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Bridging business boundaries

The TQM Magazine

ISSN: 0954-478X

Article publication date: 1 June 1991

Abstract

Examines the fact that Philips adopted a quality campaign in 1983 with mixed results, culminating in a $2.2 billion loss in 1990, and the reasons for the failure. Illustrates, for example, that the quality initiative became part of existing rivalries and was considered separate from “normal” work, and that the answer lies in quality planning: integrating mechanisms of policy deployment, alignment between levels and process management with integration across all functions. Suggests steps for instigating quality planning, largely through quality workshops that address each element in a planning model outlined in the article, concluding that contention must be replaced by integration and alignment to a common purpose in order to survive.

Keywords

Citation

de Vries, J. and Rodgers, L. (1991), "Bridging business boundaries", The TQM Magazine, Vol. 3 No. 6. https://doi.org/10.1108/09544789110033998

Publisher

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MCB UP Ltd

Copyright © 1991, MCB UP Limited