Why TQM Fails and what to Do about itThe quality revolution has prompted companies to invest heavily in quality improvement: hiring consultants, retraining workforces and overhauling systems. Many managers, however, have not seen the expected results. This book reveals root causes for the collapse and failures of total quality and offers practical advice to correct and prevent them. |
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Contents
Part | 1 |
When Actions Speak Louder Than Words | 7 |
The Key to Executive Commitment | 17 |
Copyright | |
24 other sections not shown
Common terms and phrases
achieve actions activities aligned appraisal approach areas asked Award become behavior believe better Chapter commitment committees compensation complete continuous cost courses create criteria customer satisfaction decisions demonstrate discussed effective effort employees empowerment encourage establish example executives explains factors fail five focus four functions give goals human identify implementation important improvement increase individual initiative integrated involved issues lead leadership learning levels major managers manufacturing measures meetings operational organizational organizations participative percent performance person Phase plant position practices problems profit questions reasons receive responsibility Review role self-directed teams share skills spend strategy structure success suggestions tasks teams techniques tion total quality management traditional values
Bibliographic information
| Title | Why TQM Fails and what to Do about it |
| Authors | Mark Graham Brown, Theodore E Brown, Darcy E. Hitchcock, Marsha L. Willard |
| Editor | Marsha L. Willard |
| Contributors | Darcy E. Hitchcock, Marsha L. Willard |
| Publisher | Irwin Professional Pub., 1994 |
| Original from | the University of Michigan |
| Digitized | Dec 23, 2009 |
| ISBN | 0786301406, 9780786301409 |
| Length | 252 pages |
| Subjects | › Business & Economics / General |
| Export Citation | BiBTeX EndNote RefMan |