A serious gap is emerging between what is espoused as total quality management and what is actually being implemented. Examples of actual implementation failures are given. In addition to affecting the offending firms, these gaps threaten the viability of the quality management movement in the United States. Their causes and appropriate counter measures are worthy topics for research.
Business Week (1987), “The Push For Quality,”Cover Story, Business Week, June 8., 129–142.
2.
Business Week (1991), “The Quality Imperative,” Special Issue, Business Week, October 25, 7–38.
3.
Business Week (1994), “Quality: How to Make It Pay,”Cover Story, Business Week, August 8, 53–59.
4.
CrosbyP. (1979), Quality is Free, McGraw‐Hill, New York.
5.
DemingW. E. (1982), Quality, Productivity and Competitive Position, MIT‐Center for Advanced Engineering Studies, Cambridge.
6.
DemingW. E. (1986), Out of the Crisis, MIT‐Center for Advanced Engineering Studies, Cambridge.
7.
EastonG. S. (1993), “A Baldrige Examiner's View of U.S. Total Quality Management,”California Management Review, Spring, 32–54.
8.
EastonG. S., and JarrellS. (1994), “The Effects of Total Quality Management on Corporate Performance: An Empirical Investigation,” unpublished University of Chicago working paper.
9.
The Economist (1995), “The Straining of Quality,”The Economist, January 14, 55–56.
10.
FuchsbergG. (1992), “Total Quality is Termed Only Partial Success,”Wall Street Journal, May 14, B1.
11.
GreislingD. (1994), “Quality: How to Make It Pay,”Business Week, August 8, 54–59.
12.
HachmanJ. R., and WagemanR. (1995), “Total Quality Management: Empirical, Conceptual and Practical Issues,”Administrative Science Quarterly, 40, 309–342.
13.
HalberstamD. (1986), The Reckoning, Morrow, New York.
14.
HendricksK. B., and SinghalV. (1995), “Does an Effective TQM Program Actually Improve Operating Performance? Empirical Evidence From Firms that have Won Quality Awards,” unpublished Georgia Tech working paper.
15.
IshikawaK. (1985), What is Total Quality Control? The Japanese Way, Prentice Hall, Englewood Cliffs, NJ.
16.
JacobsonG., and HillkirkJ. (1986), Xerox, American Samurai, Macmillan, New York.
17.
JuranJ. M. (1979), “Japanese and Western Quality: A Contrast,”Quality, January and February.
18.
JuranJ. M. (1985), “Catching Up: How is the West Doing?”Quality Progress, November, 1985., 18–22.
19.
JuranJ. M. (1988), Juran on Quality Planning, The Free Press, New York.
20.
JuranJ. M. (1993), “Made in U.S.A.: A Renaissance in Quality,”Harvard Business Review, July‐August., 42–50.
21.
KearnsD., and NadlerD. (1992), Prophets in the Dark: How Xerox Re‐invented Itself and Beat Back the Japanese, Harper Business, New York.
22.
LammR. D. (1988), “Crisis: The Uncompetitive Society” in Global Competitiveness: Getting the U.S. Back On Track, StarrM. K. (ed.), W. W. Norton, New York. (Chapter 1, p. 12–42).
23.
MathewsJ., and KatelP. (1992), “The Cost of Quality: Faced with Hard Times, Business Sours on Total Quality Management,”Newsweek, September 7, 48–49.
24.
MizunoS. (1988), Company‐Wide Total Quality Control, Asian Productivity Organization, Tokyo.
25.
NIST (1995), The 1995 Malcolm Baldrige National Quality Award Criteria, National Institute of Standards and Technology, Gaithersburg, MD.
26.
RegerR. K.GustafsonL. T.DemarieS. M., and MullaneJ. V. (1994), “Refraining the Organization: Why Implementing Total Quality is Easier Said Than Done,”Academy of Management Review, 91, 3, 565–584.
27.
RobinsonJ. D.IIIPolingH. A.AckersJ. F.GalvinR. W.ArtztE. L., and AllaireP. F. (1991), “An Open Letter: TQM on the Campus,”Harvard Business Review, November/December, 94–95, reprinted in POMS J., Winter 1992., 121–122.
28.
StarrM., and UllmannJ. E. (1988), “The Myth of U.S. Industrial Supremacy,” in Global Competitiveness: Getting the U.S. Back On Track, StarrM. K. (ed.), W. W. Norton, New York. (Chapter 2, p. 43–71).
