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TQM2: A Meta-Methodology for Revitalizing Flagging Quality Initiatives

  • S. Smith
  • D. Tranfield
  • S. Whittle
  • M. Foster
Chapter

Abstract

This paper reports research into the ‘plateauing effect’ of companies experiencing diminishing marginal returns 18 months to 2 years after implementing TQ programmes. It identifies TQ cultural assumptions as the major cause of this, outlining three substantive managerial mindsets which underpin each TQ culture, Visionary TQ, Planning TQ, and Learning TQ. In depth examination of companies considered leaders in TQ implementation identified a crucial fourth mindset within the management team which was key to successful continuous improvement. This is identified as Transformational TQ, and enables management teams operating from this mindset to select from the three substantive approaches, a contingent and bespoke TQ programme. A methodology has been developed to enable management teams to introduce TTQ and hence revitalise and sustain their TQ efforts.

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References

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Copyright information

© Department of Mechanical Engineering University of Manchester Institute of Science and Technology 1993

Authors and Affiliations

  • S. Smith
    • 1
  • D. Tranfield
    • 1
  • S. Whittle
    • 1
  • M. Foster
    • 1
  1. 1.Sheffield Business SchoolUK

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