2. A difference in attitude between a TQM and a non-TQM company has become almost a legend among TQM supporters. An IBM, Canada ordered a batch of components from a Japanese manufacturer and specified that the batch should have an acceptable quality level (AQL) of three defective parts per thousand. Japanese firm believed it is very difficult for them to make defective parts. Question:How do you see the essence of TQM?
2. A difference in attitude between a TQM and a non-TQM company has become almost a legend among TQM supporters. An IBM, Canada ordered a batch of components from a Japanese manufacturer and specified that the batch should have an acceptable quality level (AQL) of three defective parts per thousand. Japanese firm believed it is very difficult for them to make defective parts. Question:How do you see the essence of TQM?
Management, Loose-Leaf Version
13th Edition
ISBN:9781305969308
Author:Richard L. Daft
Publisher:Richard L. Daft
Chapter19: Managing Quality And Performance
Section: Chapter Questions
Problem 10DQ
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2. A difference in attitude between a TQM and a non-TQM company has become almost a legend among TQM supporters. An IBM, Canada ordered a batch of components from a Japanese manufacturer and specified that the batch should have an acceptable quality level (AQL) of three defective parts per thousand. Japanese firm believed it is very difficult for them to make defective parts.
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How do you see the essence of TQM?
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