Joiner, Brian L.; Scholtes, Peter R. (1986, ASQC) Joiner Associates, Inc., Madison, WI
All types of American organizations are finding it necessary to make major changes in their management style. Manufacturers have been hurt badly by foreign competition which is producing higher quality goods at lower prices. Many firms, both manufacturing and service, are facing chaotic market conditions as a result of deregulation of their industries. State and local governments, already subjected to cutbacks of federal funds, are unable to make up the revenue via taxes in the face of taxpayer resistance. Only through a transformation of the way America manages can such organizations keep pace with these new and unsettling developments.We have developed a model for helping organizations through this transformation. Several key ingredients are: reorientation of management, comprehensive strategic planning, development of a structure of support and responsiveness, initiation of specific improvement projects and the training of affected personnel, and development of the new management culture. Fundamentally important to the success of this model is getting management support for its implementation.In this new quality era, quality managers have a new role. Their new role is no longer to be the persons responsible for quality in the organization. Their job is now to help everyone succeed at becoming fully participative in never-ending quality improvement. Quality managers must be good at showing others how blending an obsession with quality, unprecedented levels of teamwork, and the use of statistical tools make for major on-going improvements in the overall quality and productivity of products and services. They must be sensitive to and know how to handle the cultural dislocations which inevitably accompany such big changes. And they must develop reporting mechanisms to assist top managers in tracking all the activities and costs associated with the organization's transformation.