Abstract
A key strategic objective behind the introduction of TQM centres on ensuring employee commitment and participation in continuous process innovation for the purpose of improving operational efficiencies and developing a competitive edge within the expanding and dynamic marketplace. Uses the experience of Pirelli Cables to describe employee responses to the process of establishing a “quality culture” and to illustrate how Japanese TQM programmes may not be well suited to building employee commitment within an Australian workforce which is culturally very diverse.
Original language | English |
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Pages (from-to) | 51-59 |
Number of pages | 9 |
Journal | International Journal of Quality & Reliability Management |
Volume | 11 |
Issue number | 7 |
DOIs | |
Publication status | Published - 1994 |