Retesting a model of the Deming management method
By: FISHER, Caroline M
.
Contributor(s): BARFIELD, Jesse | LI, Jing | MEHTA, Rajiv.
Material type: 
ArticlePublisher: UK : Routledge, May 2005Subject(s): Total Quality Management | Deming management method | Management theory | Success factorsTotal Quality Management & Business Excellence 16, 3, p. 401 - 412 Abstract: Anderson et al. (1994) developed a model of the theory of quality management underlying the Deming management method; Anderson et al. (1995) tested that model using path analysis. They used data from an existing database collected from 41 manufacturing plants in the electronics, machinery, and transportation industries with 100 or more employees. In this study, which retests their model, data were gathered from over 100 manufacturing and service companies of all sizes across the US and Canada. The measures used in the original study were modified to apply to both service and manufacturing organizations. The data were analysed using similar statistical analysis procedures, and comparisons were made with the results of the Anderson et al. (1995) study. The results showed strong support for the model developed by Anderson et al. (1994) with the exception of one construct, Employee Fulfilment. The findings suggest that implementing a continuous improvement effort without first implementing Visionary Leadership, Cooperation, Learning, and Process Management is a recipe for failure.
Anderson et al. (1994) developed a model of the theory of quality management underlying the Deming management method; Anderson et al. (1995) tested that model using path analysis. They used data from an existing database collected from 41 manufacturing plants in the electronics, machinery, and transportation industries with 100 or more employees. In this study, which retests their model, data were gathered from over 100 manufacturing and service companies of all sizes across the US and Canada. The measures used in the original study were modified to apply to both service and manufacturing organizations. The data were analysed using similar statistical analysis procedures, and comparisons were made with the results of the Anderson et al. (1995) study. The results showed strong support for the model developed by Anderson et al. (1994) with the exception of one construct, Employee Fulfilment. The findings suggest that implementing a continuous improvement effort without first implementing Visionary Leadership, Cooperation, Learning, and Process Management is a recipe for failure.
Click on an image to view it in the image viewer
There are no comments for this item.