Understanding Q levels - from quality circles to federal budgets

Article Abstract:

Quality circles cannot be taken in isolation as a quality management process. Case studies of corporate failure to implement the strategy revealed that the total quality process can be divided into quality or Q levels. Little Q represents the tactical portion, Middle Q the corporate infrastructure and Big Q the macroeconomic policies which foster competitiveness in the market. Big Q functions are affected by government policies on health, immigration, tax, transportation, education and trade laws which indicates that in order for total quality management to be effective, the government must be part of the management strategy.

Regulation misc. commercial sectors, Case studies, Industry regulations, Government regulation of business, Trade regulation, Quality circles

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Implementing total quality management for long- and short-term bottom-line results

Article Abstract:

Total quality management (TQM) has been unfavorably scrutinized in the past because of its perceived inability to bring significant bottom-line results. However, various research on the implementation of TQM in Japanese and American companies have revealed that TQM can increase the chances of these companies to remain competitive. This can be attributed to their adoption of the results-oriented approach instead of the activity-based approach in implementing TQM.

Japan, Corporations, Corporations, Japanese

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Total quality or performance appraisal: choose one

Article Abstract:

Most advocates of total quality believe that total quality management (TQM) and performance appraisal are incompatible. For them, company managers can choose to promote either of these two approaches but not both. Since fundamental TQM requirements contradict the basic elements of performance appraisal, it would be impossible to combine them. Thus, companies may have to reexamine their approaches to corporate leadership.

Employee performance appraisals, Leadership, Performance appraisals

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