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Draws an analogy between a successful work team and a successful soccer team. Identifies several team types which support TQ operations. Suggests that work is evolving from reactive problem‐solving teams towards proactive process improvement teamworking. Illustrates the development of...
Suggests a list of TQ “giants”, with some notable exceptions (Deming, Taylor), and concludes that Joseph Juran was pre‐eminent among them.
Outlines the early beginnings of the total quality movement and summarizes its history up to the present day. Relates total quality issues to the relevant British Standards and examines likely future total quality trends. Considers “quality” as a work philosophy from ancient times, through...
In March 1990, AT&T entered the credit card business under a unique set of circumstances; from its first day in existence, the company’s credit card subsidiary built itself up, based on total quality management principles. While most firms embracing total quality management have had to fit...
Addresses quality in schools, and looks specifically at teacher teams, and the problems facing them as they seek to improve quality systems. Suggests that facilitators of quality improvement initiatives identify problems as they are occurring and use various interventions to “unfreeze”...
Focuses on an attempt to determine whether or not there is a link between TQM and learning organizations. Data from three TQM companies are tested against a series of building blocks for developing learning organizations. Total quality management tends to create the environment necessary for...
Re‐engineering presumes that organizational structures and processes govern behaviours in an organization; seen as, essentially, a North American approach to management. Investigates the transferability of the re‐engineering concept, as proposed by Hammer and Champy, to two companies in...
Focuses on the importance within an organization of a philosophy for quality management. A clearly defined vision for the organization serves as a basis for identifying and selecting goals. Identifiable, attainable, and realistic goals are essential in leading, motivating and focusing human...
Describes a case study which leveraged a business process re‐engineering effort through a traditional TQM strategy. Discusses the interrelationship between TQM and business process re‐engineering and questions whether they are so different or simply variations on the same theme of improving...
Continuous improvement is no longer sufficient to meet customer expectations. The need is for a radical change in the way we work. Business process re‐engineering (BPR) can help organizations make that change. Defines BPR, traces its evolution, and explains how to use the elements of BPR to...
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