Taking A Step Back To Juran’S Steps Once The Concept Of

1215 WordsMar 3, 20175 Pages
Taking a step back to Juran’s steps once the concept of awareness and definition of goals have been accepted by the sponsors there must be a determination of how to implement the quality management plan. Once the plan is accepted there must be steps taken to facilitate this plan to staff who will be responsible for the execution of the tasks and activities that will uphold the plan. Once the implementation has taken place and the quality management plan is actively in place for the organization there will be a need to mature the level of quality within the organization. Once implemented the organization will be a low maturity level. Crosby (1980) represents this initial level as a level of uncertainty in his quality maturity maturity…show more content…
4. Quality-improvement process must begin from management as they control the systems and organizational design. These assumptions demonstrate some of the obstacles that organizations can face when implementing quality. For quality, and specifically Total Quality Management, to be successful these items must be true and if not true addressed by the organization. If the cost of implementing quality is not less than correcting defects there is no value in adding quality initiatives. The people that are involved in implementing and carrying out the ongoing quality initiatives they must be willing to adjust and change just as the organization changes, adjusts, and adapts. Challenges/Obstacles Challenges and obstacles must be overcome when attempting to implement quality plans. According to Hackman & Wageman (1995) when determining the viability of Total Quality Management there are four assumptions that drive the core of implementing this quality initiative: 1. Quality is less costly than poor workmanship. 2. Employees care about the quality of their work and will work to improve it. 3. Organizations are composed of interdependent parts with problems that cross functional lines and those cross-functional problems must be addressed. 4. Quality-improvement process must begin from management as they control the systems and organizational design. These assumptions demonstrate some of the possible obstacles that are faced by those hoping to implement quality management

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