摘要:

AbstractWhen organizations shift to an involvement‐based culture, the first‐line supervisor's job is dramatically changed. This article examines some of those changes, the adjustments that have to be made by the supervisors, and the supervisory training conducted by thirty high‐involvement business firms to smooth the transition for their first‐line supervisors.

ISSN:0277-8556    

DOI:10.1002/npr.4040110402

出版商:John Wiley&Sons, Ltd.    

年代:2006

数据来源: WILEY

摘要:

AbstractMost government managers would agree that the police probably represent the largest outlay of resources for the most intangible return of services. And when police actions lead to regulatory activity in the criminal justice system, expenditures skyrocket. So when the suggestion is made to review police service and expenses in the context of total quality management (TQM) principles, one might easily encounter skepticism and outright disbelief. Such a statement could be dismissed with the notions that “government service” is an oxymoron and that the public will always spend money for such service, so there is no point in trying to improve this undesirable but necessary product. The Brighton story, which shows that government can save money, can do more with less, and provide satisfactory service to the people it serves, proves those naysayers wrong.

ISSN:0277-8556    

DOI:10.1002/npr.4040110403

出版商:John Wiley&Sons, Ltd.    

年代:2006

数据来源: WILEY

摘要:

AbstractCombining fact‐based management with executive vision is necessary to fully satisfy the expectations of customers. The American Express Traveler's Cheque Group uses a quality measurement tool called the Service Tracking Report to scrutinize service from the viewpoint of the customers. They also have developed a process which applies traditionally manufacturing‐focused statistical tools to service industry quality improvement.

ISSN:0277-8556    

DOI:10.1002/npr.4040110404

出版商:John Wiley&Sons, Ltd.    

年代:2006

数据来源: WILEY

摘要:

AbstractA growing number of organizations that have several years' experience with total quality management and other forms of continuous improvement are reporting that their programs are running out of steam or have failed to live up to expectations. Most are concerned with finding better ways to execute cultural change over time. Others believe that they have let the issue of rewards fall through the cracks.

ISSN:0277-8556    

DOI:10.1002/npr.4040110405

出版商:John Wiley&Sons, Ltd.    

年代:2006

数据来源: WILEY

ISSN:0277-8556    

DOI:10.1002/npr.4040110406

出版商:John Wiley&Sons, Ltd.    

年代:2006

数据来源: WILEY

摘要:

AbstractIn the three case studies discussed here, total quality management efforts were made to remedy grave problems in production. In the first two cases, the programs offered too little too late. In the third case, the company succeeded against all odds. All three instances teach valuable lessons. Neither the names of the companies nor their products are given, for obvious reasons.

ISSN:0277-8556    

DOI:10.1002/npr.4040110407

出版商:John Wiley&Sons, Ltd.    

年代:2006

数据来源: WILEY

摘要:

AbstractRealizing that productivity programs, total quality control systems, and other operational measures are no longer sufficient for improving bottom‐line performance, many Japanese top executives are focusing on the innovation of management as the next stage in increasing sales, market share, and profits. Total integrated management (TIM) is the method used to make this innovation take place. TIM examines the quality of the multiple management factors affecting the company, focusing on management cycle (vision, strategy, planning, control, and implementation). The innovation of management cycle is performed first, based on its quality evaluation. The quality of each of the other factors evaluated, and the level of interaction between these factors, dictate where and how the rest of the management quality reforms must be performed. In this way, each facet of the company is integrated into a concerted, comprehensive corporate management policy of innovation, which maximizes the potential for growth in sales, market share, and profit.

ISSN:0277-8556    

DOI:10.1002/npr.4040110408

出版商:John Wiley&Sons, Ltd.    

年代:2006

数据来源: WILEY

摘要:

AbstractBroadening the application of Total Quality Management (TQM) to the sales and other “soft” functions that support manufacturing opens new opportunities for raising productivity and lowering costs. In fact, seizing such opportunities can be far more fruitful than confining TQM to manufacturing: Up to 80 percent of the costs of poor quality are attributable to functions outside manufacturing.In many industries, product quality is assumed to be high and equal among all suppliers. Competitive advantage (differentiation) is based primarily on the aura of information that surrounds and supports the product. Such information is transferred from customers to the supplier and from the supplier to customers by salespeople. To meet the requirements of TQM, that information must be timely, relevant, and accurate.

ISSN:0277-8556    

DOI:10.1002/npr.4040110409

出版商:John Wiley&Sons, Ltd.    

年代:2006

数据来源: WILEY

摘要:

AbstractOrganizations that want to improve the quality of their products or services must analyze the processes that produce those goods and services, with an eye to making them more efficient and cost‐effective. This article details the process improvement efforts made at the Naval Aviation Depot in Cherry Point, North Carolina. Although those efforts generated significant benefits, managers learned that even more could be done.

ISSN:0277-8556    

DOI:10.1002/npr.4040110410

出版商:John Wiley&Sons, Ltd.    

年代:2006

数据来源: WILEY

ISSN:0277-8556    

DOI:10.1002/npr.4040110411

出版商:John Wiley&Sons, Ltd.    

年代:2006

数据来源: WILEY