davis, 2016).
Cameron has established quality management framework, and has ISO certified
manufacturing units through which the organisation ensures effective quality within the
production process. The industry in which Cameron operates requires that the customers are
being provided with the quality products so that any organisational risk can be eliminated.
Therefore, as per the requirements, management is required to focus on the measuring the
internal as well as external competencies and develop strategies so that the competitive
advantage can be achieved and retained. Cameron can focus upon utilising frameworks such
as enterprise resource management, that is being adopted by the competitors within the
industry (Aura, 2018).
Figure 1Info-graphic of DMAIC (Source: (GLSS, 2020))
Define
Measure
Analyse
Improve
Control

QUALITY MANAGEMENT 6
Oakland 4p’s Structure
Cameron can effectively focus on utilising the 4P’s Structure for the quality management at
the organisation. The framework includes management of the Process, Planning,
Performance and People. The management is required to effectively focus on the process
within the organisation, and ensure that the quality measures are being taken, also the quality
is required to be ensured during the planning stage, so that the strategies can be developed
accordingly, and the workforce and their performance is also required to be focused upon and
aligned with the strategic goals as well as quality management so that the overall
effectiveness can be ensured (Pimentel & Major, 2016).
Impact of TQM
Total Quality Management effectively contributes towards the operational effectiveness and
development of the strategy to achieve the goals and objectives. TQM ensures that the
management is focused on effective communication and managing the activities so that the
change can be effectively be implemented within the organisation. The managerial
inefficiency results as a barrier to process effectiveness. As the management ensures the
quality and the implementation of the TQM within the organisation. Therefore, through
effective management TQM can be implemented and the organisational performance can be
improved (Talib & Rahman, 2015).
The impact of TQM on the operational effectiveness has been evaluated by Abdul Talib Bon
and Esam M.A. Mustafa through a study which reflects that the TQM is required to ensure
innovation within the industry and to improve the effectiveness of the organisation. TQM
approach focuses on the engagement of the employees working at different levels within the
quality management process. As through the involvement of members of the organisation,
effective communication and collaboration among the employees can be ensured which
contributes towards the effective development in terms of quality as well as performance in
the industry (Bon & Mustafa, 2013).

QUALITY MANAGEMENT 7
2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015
0
2,000
4,000
6,000
8,000
10,000
12,000
Cameron International's revenue 2006-2014
Figure 2 Cameron International's revenue 2006-2014 (Source: (Statista, 2016))
Manal Yunis, Joo Jung and Shouming Chen supports that TQM should be implemented
within the strategic planning process, as with the changing industry requirements the
management are required to focus on implementing innovations in the operational activities
so that they can effectively compete in the industry, and to implement the changes, the
management is required to focus on the TQM implementation. TQM is a strategic framework
that guides the operational strategy development and contributes towards the effective
performance improvement of the organisation (Yunis, et al., 2013).
The organisation is required to develop effective communication as well as effective
employee engagement in the strategy’s development so that the operational effectiveness can
be ensured, as implementing TQM requires the integration of the activities to ensure the
change implementation within the organisation. The increase in business competition and
with the changing business requirements it has become necessary to ensure that the
management is focused on the quality management through various tools and techniques
(Hietschold, et al., 2014). Quality improvement results in improved employee satisfaction as
well as employee retention within the organisation.

QUALITY MANAGEMENT 8
Figure 3 Increase in Employee within the organisation (Source: (Statista, 2016))
Conclusion
Cameron International is an equipment and service provider within the industry, and to
maintain its position in the industry, it focuses on the quality management and has certified
and licenced manufacturing units which ensure that quality products are being offered by the
organisation. It is required to develop a quality development plan including total quality
management framework which ensures that the activities are effectively integrated and
contributes towards implementing changes at the organisation. Implementing an effective
framework results in analysing the industry factors and accordingly developing strategies
within the organisation. As, Cameron can focus upon utilising the DMAIC framework along
with the ERM systems as adopted by its competitors, so that the effectiveness can be ensured.

QUALITY MANAGEMENT 9
References
Aura, 2018. Quality Management System Challenges In The Oil & Gas Industry. [Online]
Available at: https://www.auraqualitymanagement.com/blog/quality-management-system-
challenges-oil-gas-industry/
[Accessed 20 March 2020].
Bon, A. T. & Mustafa, E. M., 2013. Impact of Total Quality Management on Innovation in
Service Organizations: Literature review and New Conceptual Framework. Procedia
Engineering, Volume 53, pp. 516-529.
Brun, A., 2011. Critical success factors of Six Sigma implementations in Italian companies.
International Journal of Production Economics, 131(1), pp. 158-164.
D., 2010. Cameron International Corporation. [Online]
Available at: https://www.sec.gov/Archives/edgar/data/941548/000094154810000015/
form10-k.pdf
[Accessed 08 March 2020].
Forbes, 2020. Cameron International. [Online]
Available at: https://www.forbes.com/companies/cameron-international/#1ac9810a683d
[Accessed 08 March 2020].
GLSS, 2020. Lean Six Sigma: Step by Step (DMAIC Infographic). [Online]
Available at: https://goleansixsigma.com/lean-six-sigma-step-by-step/
[Accessed 24 March 2020].
Goetsch, D. L. & Davis, S. B., 2016. Quality Management For Organizational Excellence.
9th ed. s.l.: Pearson Education, Inc.
Hietschold, N., Reinhardt, R. & Gurtner, S., 2014. Measuring critical success factors of TQM
implementation successfully – a systematic literature review. International Journal of
Production Research, 52(21), pp. 6254-6272.
Ibrahim, O., 2013. Total Quality management (TQM) and Continuous Improvement as
Addressed by Researchers. International Journal of Scientific and Research Publications,
3(10), pp. 1-4.

QUALITY MANAGEMENT 10
Lobo, S. R., Matawieb, K. M. & Samaranayake, P., 2012. Assessment and improvement of
quality management capabilities for manufacturing industries in Australia. Total Quality
Management, 23(1), pp. 103-121.
Maletič, D., Maletič, M. & Gomišče, B., 2014. The impact of quality management orientation
on maintenance performance. International Journal of Production Research, 52(6), pp. 1744-
1754.
Oakland, J. S., 2014. Total Quality Management and Operational Excellence: Text with
Cases. 4th ed. New York: Routledge.
Pimentel, L. & Major, M., 2016. Key success factors for quality management
implementation: evidence from the public sector. Total Quality Management & Business
Excellence, 27(9), pp. 997-1012.
Statista, 2016. Cameron International's number of employees 2008-2015. [Online]
Available at: https://www.statista.com/statistics/217369/number-of-cameron-international-
employees/
[Accessed 12 March 2020].
Statista, 2016. Cameron International's revenue 2006-2015. [Online]
Available at: https://www.statista.com/statistics/217359/revenues-of-cameron-international/
[Accessed 2020 March 2020].
Talib, F. & Rahman, Z., 2015. Identification and prioritization of barriers to total quality
management implementation in service industry.. The TQM Journal, 27(5), pp. 591-615.
UNIDO, 2017. Industrial Development Report 2018. [Online]
Available at:
https://sustainabledevelopment.un.org/content/documents/2537IDR2018_FULL_REPORT_1
.pdf
[Accessed 08 March 2020].
Yunis, M., Jung, J. & Chen, S., 2013. TQM, strategy, and performance: a firm-level analysis.
International Journal of Quality & Reliability Management, 30(6), pp. 690-714.