Levey, Diana C. (1990, ASQC) Northrop Corporation, Pico Rivera, CA and University of Phoenix, Fountain Valley, CA
In 1988, the aerospace industry accepted an initiative from the DoD to improve its management effectiveness and product quality by implementing a total quality management (TQM) system, and a companion process generically known as a continuous improvement process (CIP). This would lower defense costs, strengthen weapons systems, and address growing concerns about the threat of foreign competition in a changing world market. Industry leaders have since stressed the criticality of TQM, but many of their subordinates believe the industry is pitting wistful thinking against the overriding reality of contract schedules.
This paper stresses that (1) executive leadership must demonstrate its commitment to TQM before the process can be implemented successfully; and (2) management training programs, designed to merge perceptual differences, will facilitate TQM's acceptance and implementation. This paper focuses on aerospace, but its contents are universal and can be utilized in any type of business.
Aviation industry,Defense industry,Department of Defense (DOD),Aerospace industry