Abstract
With increasing competition, U.S. corporations have been forced to make major changes in the way they operate, and many organizations have implemented improvement strategies based on the philosophy and principles of Total Quality Management (TQM). Despite its increased popularity, however, very little research has been done to determine whether organizations implementing TQM efforts have improved their performance and competitive position in the marketplace. This article explores in detail TQM's impact on organization performance and presents a description of how effective TQM strategies are designed and implemented. Both of these issues are addressed primarily through a discussion of a recent study of TQM efforts conducted by the U.S. General Accounting Office (GAO, 1991), with Brian Usilaner as project leader. A number of other studies will also be used to supplement the GAO data.
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