The implementation of Total Quality Management (TQM) principles and practices in continuous‐process manufacturing operations is described from initial consideration through to TQM becoming part of the normal operations of the company. The importance of management‐led project teams in the early phases of implementation and the subsequent shift to operator‐initiated and ‐controlled quality improvements is detailed. Accreditation to international quality system standards (ISO 9002) and the interaction of such accreditation with the cultural change required for successful TQM implementation is discussed. Problems confronting effective TQM implementation or quality‐system accreditation are discussed such as: relationships between the multinational parent company and the domestic subsidiary, and the geographical separation of sections of the company between head offices and manufacturing site. A detailed examination is made of the organisational structure utilised to develop a TQM culture within the company, and the dynamic nature of such an organisational structure in the early phases of implementation is observed. The major requirement for increasing employee involvement in quality‐improvement activities is found to be an increasing commitment to employee training in the areas of: TQM principles; statistical tools; group problem‐solving skills; and leadership skills.
Chapman, R.L., Clarke, P. and Sloan, T. (1991), "TQM in Continuous‐process Manufacturing: Dow‐Corning (Australia) Pty Ltd", International Journal of Quality & Reliability Management, Vol. 8 No. 5, pp. 77-90. https://doi.org/10.1108/eb002921
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