Total Performance Work Systems and Total Quality

Article

Bingman, John S.   (1992, ASQC)   J. T. Baker, Inc., Phillipsburg, NJ 08865

Annual Quality Congress, Nashville TN    Vol. 46    No. 0
QICID: 9834    May 1992    pp. 193-200
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Article Abstract

Imagefile: Integrating TQM into a company requires the development of a shared corporate vision. This vision must be translated into both quality and work systems to which everyone can become committed. Without this step, the corporate vision will not become a reality.

J. T. Baker, a manufacturer of high purity chemicals, began its quality journey by providing corporate-wide training. They then developed a corporate vision and mission statement. Next, a cross-section of the corporate culture designed a work system that would make the vision a reality. The new system involved teams & business units (vs. relying on individual performance), employees with multiple skills, results-based goals, plenty of communication, and decision-making by those with the most knowledge (not necessarily "the boss"). A transition team implemented any necessary changes, such as developing training programs and coordinating the shift from departments to business groups.The results of this approach are impressive: a jump in the order line fill rate, a marked decrease in OSHA-recordable injuries, a decrease in back-ordering, and an increase in lot of material produced that meet quality specifications.

J T. Baker's experience shows that both quality and work systems must be established and nurtured to create a Total Quality Environment.

Keywords

American Society for Quality Control (ASQC),Case study,Chemical and process industries,Continuous improvement (CI),Mission statement,Total Quality Management (TQM),Vision statements,Work Redesign


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