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Putting the M in TQM

Putting the M in TQM Reveals the key steps to managing the organisation as a whole to facilitate companywide continuous improvement. Describes the management systems and structure necessary to steer quality improvement efforts, including logistics, responsivenessflexibility and teamwork. Highlights the need to translate these key strategies into definable, measurable and timephased plans and activities, such as education and training, but always linked directly to operational activities. Examines the role of teams and individual managers in planning, leading and controlling and concludes with a restatement of the model and responsibilities of those involved in the TQM process. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png The TQM Magazine Emerald Publishing

Putting the M in TQM

Smyth, Clem
The TQM Magazine , Volume 3 (6) – Jun 1, 1991
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Publisher
Emerald Publishing
Copyright
Copyright © Emerald Group Publishing Limited
ISSN
0954-478X
DOI
10.1108/09544789110034014
Publisher site
See Article on Publisher Site

Abstract

Reveals the key steps to managing the organisation as a whole to facilitate companywide continuous improvement. Describes the management systems and structure necessary to steer quality improvement efforts, including logistics, responsivenessflexibility and teamwork. Highlights the need to translate these key strategies into definable, measurable and timephased plans and activities, such as education and training, but always linked directly to operational activities. Examines the role of teams and individual managers in planning, leading and controlling and concludes with a restatement of the model and responsibilities of those involved in the TQM process.

Journal

The TQM Magazine – Emerald Publishing

Published: Jun 1, 1991

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