A System Model for Quality Management Principles: Case Study Application to Technical Staff at an R&D Organization


Brocato, Richard C.; Potocki, Kenneth A.   (1998, ASQ)   Johns Hopkins University, Laurel, MD

Annual Quality Congress, Philadelphia, PA    Vol. 52    No. 0
QICID: 10682    May 1998    pp. 190-198
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Article Abstract

Understanding of quality management principles by technical staff at Johns Hopkins University was accomplished through seminar sessions linked to a system model and the criteria of the Malcolm Baldrige National Quality Award. The interrelated model components were: measurements/benchmarking, leadership, employee involvement, process improvement, and customer-focused improvements. Communication paths among the components included customer feedback and the feed forward nature of strategic planning. At Johns Hopkins, five hundred engineers, scientists, administrators, and managers in the Applied Physics Laboratory attended 18-session seminars in groups of 10 to 30 people. Each session consisted of eight segments: introduction, for broadening awareness of customers, measurements, and other system elements; quality management system model, for covering the model and its components; customer-focused improvements, for examination of customer-oriented marketing and customer satisfaction; process improvement, for analyzing laboratory processes; measurements/benchmarking, for illustrating the connection among process, measurements, comparisons, and benchmarking; employee involvement, for demonstrating teamwork and individual performance; leadership of all staff; and the applicability of quality management principles to daily work. This paper includes comments from seminar participants on each segment.


Benchmarking,Case study,Customer focus,Quality management (QM),Leadership,Measurement and control,Process improvement,Employee involvement (EI)

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