Suggests that TQM is a mystery for many Australian companies and proposes a framework that is both consistent with the objectives of TQM and applicable within the Australian culture. Argues that Australians are different and unique, so US and Japanese examples of TQM in action are not accurate for Australia. Highlights strengths and weaknesses of the Australian character then describes a suitable model with its various phases: strategy, structure and action. Concludes by restating the aims of TQM compared to “old” ways of working and interrelating.
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