Total quality management
About: Total quality management is a(n) research topic. Over the lifetime, 13035 publication(s) have been published within this topic receiving 325801 citation(s). The topic is also known as: TQM.
02 Feb 1982-
Abstract: Deming offers a theory of management based on his famous 14 Points for Management. "Long-term commitment to new learning and new philosophy is required of any management that seeks transformation. The timid and the fainthearted, and the people that expect quick results, are doomed to disappointment." According to W. Edwards Deming, American companies require nothing less than a transformation of management style and of governmental relations with industry. In Out of the Crisis, originally published in 1982, Deming offers a theory of management based on his famous 14 Points for Management. Management's failure to plan for the future, he claims, brings about loss of market, which brings about loss of jobs. Management must be judged not only by the quarterly dividend, but by innovative plans to stay in business, protect investment, ensure future dividends, and provide more jobs through improved product and service. In simple, direct language, he explains the principles of management transformation and how to apply them. Previously published by MIT-CAES
Thomas C. Powell1•Institutions (1)
01 Jan 1995-Strategic Management Journal
Abstract: Total Quality Management (TQM) has become, according to one source, ‘as pervasive a part of business thinking as quarterly financial results,’ and yet TQM's role as a strategic resource remains virtually unexamined in strategic management research. Drawing on the resource approach and other theoretical perspectives, this article examines TQM as a potential source of sustainable competitive advantage, reviews existing empirical evidence, and reports findings from a new empirical study of TQM's performance consequences. The findings suggest that most features generally associated with TQM—such as quality training, process improvement, and benchmarking—do not generally produce advantage, but that certain tacit, behavioral, imperfectly imitable features—such as open culture, employee empowerment, and executive commitment—can produce advantage. The author concludes that these tacit resources, and not TQM tools and techniques, drive TQM success, and that organizations that acquire them can outperform competitors with or without the accompanying TQM ideology.
01 Mar 2003-Journal of Operations Management
Abstract: Management literature has suggested that contextual factors may present strong inertial forces within organizations that inhibit implementations that appear technically rational [R.R. Nelson, S.G. Winter, An Evolutionary Theory of Economic Change, Harvard University Press, Cambridge, MA, 1982]. This paper examines the effects of three contextual factors, plant size, plant age and unionization status, on the likelihood of implementing 22 manufacturing practices that are key facets of lean production systems. Further, we postulate four “bundles” of inter-related and internally consistent practices; these are just-in-time (JIT), total quality management (TQM), total preventive maintenance (TPM), and human resource management (HRM). We empirically validate our bundles and investigate their effects on operational performance. The study sample uses data from IndustryWeek’s Census of Manufacturers. The evidence provides strong support for the influence of plant size on lean implementation, whereas the influence of unionization and plant age is less pervasive than conventional wisdom suggests. The results also indicate that lean bundles contribute substantially to the operating performance of plants, and explain about 23% of the variation in operational performance after accounting for the effects of industry and contextual factors. © 2002 Elsevier Science B.V. All rights reserved.
01 Mar 1996-Decision Sciences
TL;DR: Through a detailed analysis of the literature, this research identifies 12 constructs of integrated QM strategies and using a survey of 371 manufacturing firms, the constructs are empirically tested and validated.
Abstract: The contemporary quality management (QM) literature prescribes various quality improvement strategies. However, it lacks scientifically developed and tested constructs that represent an integrative QM philosophy. Moreover, an impact of the prescribed QM strategies on a firm's product quality has not been analyzed. Through a detailed analysis of the literature, this research identifies 12 constructs of integrated QM strategies. Using a survey of 371 manufacturing firms, the constructs are then empirically tested and validated. LISREL 7 is used for this purpose. Finally, a framework to examine the effects of integrated QM strategies on a firm's product quality is suggested. Comparisons between this and two other comprehensive scales of TQM are made.
01 Jan 1961-
Abstract: This is a text on achieving profitability through quality, updated for the global marketplace of the 1990s. Principles are put into practice and the two critical success factors are fully explored: how to build quality controls into every phase of operations - product and service development, production, engineering, marketing, distribution, sales, customer service; and how to drive communication and the implementation of quality control strategies down and across organizational lines, mobilizing commitment at every level. For this revised third edition, the author has added a discussion of the significance of quality control to corporate profitability; 12 benchmarks for quality control in the 1990s; and four management principles for achieving a total quality orientation. Topics are brought to life with practical examples and more than 200 illustrations.