Exploding the myth: Do all quality management practices contribute to superior quality performance?

• 成果类型: Article
• 署名作者: Dow, D; Samson, D; Ford, S
• 署名单位: University of Melbourne; University of Melbourne; University of Melbourne
• 刊物名称: PRODUCTION AND OPERATIONS MANAGEMENT
• ISSN/ISSBN: 1059-1478
• 发表日期: 1999
• 页码: 1-27
• 关键词: total quality management; QUALITY; performance; Empirical Research

摘要

In his landmark article on total quality management, Powell (1995) lamented the lack of large scale studies investigating quality management practices and performance. This study begins to fill that void using a large, random sample of manufacturing sires. The results show that quality practices can be categorized into nine dimensions. However, not all of them contribute to superior quality outcomes. Employee commitment, shared vision, and customer focus combine to yield a positive correlation with quality outcomes. Conversely, other ''hard'' quality practices, such as benchmarking, cellular work teams, advanced manufacturing technologies, and close supplier relations do not contribute to superior quality outcomes.