By Pat Townsend, Joan Gebhardt
ISBN-10: 0873896602
ISBN-13: 9780873896603
Annotation
"This ebook describes a practical set of steps that make sure that a company of any style to have interaction each person on its payroll in its whole continuous development attempt. The authors' goal is to re-energize the "Quality Revolution" within the usa by means of giving organisations a pragmatic choice for tapping into the expertise already on their payrolls. The e-book offers not just logical thought but in addition a real-life, full-scale luck tale as a model."--BOOK JACKET.Title precis box supplied through Blackwell North the US, Inc. All Rights Reserved. �Read more...
summary: Annotation
"This booklet describes a practical set of steps that guarantee that a company of any kind to have interaction each person on its payroll in its entire continuous development attempt. The authors' goal is to re-energize the "Quality Revolution" within the usa through giving agencies a pragmatic choice for tapping into the expertise already on their payrolls. The booklet offers not just logical idea but additionally a real-life, full-scale good fortune tale as a model."--BOOK JACKET.Title precis box supplied by way of Blackwell North the USA, Inc. All Rights Reserved
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Additional info for Quality Makes Money
Example text
Learning the idiosyncrasies of the people who make up the company and how they work together on a personal and professional basis is more difficult than learning how to plot quality improvements on a chart. One caution: Overseeing the quality process cannot be seen as a way to beef up the résumé of someone competing for future power in the company. Make no mistake, the position described is second only to president or CEO in terms of personal satisfaction. ) This individual is in the middle of virtually everything that is going on in the organization; he or she has the opportunity not only to deal with people throughout the company, but also to see them at their best and happiest.
Having both an emotional and a rational commitment from the CEO is ideal, but a basic structure to get the organization going down the correct path can be determined with a rational commitment from the majority of senior leadership. After studying other organizations’ successes and understanding the potential impact on the bottom line, senior managers can give their assent to an approach to quality and agree to provide at least the minimum in the way of obvious support. Emotional commitment can come later.
The success of a CQP, however, depends not only on giving every employee a tool kit, but also on inculcating the ability and the will to use the tools. In fact, it can be argued that the ability and will to use the tools are paramount. And that’s where leadership comes in. Tom Peters once said that the problem with most quality efforts is that they are either all system and no passion or all passion and no system. Done correctly, CQP efforts strike the balance between the two through confident, informed leadership.