Golden Pryor Ph.D., Mildred; Oakley, Harry (1991, ASQC) E-Systems, Inc., Greenville, TX
As this paper demonstrates, people development, leadership, and empowerment must be the primary focus for Total Quality Management (TQM) or any continuous process improvement program. This paper discusses how E-Systems, Inc. successfully used process evaluation teams and executive leadership to implement their TQM program.
E-Systems, Inc. defined roles and responsibilities for top management, middle management, and for employees in all job categories. Employees learned to function as teams; they actively participated in project teams, work teams, and cross-functional teams. All teams employed a process evaluation checklist, which included items such as: (1) Determine what you own -- list processes; (2) Identify customers and suppliers for each process; (3) Define quality for the outputs from each process; (4) Determine total cycle time; (5) Identify data sources; (6) Identify areas with greatest improvement potential; (7) Use TQM/SPC tools to determine system improvement/problem resolution options; (8) Select best improvement options and implement; (9) Monitor results; (10) Continue improvement efforts (PDCA); and (10) Publicize improvements.
People development and empowerment minimize micro-management and enable an innovative work force to be empowered and rewarded for their commitment to world-class excellence.
Case study,Continuous quality improvement (CQI),E-Systems,Empowerment,Leadership,Quality management (QM),Teams,Total Quality Management (TQM)