Abstract

The fundamental concepts of large-scale quality initiatives such as TQM, ISO 9000, Six Sigma, or Lean are widely recognized, yet some organizations are failing to fulfill the expectations for their chosen methodology. This failure is likely due to unrealistic expectations and failures in planning and executing the chosen methodology. An examination of various case studies and earlier analyses reveals the factors responsible for less-than-expected results. Gaining top management’s support, managing employees’ fear of change, providing the proper tools and training, focusing on the customer, selecting the right projects, and communicating successes are factors that will greatly improve chances of meeting or exceeding expectations for the chosen quality initiative.