Redeveloping The Organization To Implement QMS And Improve The Bottom Line

QMS-drive change has come in five phases:

1. Statistical basis for managerial decision making.

2. Creation of peer review groups, quality circles. (2-5 = emergence of the team)

4. Consequences for pay structure and status within organizations.

5. Application to service organizations instead of manufacturing sector, which was original arena of implementation. (This is a special case, derived from and going beyond the original appl

These two books are merely the most recent and most relevant of a tidal wave of publications in the field of QMS for the service sector. Someone is buying and using these books. Overall, in the economy, the nearly continuous improvement in productivity and in customer satisfaction argues that the organizational response to QMS in terms of change and redevelopment is happening and is being somewhat successful.

3. Change in overall culture. At a far slower pace than the introduction of teams on the production floor or in work units of a service industry, the overall culture of various organizations has changed. As team members gained greater autonomy, respect, importance, and value to the firm, greater efforts were made to retain them, leading to such innovations as banded salary systems and market basket approaches to improved fringe benefits. The worldwide pervasiveness of QMS, as represented by the international standard ISO 9001/9002, has marked the co-evolution of globalization and QMS, facilitating the flow of workers, products, production methods, and work culture among the nations of the world, contributing to economic growth and the dispersion of industry. This has been a major cultural shift in general society that has partly resulted from QMS that assures uniform quality of services or goods regardless of where on earth they are produced. An example of this is Dell’s customer service call center in Bangladore, India, that serves the whole world. Dell is a prominent ISO 9001/9002 company.

ications to manufacturing. It includes such organizations as the military.)

2. Creation of peer review groups, quality circles. Deming urged the creation of quality teams, sometimes called tiger teams, made up of production workers to discover and conquer controllable sources of error and introduce running improvements in production in the process he christened continual improvement. As organizations successfully implemented such teams, the relationship between workers and managers changed to one of greater perceived interdependence and respect. In most cases, this change did not affect the execu

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