ISSN:1068-6967    

DOI:10.1080/10686967.1993.11918630

出版商:Taylor&Francis    

年代:1993

数据来源: Taylor

ISSN:1068-6967    

DOI:10.1080/10686967.1993.11918631

出版商:Taylor&Francis    

年代:1993

数据来源: Taylor

ISSN:1068-6967    

DOI:10.1080/10686967.1993.11918632

出版商:Taylor&Francis    

年代:1993

数据来源: Taylor

摘要:

Competitive advantage is largely generated by the resources and capabilities of a firm's internal strategic assets. It should not be surprising, then, that continuity of employment is a critical ingredient in long-term quality improvement. Many American companies, including those seemingly dedicated to quality improvement, fail to consider the implications of employment and job continuity. Consequently, these companies pursue contradictory policies that severely reduce the probability of achieving their goal of continuous quality improvement. This article examines alternative courses of action for firms seeking quality improvement when faced with the reality of high employee turnover.

ISSN:1068-6967    

DOI:10.1080/10686967.1993.11918633

出版商:Taylor&Francis    

年代:1993

数据来源: Taylor

摘要:

Why hasn't total quality management (TQM) had broad and deep impact on the competitiveness of American companies? This article examines the issues that stand as roadblocks in the path of companies that strive to use TQM for competitive advantage. Two root-cause issues are identified: (1) lack of focus on strategic planning and core competences and (2) obsolete, outdated cultures. Analysis of the issues and root causes leads to a prescribed approach that can serve as an effective countermeasure.

ISSN:1068-6967    

DOI:10.1080/10686967.1993.11918634

出版商:Taylor&Francis    

年代:1993

数据来源: Taylor

摘要:

This article reports the main findings of a research study with the theme of quality management and the human resources (HR) dimension. Case studies were undertaken in 15 organizations, drawn from a cross section of the United Kingdom. The HR function has made a greater contribution to total quality management (TQM) than was envisaged at the outset of the research. This enhanced contribution took a number of forms, ranging from highly public strategy interventions to behind-the-scenes facilitation at a task level. These contributions varied in breadth and depth, and the involvement took place at a strategic and operational level. This article also outlines a set of guidelines for enhancing the contribution of HR to TQM.

ISSN:1068-6967    

DOI:10.1080/10686967.1993.11918635

出版商:Taylor&Francis    

年代:1993

数据来源: Taylor

摘要:

In the past 15 years, many companies in the United States have made significant changes in the management of quality. For some, these changes have helped the companies achieve stunning results. Some of the ways they have achieved these results are now clear. Other companies are now implementing the same strategies and methods and are achieving similar results.In this article, 10 of these emerging trends are identified. Although much has already been learned and many of these lessons are summarized here, much work is needed to further the knowledge about the theory and implementation of these means. Several research opportunities for each of these emerging trends will be identified.

ISSN:1068-6967    

DOI:10.1080/10686967.1993.11918636

出版商:Taylor&Francis    

年代:1993

数据来源: Taylor

摘要:

This is the third decade that the cost-of-quality approach has been considered the central theme leading quality management away from the conservative production environment perspective to a more advanced perspective penetrating the offices of senior management. There isn't an organization today that does not consider the various costs of quality management in one way or another.Peter Drucker (1946) defined productivity as“the yield from the resources”of the organization, the intention being all resources in all fields. Furthermore, by the termyield,Drucker meant the desired achievements and not the total outputs, wanted and unwanted, by which their efficiency is often erroneously measured. During the past few decades, a large number of methodologies have been developed to measure productivity. No fewer in number have been the approaches developed for measuring quality.Therefore, it is surprising that very few approaches deal with quality and productivity measurement as one entity despite the one-on-one relationship between them. This has brought about the necessity to rethink the approach to cost of quality, and it is with this issue that we shall concern ourselves.

ISSN:1068-6967    

DOI:10.1080/10686967.1993.11918637

出版商:Taylor&Francis    

年代:1993

数据来源: Taylor

摘要:

In the past, when identifying critical business measures, improvements have focused on changing and tracking a single measure. While this may produce good short-term results, it does not account for the entire operation. Understanding the relationships between measures is crucial in order to manage change effectively. The measures matrix(M2)chart was developed to emphasize those relationships and assist in uncovering the drivers of change. Within the benchmarking process, this analysis tool has been very effective in focusing change on the practices and behavior that impact the measures.TheM2chart consists of a set of concentric circles ranging from the innermost circle, which has a value of 1.0, to the outermost circle, which has a value of 0.0. The benchmark for each measure will be placed on the circle labeled 1.0. Formulas have been provided in order to normalize all the measures so the resultant values range from 1.0 to 0.0. The better an operation's performance, the closer the resultant data points get to the center of the chart.The corporate benchmarking office at Eastman Kodak Company has been plotting and using theM2chart with great success. Those with no knowledge of benchmarking or data analysis techniques are able to interpret the charts after only a few minutes of explanation. Thus, meaningful conclusions about operations can be drawn from a systemic approach-Experience has shown that theM2charts are particularly effective in transforming presentations with lengthy explanations using many tables and charts into presentations with only a single graphic, saving time and allowing discussions to focus on the entire operation. Thus, the focus shifts from an operation's strengths and weaknesses to identifying improvement opportunities and tracking progress toward meeting goals.

ISSN:1068-6967    

DOI:10.1080/10686967.1993.11918638

出版商:Taylor&Francis    

年代:1993

数据来源: Taylor

ISSN:1068-6967    

DOI:10.1080/10686967.1993.11918639

出版商:Taylor&Francis    

年代:1993

数据来源: Taylor