Argyris, Christopher. Overcoming organizational defenses (total quality
management).Journal for Quality and Participation 15, no.2
(March 1992): 26+.
Implementing total quality programs should be done with care in order to avoid resistance.
Defensive routines and reasoning may result unless management is aware of how human behavior
is influenced by change techniques.
Avery, Susan. Suppliers help Motorola push past quality wall.Purchasing (January 11, 1996): 65-6. (BPR006).
This article explains that a common approach to quality is necessary in establishing and
strengthening long-term industry/supplier relationships.
Drensek, Robert A. and Fred B. Grubb. Quality quest: one company's successful
attempt at implementing TQM.Quality Progress 28, no.9
(September 1995): 91-95. (BPR036).
Case study of one organization's implementation of total quality measurement based on a strategy
called the Quality Quest, which calls for four absolutes of quality: 1) the definition of quality is
conformance to requirements; 2) the system of quality is prevention; 3) the performance standard
of quality is zero defects; and 4) the measurement of quality is the price of non-conformance. The
article describes the implementation of the program.
Gohlke, Annette. Benchmarking for strategic performance improvement.Information Outlook (Special Libraries Association) 1, no.8 (August
1997): 22-24. (BPR218).
The author defines benchmarking as a TQM tool used to measure and compare the
workprocesses in one's organization with those in other organizations. The goal of benchmarking
is to increase performance by: 1) identifying organizations with best practices as partners; 2)
measuring and comparing a selected work process against partners; 3) conducting interviews with
the benchmark organization; and 4) adopting or adapting their best practices. To identify what is
important to one's customers, choose critical success factors to serve as criteria associated with
good services and resources. To do this, talk to management, customers, and staff. It is the
critical success factors which will generate benchmarking studies.
Harrington, H. James. Total improvement management: the next generation in
performance improvement. New York: McGraw-Hill, 1995. 488p (Shelved at
HD31.H3454 1995).
The author discusses the importance of Total Improvement Management(TIM). Organizations
not only need to improve quality, they need to improve the way in which they use their resources.
Quality, productivity, technology, and cost must be balanced in order to ensure TIM will work.
The author has a 12-step process for TIM.
Kantor, Rosabeth. When giants learn to dance: mastering the challenge of
strategy, management, and careers in the 1990s. New York: Simon and Schuster,
1989. 415 pp. (Shelved at HD58.8.K365 1989).
The author discusses what is called a post-entrepreneurial revolution. She sees the blending of
current entrepreneurial ideas with more traditional management skills like corporate discipline and
teamwork. She believes that companies must shake off the hierarchical organization in favor of
flatter organizations in order to remain competitive. The book looks at several companies of
varying sizes, from small businesses to large conglomerates like AT&T, to discover their
management techniques.
Kim, Daniel H. Toward learning organizations: integrating Total Quality
Control and systems thinking. Cambridge, MA: Pegasus Communications, 1997. 17
pp. (Shelved at HD62.15.K55 1997).
Total Quality Control (TQC)-driven environments are based on advancing continuous
improvement at every level of the organization. To accomplish this improvement, there must be
an emphasis placed on becoming a learning organization, not only at the operational level, but also
at a conceptual level, where mental models need to be altered as the organization's deep-rooted
assumptions and norms are challenged in order to reframe problems and generate radically
different solutions. Learning organizations will benefit from using the seven TQC tools (Pareto
chart, cause-and-effect diagram, stratification, check sheet, histogram, scatter diagram, and
control charts) as analytical means of understanding and improving processes. A systems level of
thinking is needed to advance management thinking at the conceptual level where the constituent
parts are synthesized. At the point of synthesis, functions striving to optimize their own
performance can lead to overall functional gridlock unless systems thinking provides a framework
for understanding the importance of managing the interconnections, gaining insight into the nature
of complex systems, and testing assumptions about the effect of change upon the system. The
author calls the integrated TQC and systems thinking approach Systemic Quality Management
(SQM), a model which includes tools falling into four broad categories: brainstorming tools,
dynamic thinking tools, structural thinking tools, and computer-based tools. Kim asserts that
managers, as experimental researchers formulating theories and conducting controlled tests,
should be responsible for enhancing the quality of their thinking and rethinking, not just the
quality of their doing.
Kohlhorst, Gail L. and Barbara A. Cortina. Total quality management: an
annotated bibliography. 4th ed. Washington: General Services Administration,
1993. 38 pp. (Shelved at HD62.15.T672 1993).
This bibliography of books and periodical articles is intended to be used as an informational guide
for federal employees who are interested in the subject of Quality Management.
Moore, John W. Auditing business process reengineering and TQM projects.Internal Auditing (Winter 1997): 47-52. (BPR 193).
The term BPR is used for organizational redesign of processes and workflows, whereas TQM is
used to mean continuous, incremental improvement. This article discusses process reviews and
proposes simulation software for performing process reviews to provide management with useful
measurements of either the redesign or incremental improvement for purposes of audit
control.
Muir, Holly J. Collecting & analyzing benchmarking data: a librarian's
guide. Library Benchmarking Notebook #4. Universal City, TX: Library
Benchmarking International, 1994. 66 pp. (Shelved at Z678.85.L43 no.4).
This book gives easy to understand directions and instruction on how to do the numeric
calculations associated with Benchmarking. In order to see how benchmarking is working, it is
important to do quantitative analysis comparing the job at hand with the work of others. The
author uses a four-step process and a case study.
Reynolds, Larry. The feds join the quality movement.Management Review 81(April 1992): 39-40.
This article profiles President Reagan's Federal Quality Institute (FQI) which provides staff to
give seminars and consulting services to agencies implementing TQM programs. Created in 1988,
the FQI set out to transfer TQM tools from the business world to the federal
government.
St. Clair, Guy. Benchmarking, total quality management, and the learning
organization: new management paradigms for the information environment.Special Libraries 84, no.3 (Summer 1993): 120-122. (BPR161).
This is an overview introduction for a special issue of Special Libraries focusing on TQM,
Benchmarking, and Learning Organization.
St. Clair, Guy. Total Quality Management in information
services. New Providence, New Jersey: Bowker-Saur, 1997. xxv, 261 pp. (Shelved
in ZA3157.S23 1997).
TQM focuses on customers' needs and demands that the manager be primarily accountable to the
customer. Besides customer service, the essentials of quality management call for accurate
measurement, continuous improvement, work relationships based on trust and teamwork, and the
support of upper management.
Thomas, Philip R. Quality alone is not enough. New York:
American Management Association, 1992. 75 pp. (Shelved at HD69.T54465 1992).
1/98 version: The steps in crossfunctional mapping involve defining the scope of an activity,
identifying a sequence of activites, correlating activities with functions, and "walking the flow" to
ensure that all steps are included.
Total quality management: a how-to workshop for the professionals committed
to
quality. Boulder, CO: CareerTrack Publications, 1992. 3 videocassettes. (Shelved
at HD62.15.T66 1992 - Training Room).
These three videocassettes total 180 minutes of videotape on total quality
management.
Your place in total quality. Carlsbad, CA: CRM Films, 1992. 1
videocassette. (Shelved in Training Room cabinets at HD62.15.Y68 1992).
This 25-minute film focuses on a faltering organization whose survival is in jeopardy.
Company-wide chaos is met by a new shared vision and commitment to that vision throughout the
workplace. The film is successful in showing not only how to "sell" quality to the workforce, but
the importance of commitment to high quality by every member of the organizational
team.
