Abstract

Over the past 100 years quality methodology has evolved from the craftsman/apprentice relationship to the concept of total quality management. Since the phrase came into being without definition, it represented a piecemeal approach to total quality control in comparison to the engineering-defined approach. Many quality professionals took the quality concept far beyond meeting customer requirements in an effort to include the interests of the many stakeholders in the organization. As a result, many TQM efforts failed. Data indicate that these organizations have more to gain by reengineering their TQM processes than by focusing on improvement in other areas. In order to succeed, organizations need to prepare a series of vision statements that define the course they want the organization to take, then design the improvement process that will ultimately allow them to achieve their goals. By patiently implementing their options over a period of time, organizations can avoid the negative impact on performance that can result from overcommitment.