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Essay / Research Paper Abstract
This 7 page paper provides an analysis of the 2000 disaster that occurred when an Air France Concorde jet crashed in Paris. Total Quality Management (TQM) as a model is explored in depth. Had TQM been implemented, the disaster might not have occurred. Bibliography lists 8 sources.
Page Count:
7 pages (~225 words per page)
File: RT13_SA311air.rtf
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Unformatted sample text from the term paper:
Concorde fleet of French and British jets. The difficulty that caused the crash is of course the first place that one needs to look in order to uncover just how
the crash occurred and how to prevent them in the future. Were there safety issues? Was there something--some mechanism, some safety procedure, something that should not have been neglected--that might
have saved the passengers from their deadly fate? In examining this issue from a business perspective, it is clear that safety checks can avert error. At the same time, there
are always circumstances beyond the control of pilots and safety inspectors. Accidents do happen. Thus, an important question is whether or not the July 25th accident could have been averted.
Many methods of management have been employed in recent years to make sure that quality is present. One such measure is called Total Quality Management or TQM. Might TQM
have saved the plane from crashing on that fateful July day? In looking at Total Quality Management, several issues need to be addressed. First, what does TQM do
for companies exactly? Basically, Total Quality Management provides a paradigm shift in management philosophy for the enhancement of organizational effectiveness (Byrne, 1992; Gagne, 1983; Lowe and Masseo, 1986 cited in
Emery, Summers and Surak, 1996). It focuses the efforts of all members of an organization to continuously improve all organizational processes and increase value to its customers, while at the
same time maintaining and focusing on a clear vision of the organizations purpose (1996). Much of TQM depends on letting go of barriers within the organization and between the organization
and its stockholders or others who have interests in the company (1996). This differs from traditional measurements of quality where management had been most concerned with production and profit. With
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