The Role of People Development and Empowerment in Total Quality Management

Article

Golden Pryor Ph.D., Mildred; Oakley, Harry   (1991, ASQC)   E-Systems, Inc., Greenville, TX

Annual Quality Congress, Milwaukee WI    Vol. 45    No. 0
QICID: 9664    May 1991    pp. 322-327
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Article Abstract

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.

Keywords

Case study,Continuous quality improvement (CQI),E-Systems,Empowerment,Leadership,Quality management (QM),Teams,Total Quality Management (TQM)


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