Teamwork for Mission Achievement

Article

Porter, Les J.; Oakland, John S.   (1993, ASQC)   University of Bradford Management Centre; Bradford, UK

Annual Quality Congress, Boston MA    Vol. 47    No. 0
QICID: 9961    May 1993    pp. 229-235
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Article Abstract

Because the involvement of people is at the core of total quality management (TQM), a successful organization integrates teamwork into process quality management Techniques (PQMT). Teamwork permits improvements that are beyond the capability of a single person; it coordinates a diversity of skills; it crosses functional boundaries; and it increases morale. The top team of senior management can begin quality improvement via six steps: commit top management to change; develop a shared mission; define measurable objectives that indicate mission success; transform the mission into critical success factors, a list of what the firm must do to achieve its mission; identify critical processes that are candidates for improvement; and divide the critical processes into subprocesses and activities, around which quality improvement teams are built. These steps lead to a three tiered organization. At the top, management's quality council provides strategic guidance on TQM. Next, process quality teams identify, prioritize, and select processes for improvement. Then the quality improvement teams carry out the improvements. Case studies of the University of Bradford Management Centre, O & F Quality Management Consultants Ltd, and Tetra Pak demonstrate how teamwork affects TQM.

Keywords

Process management,Quality council,Quality Improvement Team (QIT),Teams,Total Quality Management (TQM)


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