An Empirical Study of American and Japanese Approaches to Quality Management in the United States
Document Type
Article
Publication Date
1988
Date Issued
January 1988
Date Available
September 2011
Abstract
The results are reported of personal observations of on‐site visits to 10 firms in transportation and electric‐electronic industries. Important differences are detailed that were observed between traditional US firms, nontraditional US firms, and Japanese companies operating in the US, with regard to quality management. Interviews with managers indicate various degrees of concern for quality and its improvement. It appears that Japanese and nontraditional US managers commit to quality and use of quality as a strategic tool to improve market shares, profit, and productivity. In addition, pure financial measures are used to evaluate managers by traditional US firms, as opposed to nontraditional US firms and Japanese firms that add quality performance to financial measures before evaluating employee performance. Traditional US firms are more active in improving quality of incoming materials and outgoing products, while paying less attention to the production process. Nontraditional US firms and Japanese firms emphasize the quality of both incoming parts and the production process.
Publisher
[Bradford, West Yorkshire] : MCB University Press
Recommended Citation
Ebrahimpour, Maling. An Empirical Study of American and Japanese Approaches to Quality Management in the United States. The International Journal of Quality & Reliability Management. Bradford: 1988. Vol. 5, Iss. 5; pg. 5, 20 pgs
Creative Commons License
This work is licensed under a Creative Commons Attribution-Noncommercial-No Derivative Works 4.0 License.
Comments
Abstract only. Full-text article is available only through licensed access provided by the publisher. Published in The International Journal of Quality & Reliability Management. Bradford: 1988. Vol. 5, Iss. 5; pg. 5, 20 pgs.