ISSN:1068-6967    

DOI:10.1080/10686967.1995.11918706

出版商:Taylor&Francis    

年代:1995

数据来源: Taylor

ISSN:1068-6967    

DOI:10.1080/10686967.1995.11918707

出版商:Taylor&Francis    

年代:1995

数据来源: Taylor

ISSN:1068-6967    

DOI:10.1080/10686967.1995.11918708

出版商:Taylor&Francis    

年代:1995

数据来源: Taylor

ISSN:1068-6967    

DOI:10.1080/10686967.1995.11918709

出版商:Taylor&Francis    

年代:1995

数据来源: Taylor

ISSN:1068-6967    

DOI:10.1080/10686967.1995.11918710

出版商:Taylor&Francis    

年代:1995

数据来源: Taylor

摘要:

This article describes an interpretation of Deming's 14 points from the perspective of Japanese business practices. It especially focuses on Deming's three principles: holistic thinking, cooperation, and desirability. These three principles were developed by Deming by observing Japanese business practices. They led Deming to derive his new theory of system optimization, which states that interdependent components must be orchestrated to accomplish the common aim of the system.During the 1980s, American management integrated the concepts of long-term vision, continuous improvement, and teamwork into its traditional management style; however, many signs of receding interest in quality management have recently appeared. Now that the American economy is improving, the salaries of U. S. executives are skyrocketing. At the same time, in the name of restructuring or downsizing, many large companies are cutting employees to save costs during the short term. Nevertheless, in these insecure work environments, management is encouraging employees to work cooperatively in teams. And continuous improvement remains a basic management policy. This is not what Deming taught, nor is it what the Japanese practice. Now that the dust has settled following the boom of initial American interest in quality management, it is time to revisit Deming's 14 points—the origin of quality management in America.

ISSN:1068-6967    

DOI:10.1080/10686967.1995.11918711

出版商:Taylor&Francis    

年代:1995

数据来源: Taylor

ISSN:1068-6967    

DOI:10.1080/10686967.1995.11918712

出版商:Taylor&Francis    

年代:1995

数据来源: Taylor

ISSN:1068-6967    

DOI:10.1080/10686967.1995.11918713

出版商:Taylor&Francis    

年代:1995

数据来源: Taylor

ISSN:1068-6967    

DOI:10.1080/10686967.1995.11918714

出版商:Taylor&Francis    

年代:1995

数据来源: Taylor

摘要:

This article outlines a model that portrays what a small company needs to successfully achieve ISO 9000 registration. The model consists of the domains of motivation, information, resources, and planning. Examining the interaction among these four domains highlights how progress toward ISO 9000 registration can be enhanced or diminished. The dynamics of the model require that the four domains be raised from their latent state through internal and external stimuli. As the factors inflating or deflating the domains strengthen or weaken, so the rate of progress toward installing a quality management system to meet ISO 9000 requirements increases or decreases. The research findings indicate that progress by a company toward ISO 9000 registration is only made when the demands of motivation, information, resources, and planning come together. The union of only two domains is insufficient to generate sufficient momentum to promote progress; if all the domains are sufficiently deflated the progress to ISO 9000 compliance is halted.

ISSN:1068-6967    

DOI:10.1080/10686967.1995.11918715

出版商:Taylor&Francis    

年代:1995

数据来源: Taylor