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Essay / Research Paper Abstract
This 15 page paper begins with an abstract. This essay discusses Deming's points, obstacles, reasons TQM initiatives fail, the importance of continuous improvement and employee involvement. The essay compares the Japanese orientation to continuous improvement, called Kaizan, and the Western orientation. The PDCA cycle for improvement is explained. Examples are provided to illustrate the benefits of continuous improvement efforts. Employee involvement is also explained and described along with examples of employee involvement. Bibliography lists 15 sources.
Page Count:
15 pages (~225 words per page)
File: MM12_PGtqm06.rtf
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Unformatted sample text from the term paper:
inhibit transformation. Total quality initiatives that fail typically do so due to: a lack of shared vision, an inadequate planning process, lack of organizational commitment, lack of training, failure to
empower employees, and lack of integration between and among departments and teams. This essay discusses Demings points, obstacles, reasons TQM initiatives fail, the importance of continuous improvement and employee involvement.
The essay compares the Japanese orientation to continuous improvement, called Kaizan, and the Western orientation. The PDCA cycle for improvement is explained. Examples are provided to illustrate the benefits of
continuous improvement efforts. Employee involvement is also explained and described along with examples of employee involvement. Introduction/Background Deming offers a list of 14 Points related to
Total Quality Management (TQM) and while it is tempting to view the list as a sequential "to-do" list, that would destroy its essence. These lists are guidelines; they are the
caveats; the principles of total quality management. The real value and power of the list in transforming a company comes in terms of looking at the company more holistically. The
entire framework for the organizations thinking must change from how to do to how to be. Demings fourteen points do follow a logical pattern and without them, implementation of TQM
will fail but it is the full change in management style that will bring about the transformation of the company (Castellano, Roehm and Hughes, 1995). Deming (1986) points out that
to make any kind of transformation, managers need to know what changes must be made. This is what Deming calls, "profound knowledge" (p. 43). Two of the elements in Demings
system of profound knowledge are: understanding the system, how the network of activities are related to each other in order to accomplish the organizations purpose, and understanding the variance, the
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