Auditing for Continuous Improvement at GM

Article

Kingen, Ronald G.   (1989, ASQC)   Packard Electronic, GMC, Warren, OH

Annual Quality Congress, Toronto, Ontario, Canada    Vol. 43    No. 0
QICID: 3550    May 1989    pp. 99-102
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Article Abstract

Leaders in various industries have agreed that continuous improvement is a key strategy to achieve economic success in the current world marketplace. Quality experts such as Juran, Deming and Ishikawa believe continuous improvement philosophies and strategies must be supported by top management, understood by all personnel within the company and be performed daily. General Motors' supplier manual recently stated that "Continuous improvement is an ongoing, customer-driven process that enables all personnel to contribute to achieving the primary business goals of quality, cost and delivery. Implementing this process company-wide is key to achieving the ultimate business goal of sustained profitability." [1]

General Motors' new supplier program; TARGETS for EXCELLENCE, requires a continuous improvement process as the foundation of the supplier's quality system. A company is considered to have a continuous improvement process when all areas of the business, i.e. management; manufacturing, engineering, and sales, support and implement specific objectives designed to improve operations.

The approach of this paper, is to explore assessment techniques for determining if continuous improvement activities have been established to meet the Quality expectations of GM's TARGETS for EXCELLENCE program.

Keywords

Quality audit


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