Labor-Management Quality Systems: Further Integration


Rubinstein, Sidney P.   (1987, ASQC)   Participative Systems, Inc., Princeton, NJ

41st Annual Quality Congress, May 1987, Minneapolis, MN    Vol. 41    No. 0
QICID: 3318    May 1987    pp. 353-358
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Article Abstract

The labor-management quality system which evolved in the early 1980s is becoming operational. Drawing from experiences in implementing integrated quality systems in a variety of settings, I will show how the joint process provides for the following:1. Organization: A description of a structure which fully involves all employees at all levels and in all functions in quality improvement. The structure reduces adversarial, bureaucractic, and the specialist constraints of the current system.2. Quality Systems: A presentation of a diagnostic process which assesses the way that traditional quality systems must be altered in order to meet current needs and to fully utilize the new environment and new organizational structure.3. Quality Improvement Plan: An analysis of a quality improvement plan which involves all levels of the plant in strategic planning and which ties problem-solving to stratgic needs.4. Quality Resources: The most innovative component of this system is the utilization of employees normally laid off during production and economic downturns to conduct quality improvement projects. This concept will be discussed in detail. Issues of administration and accounting will be reviewed.


Human resources (HR)

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