Abstract

A 3-D model of quality improvement with individual, team, and organizational dimensions was implemented at a manufacturing firm. The model for this TQM (total quality management) program was built on assumptions that covered: continuous change in all three dimensions; attitudinal and behavioral change affected by cognitive, motivational, and sociodynamic factors; and changes in values and commitment levels. Implementation of the model occurred over 16 months, in four stages of four months each. The stages dealt with ISO 9002 accreditation, tools and measures, vision of the CEO, and quality goals. To test the impact of implementation, there were two types of measures. First, performance measures identified decreases in accident rate, inventory costs, and nonquality costs, while employee suggestions led to increased cost savings. The firm also received accreditation to ISO 9002. Second, a questionnaire on cultural values and attitudes revealed that 10 of 15 values increased significantly, and attitudes of commitment and satisfaction increased for the firm's employees. These results emphasize the importance of planning at the individual, team, and organizational levels and allotting enough time for change to occur.