July 1995


What Went Wrong in U. S. Business's Attempt to Rescue Its Competitiveness?

by Hoover, Herbert W., Jr.

Appropriate application of TQM (total quality management) and realistic expectations of its effects can prevent implementation failures. Definitions of TQM from the U. S. General Accounting Office and Department of Defense emphasize: employee...


UNC Charlotte Measures the Effects of Its Quality Initiative

by Buch, Kimberly; Shelnutt, J. William

Assessment of TQM (total quality management) programs is the way to understand why programs succeed or fail. At the University of North Carolina in Charlotte, TQM implementation began in 1992, with a CQI (continuous quality improvement) focus on...


Leading the Duck at Mission Control

by Landes, Les

At Wainwright Industries, quality comes from the heart and the head. Symbolic of the emotion that drives the company is its stuffed duck mascot. It represents passion, teamwork, and market anticipation. Factual information is in Mission Control. On...


Focus the Strategy to Achieve Results

by Bohan, George P..

Successful total quality management (TQM) depends on leadership commitment. Important expressions of this commitment are vision and goals. Vision statements should be vivid, action-oriented sentiments that force an organization and its members to make...


TQM in the R&D Function

by Price, R. C.

Research and development (R&D) units and organizations can use total quality management (TQM) to improve their products, services, and communication. Enhancement of the R&D process occurs in the customer-supplier chain of the process management model....


What Does "Employee Involvement" Mean?

by Moe, Jeffrey L.

Cultural revolution takes time. It can occur efficiently if there is a balance between management style and employee involvement. This was a lesson learned at Glaxo Inc. during implementation of TQM (total quality management). An impediment to TQM...


Overcoming the Real Issues of Implementation

by Feinberg, Samuel

Total quality management (TQM) initiatives encounter problems of language, measurement, focus, infrastructure, time, and cultural change. The language of TQM implementation at GEC Plessey Semiconductors (GPS) emphasizes customers, teamwork, and...


TQM: Flimsy Footing or Firm Foundation?

by Bemowski, Karen

This special issue of Quality Progress analyzes total quality management (TQM). Three articles suggest why it sometimes fails. Causes include poor focus, inadequate leadership, and confusion between TQM tools and TQM philosophy. Seven articles are...


But It Takes Too Long . . .

by Early, John F.; Godfrey, A. Blanton

Quality improvement projects can consume too much time. The Juran Institute studied twenty projects of 10 clients in 5 industries. The average project took 68.1 weeks; 62.8% of that time could have been eliminated. Inadequate management preparation...


The Art of TQM

by Corrigan, James P.

Senior executives should provide constancy of purpose and leadership. Inadequacies in these areas are major causes of TQM (total quality management) implementation failures. Poor pilot improvement efforts also add to TQM implementation failures. The...


Naval Station Mayport Jump-Starts Quality

by Ryan, Bobbie

Although fundamental change takes time, a quality improvement program can have a successful impact in only a couple of years. At Naval Station Mayport, the first two years (1992-1994) of its TQL (total quality leadership) initiative have been fruitful....


A Failure of Methods, Not Philosophy

by Dobbins, Richard D.

Total quality management (TQM) is a way of thinking, not a collection of tools. It is a philosophy, the implementation of which differs from organization to organization. Even within an organization, the implementation tools and methods should evolve...


Quality and Business Practices: Essential Ingredients for Success

by Roosevelt, Benjamin

Integrating quality improvement into daily operations is the philosophy of Merix Corporation. The firm won the 1994 Oregon Quality Governor's Award and received a 1994 Malcolm Baldrige National Quality Award (MBNQA) site visit. Elements of its...


Open Access

15 Years and Still Going . . .

by Rau, Herbert

At National Semiconductor, the total quality effort is in its third stage. The first stage started about 15 years ago. Programs introduced during this stage included: quality circles, total preventive maintenance, statistical process control, design...


Open Access

Texas Instruments' and Iowa State University's Experience with the University Challenge Program

by Walker, H. Fred

Partnerships between higher education and industry support total quality management (TQM) in academia, though there still is some resistance. Iowa State University (ISU) and Texas Instruments (TI) have had such a partnership since 1993, through the...



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