Abstract

There are a few critical issues is developing a stable, controlled, and effective quality improvement effort. Here we present these in a linear sequence, following the order of implementation. There are three cognitive areas and four practice areas. The former are: (1) the operational definition of quality is predictive of efforts, measures, success, and competitive blind spots. We present categories of definitions, and show how critical it is to get beyond the packaged mottos that come with training programs. (2) A total quality culture has distinctive attributes that are generally not found in traditional companies. Nine key differentiators are presented and discussed. After the culture gap is described, we offer an expedited approach to addressing the need for culture change. (3) Information can be processed using a variety of logics. Deming has long preached the need for greater statistical thinking. We present the three basic thinking approaches that management uses: rational, scientific, and pattern recognition, and explain the benefits, rewards, and costs of each.

© 1991 Optical Society of America