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Notes that many companies have abandoned total quality management (TQM) implementation efforts and that a few have even dismantled TQM after winning major quality awards. Points out that this is generally blamed on changes in top management, financial pressures or the bureaucracy of TQM. Focuses...
Examines the past and future of total quality management through observations contributed by senior leaders of the USA quality movement on the occasion of the 50th anniversary of the American Society for Quality Control, the 40th anniversary of the European Organization for Quality and the 30th...
Notes that the seven basic tools of quality management document flow analysis, cause‐and‐effect variables, and linear patterns of process but that in organizational systems composed of human beings, data are not always regular, or logical. Comments that the real world of work does not usually...
Notes that quality management practices of leading firms have increasingly been considered benchmarks for other companies in quest of successful competitive technologies. Shares the most relevant findings of the authors’ study on key quality practices of leading firms in Brazil. Includes...
Comments that Pen y Dre is a school in a socially deprived area of South Wales and that through their strategy of “Raising Achievement” they have succeeded in doubling their examination results and raising the self‐esteem of the school and local area over the past two years. Notes that the...
Highlights the fact that communication plays a fundamental role in achieving continuous improvement in an organization. Uses two case studies, Lockheed Martin and Sun Microsystems, to illustrate the importance of information content and communication technology to provide the feedback needed to...
Presents some basic systems theory using an amusing scenario. Centres on the Deming imperative that an appreciation for a system is an integral part of a system of profound knowledge. Clarifies the meaning of “appreciation” and “for” in context. Concludes with observations gleaned from...
Notes that quality improvement and management practices involve using tools, which are formulated from industrial practices and quality engineering theory. Points out that the seven old Japanese tools are claimed to be able to solve up to 95 per cent of quality‐related problems and that the...
Points out that we have accepted on faith many of our improvement tools without really understanding their impact on the performance of the organization. Challenges some of the basic principles on which total quality management was founded. Presents data from the International Quality Study...
Presents an ISO 9000 standard work instruction for “fun”. Describes activities to maximize the likelihood of creation of a fun work environment. Suggests that fun is a critical factor of employee productivity. Mixes humorous observations with practical advice for management, employees, human...
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