Closing the Quality Gap: Lessons from America's Leading Companies
Prentice Hall, 1992 - Business & Economics - 371 pages
This ground-breaking study from The Conference Board identifies the key elements of successful quality programs and defines a radical new approach to business management. Through the unprecedented cooperation of Conference Board members, this book reveals how leading U.S. companies - like 3M, Ford, Xerox, IBM, Corning and Motorola - are transforming themselves in response to the global mandate for higher quality products and services.
Closing the Quality Gap identifies tomorrow's most successful management practices and explains why many of them directly contradict conventional notions of excellence. It uses in-depth case studies and interviews with senior managers to show how leading practitioners transform their corporate culture, and how teamwork, benchmarking, process management and other tools can best be applied.
Closing the Quality Gap tells a compelling and encouraging story for anyone concerned with the fate of American business and industry. And it provides extensive access to insights and techniques from America's quality pioneers, making it an indispensable resource for managers everywhere.
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Managing Quality Programs
Why the Magic Stopped Working
16 other sections not shown
analysis approach Baldrige Award benchmarking business process Celanese cesses company's competition Conference Board Report continuous improvement Corning corporate culture corporate quality cost cost-time profile customer research customer satisfaction customer's cycle decisions Dun & Bradstreet employee participation example Exhibit Federal Express focus focused FPL's functional goals Harvard Business Harvard Business School Ibid IBM Rochester ideas impact implement important individual industry innovation issues Japanese Johnson & Johnson Johnsonville Foods L. L. Bean leadership learning manufacturing measure ment Motorola organization percent performance perspective practices principles problems process improvement process management Quality Award quality effort quality improvement process quality plan quality process quality programs quality training senior management specific strategies survey tacit knowledge teams techniques tion total quality management traditional U.S. companies U.S. quality vice president vision Westinghouse Xerox Zytec