Quality: What Makes It Happen?
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More About This Title Quality: What Makes It Happen?
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Written for today's busy workers and managers, this highly readable and to-the-point overview offers a penetrating look at the modern quality movement. Quality: What Makes It Happen? engagingly brings real life meaning to the tenets of the new quality ethic and answers the questions: What is the quality movement? Where did it come from? How will it affect me?
Words and phrases such as empowerment, TQM, quotas, employee rankings, driving out fear, breaking down barriers, customer satisfaction, and statistical process control are made clear and unambiguous. Addressing everyone involved in the performance of an organization, Reilly describes what has worked and what hasn't. Organizational needs for supplier integration, customer participation, and extensive re-training from the top down, and the revolution in our basic concepts of leadership are brought into focus through the extensive use of examples and hard experience.
Beginning with a historical perspective on the origins and maturation of the modern quality movement, the book then takes us through Dr. W. Edwards Deming's famous fourteen points for the achievement of quality. The section entitled New Quality in Action candidly recounts actual organizational successes and failures in building quality programs, the effects of good and bad managers, the values of worker involvement, and the crucial role that organization-wide training must play. The book concludes with top-level, hard learned implementation guidelines for quality. Quality: What Makes It Happen? is required reading for CEOs, presidents, all types of managers, foreman and workers, consultants, and teachers of management courses.
Words and phrases such as empowerment, TQM, quotas, employee rankings, driving out fear, breaking down barriers, customer satisfaction, and statistical process control are made clear and unambiguous. Addressing everyone involved in the performance of an organization, Reilly describes what has worked and what hasn't. Organizational needs for supplier integration, customer participation, and extensive re-training from the top down, and the revolution in our basic concepts of leadership are brought into focus through the extensive use of examples and hard experience.
Beginning with a historical perspective on the origins and maturation of the modern quality movement, the book then takes us through Dr. W. Edwards Deming's famous fourteen points for the achievement of quality. The section entitled New Quality in Action candidly recounts actual organizational successes and failures in building quality programs, the effects of good and bad managers, the values of worker involvement, and the crucial role that organization-wide training must play. The book concludes with top-level, hard learned implementation guidelines for quality. Quality: What Makes It Happen? is required reading for CEOs, presidents, all types of managers, foreman and workers, consultants, and teachers of management courses.
