Luther, David B. (1987, ASQC) Corning Glass Works, Corning, NY
The history of U.S. industry in the 1980's may well be characterized by efforts of large organizations to significantly improve the quality of products and services. The response of many of these companies to new levels of world-class competition, from the Far East and also from Europe and the U.S., have focused a great deal of attention on the process of changing the wya an organization thinks, behaves, and carries out its day-to-day activities. Making this change happen has added a very challenging dimension to the already-difficult task of improving quality at the unit level.Corning Glass Works changed its emphasis from productivity to quality in late 1983. The move to quality, led by the then-recently-elected chairman, required that thought and energy be devoted to how change be brought about in a population of 28,000 employees, one quarter of whome worked in Europe, Latin America, and the Asia-Pacific area, with the balance in North America.Corning's Total Quality effort focused on the use of a modified Crosby approach that incorporated principles and actions. Top management emphasis, very significant employee involvement, and the development of a new worldwide vocabulary are a few of the outcomes of a process that has resulted in the most significant change in Corning's modern history. As that change progressed, it became obvious that phases were being experienced that each unit seemed to go through and although the phases were similar, they were observed at different times and varied in intensity, generally as a function of the type of unit and its mission and competition. The phases are labled Environment, Process, and Attitude.
Human resources (HR),Quality management (QM)