Larsen decided that the company had no other choice but to implement TQM. He called a meeting of his vice presidents and explained TQM. Larsen put Kent Kelly, vice president of production, in charge of the program. Maria Lopez, vice president of human resources, tried to convince him that TQM should be a joint project between human resources and production, with the president’s office coordinating the program. Larsen explained, however, that he didn’t have time to get involved with TQM personally because he wanted to spend his time and energy improving profits. Mary Romero, a supervisor of the wire harness assembly team for the drone aircraft, is responsible for 11 people on the swing shift. Her people put together the thousands of color-coded electrical wires that make up a “harness.” Another production team sets the harness in place in the aircraft by running the harness from the aircraft’s central computer to the other sections of the aircraft. The drone is a new and highly advanced unmanned aircraft for the U.S. Air Force using the latest in electronic and computer controls in combination with a stealth design. Romero’s team, like every team working on the drone, is critical to the place’s ability to meet specifications. Two months ago, all the managers and line supervisors at the Pico Durango plant, including Romero, attended a meeting called by the plant superintendent, Allan Yoshida, who explained TQM to them. Managers and supervisors came away from the meeting with various interpretations of TQM, and thus the line workers tended to get different ideas about TQM. Within a day after the meeting, all the workers in the plant received a brief memo from Yoshida in which he outlined TQM, said that the managers and supervisors had the details, and that everyone was to support the program. Romero was very enthusiastic about TQM. She was taking a management