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Essay / Research Paper Abstract
A 6 page paper that discusses adopting Total Quality Management principles in three sectors: manufacturing, service and non-profit. The examples for each industry are: Boeing, Starbucks and a library, respectively. The paper ends with a matrix that illustrates the commonalities and differences of using TQM between and among these three sectors. 1 Matrix Table included. Bibliography lists 7 sources.
Page Count:
6 pages (~225 words per page)
File: MM12_PGtqm309.rtf
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Unformatted sample text from the term paper:
understand Demings 14 points and the obstacles that impede the organizations transformation. The reasons so many TQM initiatives fail are related to a lack of a shared vision, a lack
of leadership, inadequate planning, a lack of training, failure to train managers and employees in the process and failure to empower employees. The basic foundation of TQM is continuous
improvement that is focused on customer satisfaction (Masters, 2003). TQM was initially used almost exclusively in manufacturing companies. There is a good reason for that. Output and outcomes are
easily measured. This is not true in any other sector, such as service, government and non-profit organizations. Other sectors are now using the TQM approach successfully. This essay considers one
company in each of three sectors: manufacturing, service, and non-profit. Boeing is a huge multinational corporation whose most recent innovation is the 787 Dreamliner airplane. The company has historically enjoyed
an excellent reputation for numerous reasons, including quality of product and service and human resource management. Using the Dreamliner project as an example of how Boeing implemented Demings 14 points
in the TQM process, we find that: the project had constancy of purpose with full commitment at all levels of the project; adoption of the philosophy of cooperation where everyone
was involved, including hundreds of suppliers and continued improvement in managing a diverse workforce; finding and using the best suppliers they could fine in the world and developing trusting relationships
with them; continually improving their processes of production and human resource management; providing extensive training programs; exercising exceptional leadership; integrating departments no matter where they were located and establishing cross-functional
teams; and removing obstacles so employees at all levels could do their jobs well and derive joy in doing their jobs (Yu, 2008). Yang (2006) points out that that service
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