McWilliams, Mary (1991, ASQC)
This abstract is an edited version of the author's original.
Many companies have stalled in their quality management efforts, not for lack of information on how to accomplish quality, but rather from lack of senior management support. This paper discusses the first step in a company's quality journey: how to convince your CEO and senior management team to actively support and participate in the new quality initiative.
The process approach to get senior management to take the first step towards implementing an effective quality management system consists of four sub-processes: (1) attention, (2) deficiency recognition, (3) proof, and (4) advice and counsel. These sub-processes were identified based on data collected from quality consulting activities with large and small companies and on the author's eight years of experience as a quality manager in a Fortune 500 company.The attention phase should include outside assessments on cost analyses, personnel analyses ("morale surveys"), and market analyses. Next, the deficiency recognition phase includes visits with other successful quality-focused companies and quality success stories from their CEOs. The third phase, proof, implements carefully-chosen pilot projects. Lastly, the advice and counsel phase emphasizes that senior management must take overt, visible actions to support the quality initiative.
Quality management (QM),Upper management,Human resources (HR)