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Yonatan Reshef
School of Business
University of Alberta
Edmonton, Alberta
T6G 2R6 CANADA
I. PHILOSOPHY
 THE COSTS OF POOR QUALITY ARE FAR GREATER
THAN THE COSTS OF DEVELOPING PROCESSES THAT PRODUCE HIGH-QUALITY PRODUCTS AND SERVICES
EMPLOYEES CARE ABOUT THE QUALITY OF THE WORK THEY
DO AND WILL TAKE INITIATIVES TO IMPROVE IT -- SO LONG AS THEY ARE PROVIDED WITH TOOLS AND
TRAINING THAT ARE NEEDED FOR QUALITY IMPROVEMENT, AND MANAGEMENT PAYS ATTENTION TO THEIR
IDEAS
ORGANIZATIONS ARE SYSTEMS OF HIGHLY INTERDEPENDENT
PARTS, AND THE CENTRAL PROBLEMS THEY FACE CROSS TRADITIONAL FUNCTIONAL LINES
QUALITY IS THE RESPONSIBILITY OF SENIOR MANAGEMENT
II. CHANGE PRINCIPLES
III. TQM INTERVENTIONS
EXPLICIT
IDENTIFICATION AND MEASUREMENT
OF INTERNAL AND EXTERNAL CUSTOMER REQUIREMENTS
CREATION OF SUPPLIER PARTNERSHIPS
USE OF CROSS-FUNCTIONAL TEAMS TO IDENTIFY AND SOLVE
QUALITY PROBLEMS
USE OF SCIENTIFIC METHODS (SPC) TO MONITOR
PERFORMANCE AND TO IDENTIFY POINTS OF HIGH LEVERAGE FOR PERFORMANCE IMPROVEMENT
 Pareto Analysis
Control Charts
USE OF PROCESS-MANAGEMENT HEURISTICS TO ENHANCE
TEAM EFFECTIVENESS
Flowcharts
Brainstorming
Cause-and-Effect (Fishbone)
Diagrams
Plan-Do-Check-Act (PDCA)
Circle
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