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Quality Wars: The Triumphs and Defeats of American BusinessBy Jeremy Main
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The quality revolution in American industry, now more than a decade old, has produced an avalanche of books, but this is the first in-depth study reporting the struggles from inside the companies that have attempted large-scale improvement efforts. Jeremy Main has interviewed more than a dozen chief executives, all of whom have managed quality programs, including Charles Clough of Nashua, Robert Galvin of Motorola, James Hagen of Conrail, Roger Milliken of Milliken, Ray State of Analog Devices, and John Young of Hewlett-Packard, in addition to hundreds of other senior executives, workers, labor representatives, city officials, military officers, and hospital administrators. Through their experiences, Main reveals what works and what doesn't work when an organization attempts the transforming leap into Total Quality Management. Their message comes through loud and clear: it is a tough battle, but persistence can win priceless rewards. The notable successes at BancOne, L.L. Bean, Ford, Hewlett-Packard, Motorola, Saturn, Solectron, and Xerox prove it. However, Main shows that Motorola and Hewlett-Packard, among the earliest and best practitioners of total quality, are still finding obstacles to overcome. And some other early converts, such as Florida Power & Light, have stumbled badly along the way. Main's vivid descriptions of these setbacks capture the difficulties inherent in implementing a total quality system. His dramatic accounts of success and failure at companies such as Milliken and Intel convey valuable knowledge that is otherwise gained only by actual experience. The way to achieve the "new quality" of today, Main shows, is through a full commitment to TQM. He reveals through the experiences of these companies that TQM is not just a management tool, as it has often been used, but a management philosophy that is indispensable in attaining a high level of quality-- now a requisite for competing successfully. With the collaboration of the Juran Institute, Main demonstrates how TQM has transformed companies by improving quality at all levels. The accounts of these triumphs are direct evidence that world-class quality is attainable by American industry, and will inspire and point the way for executives, managers, and government officials in their timeless pursuit of total quality.
- Sales Rank: #3277698 in Books
- Published on: 1994-03-28
- Original language: English
- Number of items: 1
- Dimensions: 9.53" h x 1.26" w x 6.43" l,
- Binding: Hardcover
- 382 pages
From Publishers Weekly
What is quality? How can we achieve and sustain it? In this impressive study, Main, formerly a Fortune magazine editor, focuses on total quality management's (TQM) quest for the "holy grail." Main's coverage of the need for TQM is intriguing. As American corporations grew bigger and older, they became self-destructive, he notes. Studying some key TQM corporations and leaders (Roger Milliken; Motorola's Robert Galvin) in depth, he also examines ways in which TQM can be harnessed by government and the professions. "Fumblers" (corporations that "have been trying for quality for years without succeeding") are also profiled. Main, weaving a rich tapestry free of statistics and math, has provided a sophisticated view of TQM.
Copyright 1994 Reed Business Information, Inc.
From Booklist
Although long revered in Japan, quality guru W. Edwards Deming remained almost anonymous in the U.S. until recently. Ironically, Joseph M. Juran, who some argue deserves even more credit than Deming for the "quality revolution," is still relatively unknown. The Juran Institute is his consulting firm specializing in total quality management (TQM) systems. Under the institute's auspices, Main, a former member of Fortune's board of editors, reports on the status of TQM in the U.S. today. Having interviewed hundreds who have been involved with implementing TQM within their own organizations, Main documents successes and, more important, failures in the effort to improve quality and change thinking. Even some of those who were successful early on continue to find obstacles; others have suffered letdowns after their initial bursts of enthusiasm. In what may be one of the most important of the many books on quality, Main shows others how to learn from those efforts. David Rouse
From Kirkus Reviews
A journalist's objective and informative report on total quality management (TQM) in the US over the past 15 years. Drawing on the resources of the Juran Institute (a Connecticut-based consultancy that underwrote his research), Main provides a wide-ranging, jargon-free briefing on TQM's past, present, and potential. At the outset, he assesses the factors that induced American enterprise to add quality assurance to its operating manual during the 1970s. These range from the inroads made by Japanese suppliers in domestic markets to recurrent oil crises and the desire to gain or maintain a competitive edge. The former Fortune editor goes on to document the frequently ineffectual efforts of pioneering corporations to embrace TQM, an eye-of-the-beholder concept that requires top-down attention, employee involvement, customer orientation, and the use of tools (benchmarking, control charts, statistical measurements) that he fears are beyond the capacities of ill-educated US workers. Main next provides an anecdotal audit of companies that have made a success or failure of TQM. Among those singled out for accolades are Banc One, Ford Motor, Hewlett-Packard, Intel, Motorola, and Xerox. The ranks of the fumblers include Caterpillar, Florida Power, GM, IBM, and Southern Pacific (several of whom are past winners of the Malcolm Baldridge National Quality Award). Covered as well are services (airlines, finance, insurance, telecommunications), the professions (education, law, medicine), and government. Among other advantages, Main concludes, TQM can afford committed organizations a focus (i.e. clients, consumers, or the tax-paying public) they previously lacked, enhance labor's loyalty and competence (though Main worries about the impact of mass layoffs in the name of cost containment), put a premium on genuine leadership, and otherwise yield handsome returns. Accessible, down-to-earth guidance on a demanding oversight philosophy that, for all its recuperative powers, promises the commercially challenged neither quick fixes nor instant salvation. -- Copyright ©1994, Kirkus Associates, LP. All rights reserved.
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