Linking quality and the environment: A strategy for the implementation of environmental management systems

Linking quality and the environment: A strategy for the implementation of environmental... 1. The Envfronment and Total Quality Management Companies and managers who take the environment seriously change not only their processes and products but also their organisation. The ability to do this effectively, profitably and in an environmentally friendly way depends on the qualities of management itself and the effectiveness of systems in place. For many organisations, the 1980's were a time when the benefits of quality management were recognired and where for many, new work practices, flexible arrangements and even the abandonment of production h e technology were introduced. At the forefront of such innovations was the development of total quality management flQM). TQM ultimately aims for n zerodefects, that is, preventing defects occurring i the first place. For many forward looking organisations environmental responsibility has become an aspect of the .search for total quality and as such zerodefects also mean zero negative impact on the environment. Competitiveness is often measured by three things: quality, price and delivery. It is often a misconception that quality costs extra money in terms of inputs. The theory behind a t o d quality management (TQM) system is that as quality improves costs actually fail through lower failure and appraisal costs and http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Business Strategy and the Environment Wiley

Linking quality and the environment: A strategy for the implementation of environmental management systems

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Publisher
Wiley
Copyright
Copyright © 1992 John Wiley & Sons, Ltd
ISSN
0964-4733
eISSN
1099-0836
DOI
10.1002/bse.3280010105
Publisher site
See Article on Publisher Site

Abstract

1. The Envfronment and Total Quality Management Companies and managers who take the environment seriously change not only their processes and products but also their organisation. The ability to do this effectively, profitably and in an environmentally friendly way depends on the qualities of management itself and the effectiveness of systems in place. For many organisations, the 1980's were a time when the benefits of quality management were recognired and where for many, new work practices, flexible arrangements and even the abandonment of production h e technology were introduced. At the forefront of such innovations was the development of total quality management flQM). TQM ultimately aims for n zerodefects, that is, preventing defects occurring i the first place. For many forward looking organisations environmental responsibility has become an aspect of the .search for total quality and as such zerodefects also mean zero negative impact on the environment. Competitiveness is often measured by three things: quality, price and delivery. It is often a misconception that quality costs extra money in terms of inputs. The theory behind a t o d quality management (TQM) system is that as quality improves costs actually fail through lower failure and appraisal costs and

Journal

Business Strategy and the EnvironmentWiley

Published: Mar 1, 1992

References

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