The AT&T Dallas Works case was interesting in its own, unique way. To begin with, we must examine certain elements that make up what the Quick JIT had to deal with and where the team had come from. When we first are introduced to the story, the Works had been characterized by its lack of adaptation and innovation, as well as the fact that the factory was one of the slowest producers around. Employees were worried about the state of their jobs, seeing as how the plant employed 3,500 in 1985, while in 1988 the number dwindled to 2,000. Morale among the remaining employees was low as well, fearing the worst was yet to come. There were even rumors of the plant being shut down and moved to Matamoras, Mexico, where labor is much cheaper. .
The Works was a supplier of electronic systems as well as energy systems, both of which were used in AT&T products. Managers and employees could not see eye to eye on anything, and chastised each other accordingly. In 1988 Ken Weatherford, a new vice president of manufacturing, was appointed to lead the reorganization of the Works. Weatherford moved swiftly, lying out plans for the near future and eventually came up with a plan. Weatheford's plan included designating top managers to oversee operations, creating permanent team structures, forming committees, providing more training for all employees, and revising the dress code, among other incentives. When his plans were enacted, progress moved along in a positive direction, but things were not quick enough for him. Weatherford devised a better plan, and under the guidance of Sandy Ward, Quick JIT was formed. .
Quick JIT consisted of a group of individuals who were chosen by Ward, based on what the local CWA president called "communication skills" and "the ability to get along with others." Ward thought these employees "were willing to use their heads", and they went to work. Six hourly employees and four salaried employees made up the team, and before it was formed, none of the team members knew each other.
