Insights into improving organizational performance
Article Abstract:
The experience of Cheshire Medical Center in Keene, NH, offers valuable lessons on continuous quality improvement (CQI) management. Since it adopted its CQI model in 1991, the hospital has learned the importance of getting senior management's commitment to the program, paying closer attention to culture than to structure, choosing the right model, and establishing ground rules and the roles of those involved in the program. The experience also underscored the need to identify who is in charge of the project, to facilitate team work, to provide training and support.
Publication Name: Quality Progress
Subject: Engineering and manufacturing industries
ISSN: 0033-524X
Year: 1997
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Leading the duck at mission control
Article Abstract:
Wainwright Industries Inc.'s quality performance is checked by a center called "mission control" with five main key indicators which include safety, internal customer satisfaction index (ICSI), external customer satisfaction index, six-sigma quality and business performance. ICSI is used to check the effectiveness of internal communication. The company provides statistical process, synchronous organization, communication, interpersonal skills, technical training and reading skills for their training.
Publication Name: Quality Progress
Subject: Engineering and manufacturing industries
ISSN: 0033-524X
Year: 1995
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15 years and still going...
Article Abstract:
National Semiconductor Corp., manufacturing circuits for commercial, industrial, aerospace and military applications, started total quality (TQ) program which has been successful for 15 years. It is the world's second largest manufacturer of military and aerospace semiconductors which worked in three stages. Creative, high-performing employees, enlightened managers and knowledge of different people has led to the success of National Semiconductor's TQ.
Publication Name: Quality Progress
Subject: Engineering and manufacturing industries
ISSN: 0033-524X
Year: 1995
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