Managing Quality Dynamics

by James Teboul

In order to have a general perspective , the author of this book has selected two lines of observation. Organizations take into account the strategic importance of quality by working from the inside out. The quality reform starts with the physical, operational and economic aspects of the organization. This is the first economic and social reform described in chapters 4, 5 and 6. In chapter 7, the second reform establishes quality as a strategic weapon. This evolution from internal strengthening to external affirmation forms the first line of observation. The second shows two interlocking levels of observation; at the bottom, the elementary processes and above that, the system and the organization considered as a whole. Quality dynamics, therefore, combine the integration of different elements in a long term strategic plan, and the necessary decentralization to facilitate continuous improvement. Service industries are becoming ever more predominant and so it was important to explain how the above concepts could still be applied. Chapter 8 gives the operational definition of a service delivery system. In chapter 9, the author shows the specificity of quality dynamics in services throughout the organization. Chapter 10 goes on to explain how to implement this change process throughout the organization. In chapter 11 an orientation map is provided to situate the different tools available, and to demonstrate how scientific method differs from an empirical approach for solving problems.

336 pages, Paperback

First published December 1, 1991