An evaluation of the total quality management implementation strategy for the advanced solid rocket motor project at NASA's Marshall Space Flight Center

An evaluation of the NASA's Marshall Space Flight Center (MSFC) strategy to implement Total Quality Management (TQM) in the Advanced Solid Rocket Motor (ASRM) Project is presented. The evaluation of the implementation strategy reflected the Civil Service personnel perspective at the project level. The external and internal environments at MSFC were analyzed for their effects on the ASRM TQM strategy. Organizational forms, cultures, management systems, problem solving techniques, and training were assessed for their influence on the implementation strategy. The influence of ASRM's effort was assessed relative to its impact on mature projects as well as future projects at MSFC

Customization Or Conformity? An Institutional And Network Perspective On The Content And Consequences Of TQM Adoption

This study develops a theoretical framework that integrates institutional and network perspectives on the form and consequences of administrative innovations. Hypotheses are tested with survey and archival data on the implementation of total quality management (TQM) programs and the consequences for organizational efficiency and legitimacy in a sample of over 2,700 U.S. hospitals. The results show that early adopters customize TOM practices for efficiency gains, while later adopters gain legitimacy from adopting the normative form of TQM programs. The findings suggest that institutional factors moderate the role of network membership in affecting the form of administrative innovations adopted and provide strong evidence for the importance of institutional factors in determining how innovations are defined and implemented. We discuss implications for theory and research on institutional processes and network effects and for the literatures on innovation adoption and total quality management.(.)Business Administratio

Total Quality Management: Analysis, Evaluation and Implementation Within ACRV Project Teams

Total quality management (TQM) is a cooperative form of doing business that relies on the talents of everyone in an organization to continually improve quality and productivity, using teams and an assortment of statistical and measurement tools. The Assured Crew Return Vehicle (ACRV) Project Office was identified as an excellent project in which to demonstrate the applications and benefits of TQM processes. As the ACRV Program moves through its various stages of development, it is vital that effectiveness and efficiency be maintained in order to provide the Space Station Freedom (SSF) crew an affordable, on-time assured return to Earth. A critical factor for the success of the ACRV is attaining the maximum benefit from the resources applied to the program. Through a series of four tutorials on various quality improvement techniques, and numerous one-on-one sessions during the SSF's 10-week term in the project office, results were obtained which are aiding the ACRV Office in implementing a disciplined, ongoing process for generating fundamental decisions and actions that shape and guide the organization. Significant advances were made in improving the processes for two particular groups - the correspondence distribution team and the WATER Test team. Numerous people from across JSC were a part of the various team activities including engineering, man systems, and safety. The work also included significant interaction with the support contractor to the ACRV Project. The results of the improvement activities can be used as models for other organizations desiring to operate under a system of continuous improvement. In particular, they have advanced the ACRV Project Teams further down the path of continuous improvement, in support of a working philosophy of TQM

Implementation of quality improvement techniques for management and technical processes in the ACRV project

Total Quality Management (TQM) is a cooperative form of doing business that relies on the talents of everyone in an organization to continually improve quality and productivity, using teams and an assortment of statistical and measurement tools. The objective of the activities described in this paper was to implement effective improvement tools and techniques in order to build work processes which support good management and technical decisions and actions which are crucial to the success of the ACRV project. The objectives were met by applications in both the technical and management areas. The management applications involved initiating focused continuous improvement projects with widespread team membership. The technical applications involved applying proven statistical tools and techniques to the technical issues associated with the ACRV Project. Specific activities related to the objective included working with a support contractor team to improve support processes, examining processes involved in international activities, a series of tutorials presented to the New Initiatives Office and support contractors, a briefing to NIO managers, and work with the NIO Q+ Team. On the technical side, work included analyzing data from the large-scale W.A.T.E.R. test, landing mode trade analyses, and targeting probability calculations. The results of these efforts will help to develop a disciplined, ongoing process for producing fundamental decisions and actions that shape and guide the ACRV organization

Characteristics of TQM: Evidence from the RIT/USA Today Quality Cup Competition

This paper reports the results of a field study examining the use of TQM at 15 firms. The sample is drawn from winners and finalists of the RIT/USA Today Quality Cup. The authors interviewed 75 employees (5 per firm) including 14 executives, 44 middle managers, and 17 front line workers. The interviews elicited information on the motives for adopting TQM, the role of leadership, the use of monitoring, the use of rhetoric, the extent and type of training, the basis for employee evaluation, compensation, and promotion, the use of teams, reallocation of authority, and the results of the TQM program. We use the data to provide a description of how TQM works in practice, including factors that determine patterns of use across firms. A major result is that team-based problem solving is used about twice as frequently as devolution of authority in our sample. We attribute this result to the higher costs of monitoring and corporate change associated with devolution relative to problem solving.

An empirical investigation of the channels that facilitate a total quality culture

It is generally agreed that the culture of an organisation is a function of its values, beliefs and behavioural practices and that the influence of culture on an organisation is powerful and pervasive. There is also broad agreement that total quality management (TQM ) is a management paradigm that propagates certain values, behaviour and working methods. Moreover, that the successful introduction and practice of a total quality management approach requires close attention to, and more often than not modification of, organisational culture. Yet, culture is somewhat intangible, and regardless of the precise cultural aspirations, in order to change or maintain the desired culture an organisation needs a set of facilitating channels. These are mechanisms or necessary conditions that influence, mould and help sustain a desirable cultural orientation. This paper examines the channels that facilitate the development of a total quality culture based on the findings of an investigation of an international sample of organisations widely regarded as leading exponents of TQM

TQM implementation: An empirical examination and proposed generic model

Total quality management (TQM) is considered by many as an important quality and business performance improvement tool. The popularity of the concept has led to an explosion of TQM related literature. A careful review of the literature suggests that most publications recount the experiences or perceptions of the authors or deal with single case organisations. Furthermore, there is a dearth of empirical research and literature dealing with TQM's implementation process. This paper reports the findings of a research project that empirically examined the process of TQM implementation in a sample of organisations widely regarded as leading exponents of TQM. The paper presents a non-prescriptive model of the TQM implementation process derived from the findings and proposes an "outcome driven" approach as an alternative to the more commonplace TQM implementation strategies

Competitive manufacturing strategies for the manufacturing industries in Turkey

In this study, results of the research into competitive manufacturing strategies of companies in four different sector studies covering 82 companies from the electronics, cement, automotive manufacturers, and appliances part and component suppliers in Turkey are presented. The data used in the study are gathered by conducting four sector surveys in 1997 and 1998 using a questionnaire supported by some follow-up interviews and site visits. A competitive manufacturing strategy is represented here by its components being the competitive priorities, the manufacturing objectives, and the action plans the companies plan to adopt in the near future. The results indicate that the manufacturing industry in Turkey bases its competition strategy mainly on low price, although there is a growing trend towards increasing emphasis on product differentiation. Quality and quality related issues constitute the top priority issues for the manufacturing industries in Turkey with Total Quality Management being the most preferred action plan