EPA/IMSD-
89-009
vvEPA
United States
Environmental Protection
Agency
Administration And
Resources Management
(PM-211-D)
EPA/IMSD/89-009
December 1989
Selected Management
Articles
Total Quality Management
PEOPLE
Printed on Recycled Ptpei
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TOTAL QUALITY MANAGEMENT
DECEMBER 1989
Headquarters Library
Information Management and Services Division
U.S. Environmental Protection Agency
Room 2904 PM-211A
401 M STREET, S.W.
Washington, D.C. 20460
(202) 382-5922
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TOTAL QUALITY MANAGEMENT
INTRODUCTION
In 1986 an Executive Order directed federal agencies to
implement Total Quality Management (TQM) as a means of becoming
more productive by 1992. The concept of TQM is a systematic
process for applying quantitative methods and human resources to
improve the quality of products and services. It is characterized by a
structured approach to problem solving and a participatory work
style that involves input from every employee at every level to
achieve total quality.
This bibliography, Total Quality Management, was
developed for EPA managers and staff for use in understanding,
communicating and implementing TQM. Citations with descriptive
abstracts identify journal articles, books and reports, and are
grouped under the following topics: Benefits of TQM, TQM in the
Public Sector, TQM in the Private Sector, Implementing TQM, and TQM
Readings: Management Books.
Citations were selected for their relevance to the special
interests of EPA staff. This bibliography was compiled using the
following databases, accessed through DIALOG, a commercial
database vendor: ABI/INFORM, MANAGEMENT CONTENTS, NTIS, PTS
NEWSLETTER DATABASE and BOOKS IN PRINT.
Other EPA Headquarters Library Management Bibliographies are
listed at the back of this bibliography. For additional management
information services, contact Anne Twitchell, Head Reference
Librarian, EPA Headquarters Library, 382-5922, or e-mail address
A.TWITCHELL
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TABLE OF CONTENTS
Introduction
I. BENEFITS OF TQM 1
II. TQM IN THE PUBLIC SECTOR 7
III. TQM IN THE PRIVATE SECTOR 12
IV. IMPLEMENTING TQM 16
V. TQM READINGS: MANAGEMENT BOOKS 22
Appendix: EPA Headquarters Library Management Collection
List of Management Bibliographies
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TABLE OF CONTENTS
Introduction
I. BENEFITS OF TQM 1
II. TQM IN THE PUBLIC SECTOR 7
III. TQM IN THE PRIVATE SECTOR 12
IV. IMPLEMENTING TQM 16
V. TQM READINGS: MANAGEMENT BOOKS 22
Appendix: EPA Headquarters Library Management Collection
List of Management Bibliographies
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EPA HEADQUARTERS LIBRARY MANAGEMENT
COLLECTION
LIST OF MANAGEMENT BIBLIOGRAPHIES
1 . TOTAL QUALITY MANAGEMENT
by Anne Twitchell, December 1989
EPA/IMSD-89-009
2 . LEADERSHIP: QUALITY MANAGEMENT FOR THE FUTURE
by Anne Twitchell, September 1989
EPA/IMSD-89-005
3 . COMMUNICATION SKILLS FOR EFFECTIVE MANAGEMENT
by Anne Twitchell, June 1989
EPA/IMSD-89-003
4 . EFFECTIVE PERFORMANCE APPRAISALS
by Anne Twitchell, March 1989
EPA/IMSD-89-002
5. OFFICE OF THE FUTURE: THE MANAGER'S ROLE
by Anne Twitchell, December 1988
EPA/IMSD-88-013
6 . OFFICE OF THE FUTURE: THE CHANGING ROLE OF
SECRETARIES
by Mary Hoffman and Anne Twitchell, revised May
1989
7 . MANAGEMENT TRANSITION
by Mary Hoffman and Anne Twitchell, September
1988
EPA/IMSD-88-007
8 . MANAGING IN THE PUBLIC SECTOR
by Mary Hoffman, March 1988
EPA/IMSD-88-003
9 . RESISTANCE TO CHANGE
by Mary Hoffman, December 1987
EPA/IMSD-87-011
10 . INTRAPRENEURSHIP: THE EMERGING FORCE
by Mary Hoffman, September 1987
EPA/IMSD-87-009
11. SUPERVISORS AND HUMAN RESOURCES MANAGEMENT
by Mary Hoffman, June 1987
EPA/IMSD-87-006
12 . TECHNICAL EXPERT TURNED MANAGER
by Mary Hoffman, March 1987
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I. BENEFITS OF TOM
Working Like a Chef: People Is What Business Is All About
Crosby, Philip B.
Quality v28 nl pp.24-25 January 1989
Manufacturing employees generally must get the items they produce
inspected throughout the entire process. This constant
reconfirmation is an expensive and inefficient way of doing
things. These people need to be trained to handle the whole job
and given the responsibility for its completion. They also need
to understand the requirements of the job and feel that others
have the confidence that it is all going to turn out right.
Management is responsible for making this happen. Most executives
in the US have never really learned that people are what business
is all about; these executives look for magic systems that will
produce defect-free work and all other desirable aspects of
business. However the road to quality involves determination,
education, and implementation. Formally structured education is
required so that everyone receives exactly the same conceptual
message while learning the details of their own roles.
Implementation happens when employees realize that management is
serious about quality and is going to pay attention to its
people. (ABI/INFORM)
Total Quality Management in Business - And Academia
Stuelpnagel, Thomas R.
Business Forum v!4 nl pp.4-9 Fall 1988/Winter 1989
Total Quality Management (TQM) is an improved management process
that originated in the US and was perfected in Japan. In a large
measure, industry and government are making the change directly
with the assistance of private and government training
organizations. Universities should become aware of the revolution
that is occurring in the TQM field, develop TQM master plans, and
work toward developing study and curricula in support of TQM.
Quality is defined as giving customers what they have a right to
expect. This is achieved with a system designed to keep the
customer continuously in the product cycle. Additional features
of TQM include: 1. using statistical methods to control both
management and product processes, and 2. making all processes in
the management, product, and service chain subject to continuous
improvement. TQM provides the opportunity for all employees
within the organization to participate as team members, to help,
to be heard, to be rewarded, and to excel. Diagrams. Graphs.
References. (ABI/INFORM)
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What Makes Deming Run?
Modic, Stanley J.
Industry Week v236 n!2 pp.84-91 June 20, 1988
At 87, W. Edwards Deming continues to attract business executives
at his seminars. Deming's success began in 1950 when he traveled
throughout Japan to espouse his ideas in the area of statistical
methodology of quality assurance. Japan now considers him its
"father of quality control." However, in the US, Deming was not
widely received for many years. Author Nancy R. Mann believes
that the US concept of quality control is an impediment to
understanding Deming's concepts. Although an estimated 8,000
persons will participate in Deming's seminars in 1988, not enough
management-level people will be included. Ford Motor Co. has
consulted with Deming and obtained successful results from his
recommendations. Ford's chairman, Donald Petersen, states that
Deming was emphatic in outlining top management responsibilities
to the other employees. Deming considers self-inflicted problems
to be more serious than those created through competition.
Employee motivation programs, production quotas, and employee
ratings are shunned as unnecessary. Deming contends that his
concept works in service industries as well as manufacturing and
cites his input in the 1940 US census as an example.
(ABI/INFORM)
Eternal Success: Lead Your Employees to Quality
Crosby, Philip B.
Success v35 n5 pp.60-61 June 198c
One way to get people in an organization to do things right,
thereby achieving amazing results, is to develop and improve
leadership. Causing people to perform their assigned task
completely, at the correct time, is management's job. The people
involved are the ordinary employees, not the exceptional ones.
Having information about correct procedures is the key to
performing a job right. Whether the job is done completely is the
difference between a mediocre workforce and an outstanding one.
Employees need to know all the ways a task is measured, as well
as the nature of the task. Points for a manager to remember in
leading employees to greater quality include: l. thinking about
quality in terms of earnings per share, 2. remembering that
people take quality as seriously as the manager, and 3. realizing
that quality control tools are only indicators. (ABI/INFORM)
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Deming's never-ending road to quality.
Hodgson, Alan
Personnel Management v!9 July 1987 p.40(7)
The management philosophy of US consultant W. Edwards Deming was
a factor in Japan's post-war reconstruction, and now US and
British firms are beginning to follow suit. Deming believes that
management must foster conditions for continuous improvement.
Efficient use of inputs can be obtained by bringing the customer
into the firm, and by creating partnerships with both workers and
suppliers. Efforts must be concentrated on what services or
products the customer needs. Top management must redevelop its
own purposes, skills, and knowledge. Change is to be regarded as
a positive step rather than mere defect correction. Deming argues
that it is hard to know in advance what defect levels customers
will tolerate, and that continuous improvement depends on the
dignity of the worker. The contribution of statistical process
control in reducing confusion and focusing on real problems is
described. (Management Contents)
The Eternally Successful Organization
Crosby, Philip B.
Quality v26 n3 pp.102 March 1987
Quality will be required to make a much more demanding
contribution to the corporation in the next few years. Current
interest on the part of corporate management in quality is the
result of market forces, rather than the logic of quality
proponents. In this turbulent environment, management must guide
the organization in a clear path to produce consistent, quality
results. What must be established is the "Eternally Successful
Organization," which has 5 characteristics: 1. Everyone does
things right the first time. 2. The organization grows steadily
and profitably. 3. New products and services appear when they are
needed by the customers. 4. Change is treated as an opportunity,
and the purpose and effect of a change is communicated to
everyone. 5. People enjoy working there. The foundation for an
eternally successful organization is a clear understanding of the
quality management concepts, which includes conformance to
requirements, prevention, zero-defects performance standard, and
measurement by money. (ABI/INFORM)
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The Issues in Quality: Quality—Management's Choice
Crosby, Philip B.
Quality Anniversary Issue pp.Q78,Q80 1987
Some 25 years ago management did not concern itself with quality,
and the concept of zero defect was unthinkable. However, a large
factor in generating an interest in quality was helping
management calculate the costs of doing things wrong. When high
quality goods became available from overseas, management sought
higher quality from its quality control personnel who then
inspected or tested harder. The techniques and efforts of quality
control have little effect on quality which is the result of the
complete management process in a company. US management has
relearned that customers and employees are basic to business and
that quality management can save a company and industry. Senior
executives know that they cannot rely on a technical function to
take care of policy matters and that products and services have
to be produced consistently free of defects. Prevention is
becoming a normal part of operations in every function.
(ABI/INFORM)
Why Do Companies Pursue Total Quality Management?
Atkinson, Philip E.
Management Services (UK) v30 nil pp.8-12 November 1986
The managers of Western manufacturers must plan strategically to
maintain traditional markets. For example, the arrival of Nissan
in the UK will force British manufacturers to meet higher quality
standards in order to compete successfully. Consumers today place
a higher value on quality than on loyalty to home-based
manufacturers or on price. As a result, organizations will need
to improve quality to survive. Traditional quality control
techniques are inadequate, however. Rather, managers should
recognize that quality is created through design and that many
quality problems originate in service or administrative areas.
The cost of quality is composed of 3 key elements: 1. the cost of
errors, 2. the cost of inspection, and 3. the cost of prevention.
A company's total quality drive must involve the development of a
planning mentality that focuses on problem prevention. Preventive
actions will reduce the overall cost of quality. Charts.
References. (ABI/INFORM)
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Crosby, Deming, Juran Three Preachers, One Religion
Lowe, Ted A.; Mazzeo, Joseph M.
Quality v25 n9 pp.22-25 September 1986
Organizations involved in quality improvement face 2 challenges:
1. They must focus on improving the quality of the process that
produces the product. 2. They must assure ongoing quality
improvement throughout the company. Action taken to address these
challenges often begins with the management philosophy of a
quality expert such as W. Edwards Deming, Joseph M. Juran, or
Philip B. Crosby. The concepts of these 3 quality experts can
provide guidance for firms in establishing a world-class quality
culture. Each expert emphasizes: 1. management commitment to
quality control, 2. creation of a structure and a strategy to
guide the quality improvement process, 3. education and training,
4. quality measurement, 5. removing sources of problems, and 6.
instilling ongoing improvement. Within these areas, Deming places
particular emphasis on management's responsibility to give
employees meaningful work and on the use of statistical
techniques to control processes. Juran stresses project-by-
project implementation and the "breakthrough sequence," while
Crosby's special focus is on the transformation of quality
culture. Companies should use these concepts to devise their own
unique approaches. Charts. ABI/INFORM)
In Pursuit of Total Quality
Snee, Ronald D.
Quality Progress v!9 n8 pp.25-31 August 1986
Many companies have decided that the best way to institutionalize
the fundamentals of quality control is to use the total quality
approach and focus all their resources on meeting the needs and
expectations of their customers. The management of total quality
can be divided into 3 components: 1. philosophy, 2. policies and
procedures, and 3. tools. The successful implementation of total
quality requires identification of the 4 key ingredients of total
quality: 1. quality and care of customers, 2. people and
teamwork, 3. constant improvement and innovation, and 4.
management leadership. A synergism between management and
quality technology must exist to produce total quality. Research
and development plays an important part in total quality
management by helping to develop products that satisfy customer
requirements and by discovering new ways to improve quality.
Tables. References. (ABI/INFORM)
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Quality: Managing the Modern Company
Feigenbaum, A. V.
Quality Progress v!8 n3 pp.18-21 March 1985
Quality control programs are ways of managing a business and
focusing engineering, production, and sales on user needs. Three
characteristics of the marketplace make quality control
necessary: 1. A customer-selective market exists to a degree that
has not been seen for a long time. 2. Development and
introduction of new products are occurring more rapidly. 3. There
is increasing international distribution of company quality
leadership. Management should be committed to: 1. improve the
quality process itself, 2. make quality improvement a basic habit
that is relentlessly pursued, and 3. establish the principle that
quality and cost are complementary, not conflicting. General
Systems Co. has experience with several levels of quality
control. Total quality management products have shown excellent
return on investment because: 1. quality products have higher
sales and market penetration, 2. productivity improvements result
from quality control, and 3. major improvement in true cost of
quality generates increased positive cash flow. (ABI/INFORM)
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II. TQM IN THE PtJBLIC SECTOR
EPA explores Superfund management idea
Superfund y3 iNl4 July 3, 1989
, EPA "is studying ways to apply the ideas of management guru W.
Edwards Deming'to Superfund contractor management and PRP
oversight.... If^all goes well with the idea, the agency would
apply it to the Alternate Remedial Contract Strategy contractors
over over the following six months and then possibly to
, potentially responsible parties.... Deming developed his
management approach to help keep U.S. industry churning during
World War II and to help rebuild post-war Japan. His approach
remained popular in Japan and is regaining popularity in this
, country. The idea is to improve process efficiency continually,
starting With the biggest problems and working toward the
smallest. The approach requires statistical process control to
measure problems and their resolution. And it requires total
employee involvement to find solutions. Employees must not only
do their assigned tasks; they also must seek to understand the
process they work in and look for ways to improve it.... A key
resource for EPA is the National Institute of Engineering
Management and Systems, which aims to apply Deming's approach to
engineering consulting and other service industries. (PTS
$ewsle£ter Database)
Quality in the Public and Private Sectors
Reynolds, Larry
Management Review v78 n5 pp.16-17 May 1989
There are 2 'separate, but interrelated, questions that come to
mind when discussing quality and government: l. Is government
doing the right thing? 2. Is government doing it right? Curt
Reimanri, director of the Malcolm Baldrige National Quality Award
and one of the xederal government's top advocates for high
q"uality in the marketplace, says that the concept of quality is a
weapon in the overall competitiveness issue. The Baldrige award,
which honors private sector companies that have improved the
quality of their products and services, is more than an award it
is a movement, according to Reimann. Paul Sweetland, acting
director of the newly created Federal Quality Institute (FQI),
works to promote quality within the government. FQI has a major
mandate: to change the corporate culture of the federal
government to one of "total quality management." Efforts of FQI
staff are reinforced by a White House executive order that makes
quality management an official government policy. (ABI/INFORM)
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How We Changed Our Accounting
Woods, Michael D.
Management Accounting v70 n8 pp.42-45 Februrary 1989
In 1985, when Rear Admiral John H. Kirkpatrick assumed command of
the 6 US Naval Aviation Depots, he inaugurated the use of total
quality management as a means of improving service to the fleet
and the country. The goal of any total quality system is to
improve the usefulness of the final product and to reduce product
costs. The Navy depots attempt to do 4 things to improve the
quality (usefulness) of the cost accounting products: 1. Collect
costs by process. 2. Assign costs to production and service
processes according to the degree to which those processes incur
costs. 3. Whenever possible, allow the internal customer to
demand only those internal products or services desired. 4.
Assign process costs to products according to the degree to which
the products "use" the processes. There have been no failures by
any of the accounting total quality teams. The primary
improvements at one depot have been lower labor rates, improved
business systems, technology advancements, and timely service to
the fleet. Diagrams. (ABI/INFORM)
A Look Ahead
Costello, Robert B.
IEEE Spectrum v25 n!2 pp.68-69 November 1988
In pursuing a major cultural change in how it conducts business,
the Department of Defense (DOD) has initiated strategies that
will: 1. bolster defense industrial competitiveness, 2. instill
"total-quality management," 3. introduce new technology into US
weapon systems faster, and 4. combat the rising costs of its
major systems, the loss of key production capability, and the
manufacture of many products of dubious quality. The DOD's
implementation of manufacturing process technology should reduce
the price of products and raise their quality. Instead of
dictating to industry how to design or how to manage, contract
requirements on all new weapon systems will begin to be specified
by the DOD in terms of the results desired. Under another
streamlining initiative—the Model Contractor Program a few
contractors are being selected to serve as prototype sites or to
demonstrate ways of improving business practices. (ABI/INFORM)
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The Federal Quality and Productivity Improvement Effort
Burstein, Carolyn; Sedlak, Kathleen
Quality Progress v21 nlO pp.38-41 October 1988
A Presidential Executive Order designed to improve the quality
and efficiency of the service of federal agencies by 1992 depends
upon a total quality management (TQM) infrastructure. Of 19
agencies participating in the TQM effort, the top 3 performers
are the Internal Revenue Service, the Naval Air Logistics Command
(US Navy), and the US Department of Agriculture's Forest Service.
Productivity and quality improvement programs are expected to be
initiated in nearly 700 federal programs between 1987 and 1992.
Of 36 services targeted for improvement in 1987, thirty-four
reported results, 29 of which improved quality and timeliness.
While there was no single element that accounted for the
improvements, strategies included: 1. automation, 2. work
simplification, 3. coordination of organizational units, and 4.
incentive programs. To establish a quality culture in government,
a comprehensive educational program is needed that can be
implemented over several years. Although future governmental
programs are expected to offer multiagency and multiprogram
services, present challenges include uneven support from top
management and deficient customer orientation. Tables.
(ABI/INFORM)
Total Quality Management
Ray, James W.
Journal for Quality & Participation vll n2 pp.22-24 June
1988
The Europe Division of the US Army Corps of Engineers has
developed a process—Europe Division total quality management
(EQM) to attain a higher degree of success and survivability. The
founding principle of EQM was based on the customer and has led
to a new definition of quality. Quality is achieved when the
expectations of customers are met 100% of the time. A small group
of motivated employees were sent for training at a 3M Corp.-
sponsored program; this group of facilitators developed their own
process for teaching a new brand of quality to every member of
the organization. The EQM "phase one" is a process of awareness
during which employees are asked to focus on themselvss as a
means toward achieving a product or service. The 2nd phase,
quality unit improvement process (QUIP), teaches the team about
communication and problem solving. QUIP is the practical side of
the total quality management theory, with some 300 QUIP groups in
the Europe Division. Early results assessing the impact of EQK
indicate that sick leave declined 30%; other successes were felt
to be attributable to the EQM process as well. 'ABI/INFORM)
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The Federal Productivity Improvement Effort: Current Status and
Future Agenda
Burstein, Carolyn; Sedlak, Kathleen
National Productivity Review v7 n2 pp.122-133 Spring 1988
Two years ago, an Executive Order was signed with the goal of
making agencies in the executive branch significantly more
productive by 1992. The order directed agencies to: 1. implement
total quality and productivity management practices, and 2. make
incremental improvements each year in the quality, timeliness,
and efficiency of their products and services. A principal effort
of the program, which is directed by the Office of Management and
Budget, has been to define and develop a program of Total Quality
Management (TQM). Attributes of TQM include: 1. a customer
orientation, 2. emphasis on teamwork, 3. performance measures,
and 4. accountability. Almost 700 programs that employ nearly 2
million federal workers have been targeted for improvement
between 1987 and 1992. Of the 30 services beginning improvement
programs in 1987, 27 made quality and timeliness improvements or
met their established standards. Agencies have prepared
productivity improvement plans on another 164 services for 1988
and 1989. Tables. Charts. Graphs. (ABI/INFORM)
The Quality Process
Perry, Linda
Modern Healthcare v!8 nl4 pp.30-34 April 1, 1988
Much attention is being given to meeting customers' definitions
of quality at an increasing number of hospitals. To build
organizations that focus on quality, some hospital marketers and
planners are using a 3-part process that consists of: 1.
determining customers' definitions of quality, 2. designing
systems that allow individual departments and employees to meet
the customers' expectations, and 3. designing statistical
measures to evaluate the hospital's performance. One concept for
achieving total quality management is to add value at each step
in manufacturing or service delivery. Implementing quality
process has created the appealing by-product of cost savings as
noted by Thomas R. Gillem of Hospital Corp. of America. In order
to work, total quality management must be supported by top
management. The hospital's management also must be willing to
devote sufficient resources to quality. Another approach to
quality, called extended product-line management, attempts to
place several services in a single program based on customers'
wants. Once designed, the program is organized and promoted as a
single product line. Tables. (ABI/INFORM)
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Quality Assurance in the Equal Employment Opportunity
Commission
Mead, Polly; Rasmussen, Elizabeth; Seal, John
National Productivity Review v5 n4 pp.363-375 Autumn 1986
> -• • V
/pie Equal], Employment Opportunity Commission's (EEOC) model of
quality "assurance is explained. It balances improvement in the
'management,of work and the leadership of people for total quality
management* Concepts' upon which this program is based are: 1.
careful Statistical measurement of work, 2. the development of
participative management, and 3. the assessment of internal and
external.Client perceptions of service quality. The program has
been developed in phases to allow testing of implementation
strategies, The steps in implementation are: 1. initial site
.vis.it,, 2. establishment of the management quality circle (MQC) ,
3.. quality leadership training for managers, 4. team building, 5.
MQC analysis of work'flow and quality standards, 6. quality
measurement, 7. interventions, and 8. employee involvement. In
1984, a; quality assurance project was implemented at the
Baltimore District Office of the EEOC, and data show improvements
in quality for 9 intake products and for 5 investigative
products. Tables. Graphs. References. (ABI/INFORM)
Improving Federal Work Quality
Thomas, Clarence
,+ .Bureaucrat v!5 n^ pp.31-34 Summer 1986
EquaJ. /Employment Opportunity Commission (EEOC) began a
, ^ qv\a|ity'assurance program in 1983. The program adapted such
JJ/apanese industrial management techniques as quality circles,
. r syst;ems\Concepts, and statistical control procedures to EEOC's
own-fuijcitions of investigation/ litigation, and management
,-- , support;,'..The program/ which is being introduced as part of a
long-range effort 'to couple higher quality delivery of services
with.;increased statistical results, depends upon the full
,, commitment of"career staff to giving equal weight to improving
.£he management of work and leadership of people. Achieving total
quality'management requires: 1. clear definition of products and
standards,/, 2', prevention rather than inspection, and 3.
leadership and management by participation in decision making.
Interim results show reductions in: 1. data error rates, 2. case
review and rework time, 3. planning errors, and 4. customer
.response times. This program shows the benefits of delegating
management authority from political areas to career management,
which motivates all employees by encouraging creativity,
innovation, and quality. (ABI/INFORM)
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III. TOM IN THE PRIVATE SECTOR
Quality Management at Weyerhaeuser
Loewe, Dennis A.
Management Accounting v71 n2 pp.36-41 August 1989
At Weyerhaeuser Co. (Tacoma, Washington), quality is defined as
providing customers with products and services that consistently
meet their needs and expectations. The components of total
quality management - leadership, customer needs, employee
involvement, and processes - provide a basis for constructing a
new management system. In a total quality management system,
traditional management styles must change. Paying attention in a
systematic way to customer complaints perhaps is the most
effective way to gain a competitive advantage. Employee
involvement is a management process that must be led, taught, and
modeled by managers. Thus, everyone accepts responsibility to
examine their job and to find better ways to do it. Well-defined
processes form the foundation for an actionable quality
management program. Charts. Graphs. Tables. (ABI/INFORM)
Total Quality Management Gives Companies a Way to Enhance
Position in Global Market
Pfau, Loren D.
Industrial Engineering v21 n4 pp.17-21 April 1989
One of the approaches to improving quality and productivity that
is being explored by many organizations is the philosophy of
Total Quality Management (TQM). The basic premise of TQM is that
any product, process, or service can be improved upon, and that a
successful organization is one that consciously seeks out and
exploits improvement opportunities. An organization employing TQM
actively pursues and encourages improvement at all levels and
views change as a natural, continuous part of its activities. TQM
is only effective when all activities and personnel in an
organization are fully integrated into TQM implementation.
Organizations implementing TQM require improved communications to
support the improvement prbcess. Each organization must tailor
its approach to exploit its strengths and concentrate on its
weaknesses. Charts. Diagrams. References. (ABI/INFORM)
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Quality: A Corporate Responsibility
Syrett, Michel
Director (UK) v41 n!2 pp.84-86 June 1988
Quality control, regarded by most major UK and US companies as
vital to future success, is being increasingly approached with a
"total management" concept. A MORI survey of UK and US
executives, published by Crosby Associates, reveals that most
American executives rank quality ahead of profit, cost, and
schedule as a critical criterion. Likewise, two-thirds of leading
British industrialists surveyed saw a clearly defined quality
strategy as essential for companies. MORI chairman Robert
Worcester has stressed the extent to which Europe lags behind
Japan and the US in the race for enhanced quality. Steve Smith of
the PA Consulting Group points to some principles behind total
quality management techniques: 1. investment in prevention, 2.
management leadership, 3. shared responsibility, 4. establishment
of standards, 5. companywide opportunities for improvement in
quality, and 6. continuity of efforts to ensure high quality.
(ABI/INFORM)
Managing for Quality
Juran, J. M.
Journal for Quality & Participation vll nl pp.8-12 March
1988
After World War II, the quality of products in the US declined as
manufacturers tried to keep up with the demand for civilian
products that had not been produced during the war. At the same
time, the Japanese adopted a number of strategies for creating a
revolution in quality. For example, upper managers took charge of
leading the revolution, and all levels and functions underwent
training in management for quality. The result of the Japanese
quality revolution was a massive increase in the exportation of
Japanese goods. This had a considerable impact on the US. It is
evident that quality competitiveness in the 21st century will not
be achieved unless a new approach, often called companywide
quality management, is adopted. Some needed responses and
activities involved in companywide quality management include: 1.
Serve internal customers. 2. Extend the quality effort to all
products and processes. 3. Increase awareness of the costs of
poor quality. 4. Accelerate quality improvement. 5. Make quality
planning pervasive. 6. Use complete quality control.
(ABI/INFORM)
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The Total Quality Management Resource
Gibson, Thomas c.
Quality Progress v20 nil pp.62-66 November 1987
DuPont's Polymer Products Department has installed a total
quality management (TQM) process. While implementing TQM, the
company realized that it would need to actually change the way
people think and act. A number of months were spent trying to
determine how to do this. DuPont learned that, as managers
realize that they are being judged on how well operations are
improved, they seek someone to teach them about cost of quality
and other improvement methods. What results is an honest,
management-driven effort to put in place the people who will
become tomorrow's quality professionals. TQM is a process for
change and improvement applicable to all aspects of the
organization. In seeking the end product of business excellence
and worldwide competitive leadership, DuPont emphasizes: 1.
customer focus, 2. safety, 3. quality, 4. an open operating
environment, and 5. international scope. Operating principles
have been written concerning these areas. The TQM resource is
responsible for teaching workers how to live by these principles,
and it does so by offering methods for identifying areas for
improvement and eliminating chronic problems, as well as
maximizing product consistency. (ABI/INFORM)
Corning zeroes in on total quality.
Wagel, William H.
Personnel v64 July 1987 p.4(6)
Corning Glass Works initiated a 'Total Quality Management System1
(TQMS) program in Jan 1984 in order to compete more effectively
with other glassware manufacturers. Over 25,000 Corning employees
worldwide have participated in TQMS at the company's 58
locations, attending 'awareness' and problem-solving workshops
and job-skill courses offered in six languages. Each Corning unit
or plant has initiated a quality improvement group for local
guidance of TQMS. TQMS is based on four 'total quality'
principles: (1) meeting customer requirements, (2) striving to
produce error-free work, (3) managing by prevention, and (4)
measuring by the cost of quality. Coming's five-year business
plan established in 1986 calls for a 90 percent reduction in each
business unit's two or three most important errors, increased
emphasis on employee training, and establishing standards of
product quality and service that are equal or superior to the
quality of competing products as well as earlier Corning product
lines. (Management Contents)
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"The Chairman Doesn't Blink"
Karabatsos, Nancy
Quality Progress v20 n3 pp.19-24 March 1987
In a recent interview, James R. Houghton, chairman and chief
executive officer of Corning Glass Works, discussed his
commitment to quality. That commitment is illustrated in the fact
that he is 1987 chairman of National Quality Month, an effort
intended to heighten awareness in the US about total quality.
Total quality entails meeting customers' requirements, and
everyone in the company must be involved in this. Corning has
been fortunate to have outstanding quality executives. All
Corning employees have gone through the initial quality training,
which concentrates on the definition of quality and the basics of
the firm's total quality management system. Phase 2 of the
training gives people specific skills for applying total quality
to their work. Coming's approach to reducing the cost of quality
is to measure that cost on specific, key problems. Corning needs
its employees to support the company's direction, policy, and
goals. References. (ABI/INFORM)
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IV. IMPLEMENTING TOM
Moving Toward Systems Integration
Pace, Larry A.
Survey of Business v25 nl pp.57-61 Summer 1989
Employee involvement (El) is a process for empowering members of
an organization to make decisions and to solve problems
appropriate to their levels in the organization. El is regarded
by most Total Quality Management (TQM) authorities as a necessary
ingredient for overall organizational effectiveness. While El is
an individual process, TQM is generally perceived as a
companywide approach intended to bring under control all the
processes and systems of the organization. El means living with
creative solutions and the resultant variety of approaches, while
TQM strives for a standardization of work processes and outputs.
According to Edward E. Lawler, III, there are 3 general
categories of El: parallel suggestion involvement, job
involvement, and high-involvement work systems. To be effective,
the form of involvement must be congruent with the current
organizational operating systems, culture, and climate and the
organization's strategy. Charts. (ABI/INFORM)
The Buyer-Supplier Relationship in Total Quality Management
Lascelles, D. M.; Dale, B. G.
Journal of Purchasing & Materials Management v25 n2 pp.10-19
Summer 1989
A study examined the main barriers that hinder the development of
an effective buyer-supplier relationship in quality management.
The data were obtained from 300 UK firms that supply products to
3 major customers in the automotive industry and from field work
carried out in buyer and supplier organizations. The barriers
that were identified include: 1. poor communication and feedback,
2. supplier complacency, 3. poorly defined and unstructured
supplier quality improvement programs, 4. the credibility of
buyers as perceived by their suppliers, and 5. misconceptions
about purchasing power. Before beginning a formal supplier
development program, a purchasing organization must review those
aspects of its own operation that can adversely affect supplier
performance, such as purchase specifications,communications,
training, and organizational roles. Tables. References.
(ABI/INFORM)
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Quality Management: Something More Than Super Quality Control
Crosby, Philip B.
Executive Excellence v6 n5 pp.13-14 May 1989
More people are talking about quality management in any form, but
most people think this involves working harder at quality
control. Quality management is oriented around preventing, while
quality control is aimed at measuring, containing, and
controlling. Quality management is about people; quality control
is about things. To understand and implement quality management,
a company must recognize that: 1. all work is a process, and 2.
what is delivered to the customer is the result of the entire
operation. Quality control concepts have placed the major
emphasis on appraisal, which is after the fact. When management
insists on defect-free work and takes action to cause this to
happen, its world starts to change for the better. It is
necessary to use a managerial system called the Quality
Improvement Process. Components of this system include: 1.
management commitment in such areas as measurement and awareness,
and 2. bringing suppliers into the improvement process. Diagrams.
(ABI/INFORM)
Quality of Management & the Management of Quality
Robson, Mike
Journal for Quality & Participation v!2 nl pp.70-73 March
1989
The management role remains the weakest area in most companies
that h
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Total Quality Management: Eight Lessons to Learn from Japan
Atkinson, Philip E.; Naden, Jim
Management Services (UK) v33 n3 pp.6-10 March 1989
Total quality management (TQM) extends far beyond the philosophy
and practices of quality control and quality assurance. TQM is a
strategy concerned with the changing fundamental beliefs, values,
and culture of a company. In November 1988, twenty executives
" from the UK manufacturing industry went to Japan to visit some of
the most successful companies in the world and to examine TQM,
the strategy that had enabled these firms to become world
leaders. Eight lessons to be learned from Japan are: 1. All
managers and operatives must be highly committed to training and
education. 2. The approach of foolproofing, designed to produce
zero defects, must be utilized. 3. To be successful, the ideas
that quality circles pursue must be put into action, reinforcing
the behavior of all circle members. 4. An organization's
communication must have a high profile. 5. Robotics and
automation should be used when necessary to reduce error. 6.
Progress should be illustrated visually. 7. Quality must be
deeply rooted in both service and manufacturing functions. 8.
Long-term planning is required. Tables. Equations. Appendix.
References. (ABI/INFORM)
Total Quality Management: A Guide for Implementation
(Draft report)
Emhart ATI, Reston, VA.
Sponsor: Office of the Deputy Assistant Secretary of Defense
for Logistics, Washington, DC.; Office of Personnel
Management, Washington, DC. Training Management Assistance
Branch.
PB89-181929/XAB Report No.: DOD-5000.51-G
February 15, 1989 81p.
The guide provides information to facilitate Total Quality
Management (TQM) implementation. TQM is a managed process of
continuous improvement. It calls for cultural change in
organization through instituting a broader vision of management
encompassing improvement of every process critical to
organizational success. The improved performance is directed
toward satisfying such cross-functions! goals as quality, cost,
schedule, and technical performance. TQM integrates fundamental
management techniques, existing improvement efforts, and
technical tools under a disciplined approach focused or
continuous process improvement. The activities focus on providing
customer/users with products and services that consistently meet
their needs and expectations. Each TQM element is
institutionalized by implementing a structured approach to
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continuous process improvement through training at each level,
starting with top management. Essential TQM elements include:
obtaining management commitment; establishing a steering group
and/or focal point to provide direction and control of the
improvement activities; and providing training of personnel
(NTIS)
A New Attitude Toward Quality
Mishne, Patricia P.
Manufacturing Engineering vlOl n4 pp.50-55 October 1988
Managing for quality means a sweeping overhaul in corporate
culture and a radical shift in management philosophy. Usually,
several years are needed to plan and implement a program so that
managers and workers are comfortable with statistical analysis
tools. At Allen-Bradley Co., no one wanted to implement the Total
Quality Management System (TQMS) introduced by management. After
widespread training, the TQMS now is used in every operating
department, and recertification into the system is required
annually. Ford Motor Co. is requiring all of its suppliers to be
part of its Q-l Preferred Quality Supplier Program by 1990 or
lose Ford's business. Compared to these large companies, a recent
survey found that some smaller companies have had significant
improvement from quality management efforts. To improve results,
these companies should avoid what Armand V. Feigenbaum, president
of General Systems Co., calls the 4 deadly sins of some
approaches to quality. Charts. (ABI/INFORM)
Kanban and Deming's 14 Points
Landon, Wanda G.
Quality v27 n9 pp.50,52 September 1988
The Japanese concept of kanban can be a useful tool for
implementing W. Edwards Deming's 14 points for quality assurance
in manufacturing. Kanban is a Japanese word meaning "visible
record." Kanban is a means of pulling parts through the assembly
process; production is initiated only when a worker receives a
visible cue that assembly is needed for the next step in the
process. With the kanban method, the production line stops if one
of the key processes fails to produce quality parts. This
enforces 2 of Deming's points: 1. refusing to accept defects, and
2. giving workers the tools to ensure quality. The kanban method
also promotes other Deming points, such as teamwork and the
constant commitment to improving quality. Charts. (ABI/INFORM)
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Where Are We Headed?
Rieker, Wayne S.
Journal for Quality & Participation vlO n4 pp.32-36
December 1987
A well-implemented employee involvement program will go a long
way toward solving the US problem of lack of competitiveness and
inadequate productivity. The concept will take many directions in
the future, including the implementation of: 1. self-managing
teams, 2. quality of work life teams, 3. labor-management
cooperative committees, and 4. employee stock ownership programs.
Employee involvement must address the economic success of the
enterprise if it is to be considered successful. Further, quality
and customer satisfaction must be the primary focus of the
future. This quality improvement must encompass all aspects of
the firm's operation and management, addressing such things as
statistical process control. The concept of Total Quality
Management (TQM) implies the creation of a participative
environment where everyone is involved in making quality
improvement decisions. Adoption of the TQM concept is essential
and can be achieved only through employee involvement. Japanese
experiences affirm the gains to be realized from the
incorporation of employee involvement. (ABI/INFORM)
Deming's Parable of the Red Beads
Walton, Mary
Across the Board v24 n2 pp.43-48 February 1987
W. Edwards Deming is a powerful force in the movement for quality
in manufacturing. At his seminars, Deming performs an experiment
with red and white beads to illustrate his ideas. Using members
of the audience as representative production-line workers, Deming
demonstrates several lessons: 1. Variation is part of any
process. 2. Planning requires prediction of how things and people
will perform. 3. Workers work within a system that is beyond
their control; thus, it is the system, not their individual
skills, that determines how they perform. 4. Only management can
change the system. 5. Some workers will always be above average,
some below. Graphs. (ABI/INFORM)
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W. Edwards Deming: shogun of quality control.
Ross, Barbara
FE: the Magazine for Financial Executives v2 p.24(8)
February 1986
The statistician W. Edwards Denting is in favor of long-term
supply contracts that result in confidence and trust between the
supplier and the buyer. Deming has been given wide acclaim for
helping the Japanese with their management style. Top management
must eliminate fear from the work environment. Usually there is a
difference in the way a job really is and the way the supervisor
sees it. (Management Contents)
A Change in the Management System
Conway, William E.
Survey of Business v!9 n3 pp.17-18 Spring 1984
Nashua Corp. (Nashua, New Hampshire) accomplished a revolution in
its operating management system by following the philosophy and
techniques of statistician W. Edwards Deming. This revolution has
increased the quality and reduced the costs of Nashua's goods and
services. The Deming method has 4 principal components: 1.
imagineering, which is the process of visualizing how things
would be if everything worked right all the time, 2. the human
relations program, which creates a climate whereby employees at
all levels work together constantly to improve operations, 3.
broad use of statistical methods, including the use of simple
charting techniques to define and solve problems, and 4. broad
use of industrial engineering techniques to simplify work,
improve efficiency, and reduce waste. Major fundamental gains in
product quality are achieved through project management and use
of sophisticated statistical methods. (ABI/INFORM)
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V. TQM READINGS; M?
(Those starred are available in the Headquarters Library
Management Collection; please inquire about accessing the
other titles.)
Attaining Manufacturing Excellence: Just-in-Time Manufacturing,
Total Quality, Total People Involvement
Hall, Robert W.
New York: Dow Jones-Irwin, 1986 300p.
* Commit to Quality
Townsend, Patrick L.; Gebhart, Joan E.
New York: Wiley, 1986 189p. HD66.T6
Company-Wide Total Quality Control
Mizuno, Shigeru
UNIPUB-Kraus International, 1987
Customer Satisfaction Through Total Quality Assurance
Grenier, Robert
Wheaton, IL: Hitchcock Publishing Company, 1988 290p.
The Deming Guide to Achieving Quality & Competitive Position
Gitlow, Howard; Gitlow, Shelly
Englewood Cliff, NJ: PrenticeTHall, 1987 192p.
* Deming Management Method
Walton, Mary
New York; Putnam Publishing Group, 1986
Deming Route to Quality & Productivity: Road Maps & Roadblocks
Scherkenbach, William W.
Washington, DC: CeePress Books, 1986 154p.
Implementing Total Quality
Cullen, J.; Hollongum, J.
New York: Springer Verlag, 1988 150p.
The Keys to Excellence: The Story of the Deming Philosophy
Mann, Nancy R.
Santa Monica, CA: Prestwick Books, 1987 138p.
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Let's Talk Quality: Ninety-Six Questions You Always Wanted to Ask
Phil Crosby
Crosby, Phil B.
New York: McGraw-Hill, 1989 224p.
Out of the Crisis
Deming, W. Edwards
Cambridge, MA: MIT CAES Publication, 1986 507p.
Quality Is Free: The Art of Making Quality Free
Crosby, Philip B.
New York: McGraw-Hill, 1979
* Quality Without Tears: The Art of Hassle-Free Management
Crosby, Philip B.
New York: McGraw Hill, 1984 192p. (also audiocassette)
TS156.6.C764
Right Every Time: Using the Total Quality Approach
Price, Frank
Brookfield, VT: Gower Publishing Company, 1989 27Op.
Survival of the Fittest: Total Quality Control & Management
Evolution
Shores, Richard A.
Milwaukee, WI: ASQC Quality Press, 1988 295p.
Some Theory of Sampling
Deming, William E.
New York: Dover, 1984 602p.
(Reproduction! of 1950 edition)
Statistical Adjustment of Data
Deming, William E.
New York: Dover, 1984 261p.
Reproduction of 1943 edition
TQC Wisdom of Japan: Managing for Total Quality Control
Karatsu, Haj ime
Japanese Management Series
Melrose, MA: Productivity Press, 1988 125p.
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Total Quality: An Executive's Guide for the 1990s
Ernst & Whinney Quality Improvement Consulting Group
APICS Series in Production Management
New York: Dow Jones Irwin, 1989 185p.
Total Quality Control, 3rd edition
Feigenbaum, Armand V.
New York: McGraw-Hill, 1983 768p.
Total Quality Control for Management: strategies &
Techniques from Toyota & Toyoda Gosei
Nemoto, Maseo
New York: Prentice-Hall, 1987 270p.
Total Quality Management
Chase, R. L.-Editor
New York: Springer-Verlag, 1988 255p.
Total Quality Management
Oakland, John S.
New York: Nichols Publishing Company, 1989 336p.
What Is Total Quality Control?: The Japanese Way
Ishikawa, Kaoru
Englewood Cliffs, NJ: Prentice-Hall, 1985 215p.
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