Avoiding the pitfalls of total quality
This book is for anyone who is still seeking the missing ingredients for a quality strategy that leads to success. the authors reveal the major pitfalls to achieving lasting quality improvement and introduce eight tested and workable strategies to overcome these problems. Each chapter introduces a strategy that solves numerous pitfalls. the authors use models, anecdotes, and action studies that give fresh insights for executing change, help to bridge the strategies and models, and bring a sense of reality to the eight strategies.
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Pitfalls in Pursuing the Status QuoPhase I 7
Internalizing an Improvement CulturePhase IV 13
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accomplished achieve agers areas assessment become behavior benchmarking Big Q change process commitment company's competitive continued corporate costs create critical culture customer satisfaction determine develop effective employees establish example factors Fallon focus focused function goals happen Hartley holistic IBM Rochester impact implementation improvement effort improvement process increase internal involvement job performance L.L. Bean leaders leadership leverage mance manufacturing means measurement and reward ment middle managers Motorola nonconformance operating optimization organization organization's organizational organizational culture participation percent personality phase pitfall plant portunity position potential priorities problem Procter & Gamble profit progress provement quality and productivity quality effort quality improvement requires Robert Galvin Samsonite Samsonite Corporation senior executives senior management strategy success suppliers survival targets tion tive tomer total quality management TQM effort TQM process TQM/RO initiative TQM/RO process understand workers Xerox