摘要:

AbstractProcess improvement, environmental results, and customer satisfaction all can—and need to—be measured in order to achieve total quality environmental management. This article details why and how to take such measures, with examples of leading company practi

ISSN:1088-1913    

DOI:10.1002/tqem.3310010402

出版商:Wiley Subscription Services, Inc., A Wiley Company    

年代:1992

数据来源: WILEY

摘要:

AbstractCompanies undertaking TQEM programs must decide how to measure continuous improvement in the environmental field at the outset of their implementation activities. In the past three years, the leading TQEM companies have made these tough choices and have begun to share their findings with the larger professional community. The author proposes a model for classifying environmental measurement data and presents examples of approaches adopted by TQEM companies.

ISSN:1088-1913    

DOI:10.1002/tqem.3310010403

出版商:Wiley Subscription Services, Inc., A Wiley Company    

年代:1992

数据来源: WILEY

摘要:

AbstractCompanies with a total quality management program in place are beginning to understand the need for of a fuller integration of environmental and health and safety functions within their overall quality framework. Intense international competition, a flat global economy, and an increasingly stringent environmental and health and safety regulatory climate are forcing management to consolidate whatever gains they have made on the compliance side.At the same time, a total quality approach demands flattening of hierarchies, increased empowerment in divisions and plant floors, and much greater integration through a team approach of most management functions. Making all of this work puts a heavy premium on communication and individual responsibility. As companies that are going through the process now understand, this calls for major changes in corporate culture and a deep commitment from top management. This article describes the quality improvement process at Church&Dwight, makers of the Arm&Hammer line of products, where the TQEM challenge is orchestrated by a triumvirate representing three management functions: engineering, quality, and marketing/public relations.

ISSN:1088-1913    

DOI:10.1002/tqem.3310010404

出版商:Wiley Subscription Services, Inc., A Wiley Company    

年代:1992

数据来源: WILEY

摘要:

AbstractThe need for a national consensus standard for quality assurance (QA) for environmental programs emerged from efforts to clean up sites contaminated by hazardous chemical and/or radioactive wastes. The waste management community has been using several different standards or sets of requirements for establishing the QA and quality control (QC) procedures for use during the cleanup of contaminated sites. Some of these requirements have been imposed by federal agencies, including the Department of Energy (DOE), the Department of Defense (DOD), the Nuclear Regulatory Commission (NRC), and the Environmental Protection Agency (EPA). Often, requirements have been chosen to fit a particular mission or regulatory requirements. The remediation and restoration of federally owned or operated hazardous waste sites has created a situation in which multiple organizations (including federal and state regulators, site operators, and remedial contractors) are overseeing or addressing the same technical problem, often at the same site, and using different QA requirements. The occurrence of multiple QA/QC requirements has resulted in costly and time‐consuming duplication of effort. In addition, the perception of inconsistent and often conflicting requirements has created confusion and frustration. The need for a single set of QA/QC criteria to bring order and consistency to the application of QA in the environmental waste management area became increasingly clear, and led to the development of ANSI/ASQC E4, which may be approved and issued by this yea

ISSN:1088-1913    

DOI:10.1002/tqem.3310010405

出版商:Wiley Subscription Services, Inc., A Wiley Company    

年代:1992

数据来源: WILEY

摘要:

AbstractAt Vulcan Chemicals, total quality requires auditing and auditing ensures total quality. This article details the continuing integration of the two processes and describes some of the audits—and their measured regulat

ISSN:1088-1913    

DOI:10.1002/tqem.3310010406

出版商:Wiley Subscription Services, Inc., A Wiley Company    

年代:1992

数据来源: WILEY

摘要:

AbstractIn the current regulatory climate, environmental professionals are becoming increasingly involved with a side of the business that has often been given low priority in the past: communicating with the public about environmental and health risk issues. This article describes effective approaches to such communication, and demonstrates their implementation success.

ISSN:1088-1913    

DOI:10.1002/tqem.3310010407

出版商:Wiley Subscription Services, Inc., A Wiley Company    

年代:1992

数据来源: WILEY

摘要:

AbstractEditor's note: Companies embracing TQEM must evaluate and change their manufacturing processes to stay globally competitive in the nineties. This article shows how an environmentally conscious manufacturing program incorporating new approaches to waste reduction will help companies achieve their corporatewide TQEM and strategic goals.

ISSN:1088-1913    

DOI:10.1002/tqem.3310010408

出版商:Wiley Subscription Services, Inc., A Wiley Company    

年代:1992

数据来源: WILEY

摘要:

AbstractThe Abt study of forty‐one mostly Fortune 200 nonservice firms forms a new picture of environmental management. We present data indicating that environmental management is becoming central to corporate strategy and is being managed as an arena of competition rather than as a compliance‐driven function. We look at environmental management's new role through four lenses: its relationship to strategic planning; its evolving management structures that show environment increasingly integrated into the main functions of the business; innovation in corporate environmental investments reflecting new drivers beyond compliance; and new management systems and measures of firm‐wide performance that demonstrate that environment is being seen increasingly as an arena of competitive concern.We argue that much of the change is driven by three realities. First, as customers integrate environmental values into their conceptions of product quality, they are buying more products with identifiably environmental attributes. This change translates environmental management, historically a cost center, into a potential source of sales revenue, a change which cannot be underestimated. Second, recent life‐threatening damage to the global ecosystem and atmosphere reframes environmental management. This moves firms toward a systemic and global approach matched to the globalization of competitive and market concerns, and it places environmental management in the strategic sphere. And third, pollution prevention in its cross‐fertilization with total quality management is driving firms to focus on managing environment as an integral part of product management, and is helping them to reassess environmental performance as a contributor to productivity and i

ISSN:1088-1913    

DOI:10.1002/tqem.3310010409

出版商:Wiley Subscription Services, Inc., A Wiley Company    

年代:1992

数据来源: WILEY

ISSN:1088-1913    

DOI:10.1002/tqem.3310010410

出版商:Wiley Subscription Services, Inc., A Wiley Company    

年代:1992

数据来源: WILEY

ISSN:1088-1913    

DOI:10.1002/tqem.3310010411

出版商:Wiley Subscription Services, Inc., A Wiley Company    

年代:1992

数据来源: WILEY