Management
K. A. POTOCKI AND R. C. BROCATO
QUALITY MANAGEMENT
A System of Management for Organizational Improvement
Kenneth A. Potocki and Richard C. Brocato
F
aced with cutbacks in funding, escalating costs, global competition for limited resources, and a demand for higher-quality outcomes, organizations of all types have felt the pressure to operate more effectively. Organizational improvement is required. Based upon various management approaches, five guiding principles are being used to make outstanding improvements in organizational performance: measurements/benchmarking, leadership, employee involvement, process improvement, and customer focus. However, not every organization trying to apply these principles is successful. What is required for success is that these principles be understood and applied as an integrated system of management.
INTRODUCTION
During the past decade, rapid worldwide technological and sociopolitical changes have precipitated the “globalization” of the economy where “. . . in every industry and sector throughout the world, success, and in some cases survival, will depend upon the ability of organizations to compete globally.”1 Fueled by this change, organizations of all types, including business, government, education, health care, military, and research and development, have been rethinking their operations and management approaches.2 Faced with many of the same demands, such as cutbacks in funding, escalating costs, competition for limited resources, and a demand for higher-quality outcomes, these organizations have all felt the pressure to operate more effectively. The old paradigms simply are not working anymore.3 Transformation into a new style of management is required.2 When we examine the various management approaches that these organizations are taking toward managing improvement, we find five guiding principles that are working to make outstanding gains: measurements/benchmarking, leadership, employee involvement,
QUALITY MANAGEMENT
A System of Management for Organizational Improvement
Kenneth A. Potocki and Richard C. Brocato
F
aced with cutbacks in funding, escalating costs, global competition for limited resources, and a demand for higher-quality outcomes, organizations of all types have felt the pressure to operate more effectively. Organizational improvement is required. Based upon various management approaches, five guiding principles are being used to make outstanding improvements in organizational performance: measurements/benchmarking, leadership, employee involvement, process improvement, and customer focus. However, not every organization trying to apply these principles is successful. What is required for success is that these principles be understood and applied as an integrated system of management.
INTRODUCTION
During the past decade, rapid worldwide technological and sociopolitical changes have precipitated the “globalization” of the economy where “. . . in every industry and sector throughout the world, success, and in some cases survival, will depend upon the ability of organizations to compete globally.”1 Fueled by this change, organizations of all types, including business, government, education, health care, military, and research and development, have been rethinking their operations and management approaches.2 Faced with many of the same demands, such as cutbacks in funding, escalating costs, competition for limited resources, and a demand for higher-quality outcomes, these organizations have all felt the pressure to operate more effectively. The old paradigms simply are not working anymore.3 Transformation into a new style of management is required.2 When we examine the various management approaches that these organizations are taking toward managing improvement, we find five guiding principles that are working to make outstanding gains: measurements/benchmarking, leadership, employee involvement,
References: Institute of Standards and Technology, Gaithersburg, MD (1995). New York (1974). Techniques Proven at Today’s Most Successful Companies, John Wiley & Sons, New York (1994). Profit from Total Quality Management, McGuinn & McGuire Publishing, Inc., Bradenton, FL (1995). QPC, Methuen, MA (1989). 273 (1992). Hall, Englewood Cliffs, NJ, p. 4 (1993). Arlington, VA, p. 52 (1990). the Navy, Chief of Naval Operations, and Commandant of the Marine Corps (10 Feb 1992). Quality Symp., Chicago, IL, pp. 1.1–1.7 (15 Jun 1993). Heatsink Development Process, JHU/APL TSS-94-172 (15 Sep 1995). Teams newsletter), Issue 16 (Winter 1991–92). Chicago, IL, p. 6 (1995). 412 JOHNS HOPKINS APL TECHNICAL DIGEST, VOLUME 16, NUMBER 4 (1995)