Please use this identifier to cite or link to this item:
|Title:||Managing for quality in the USA and Japan: Differences between the MBNQA, DP and JQA||Authors:||Khoo, H.H.
Total quality management
|Issue Date:||2003||Citation:||Khoo, H.H.,Tan, K.C. (2003). Managing for quality in the USA and Japan: Differences between the MBNQA, DP and JQA. TQM Magazine 15 (1) : 14-24. ScholarBank@NUS Repository. https://doi.org/10.1108/09544780310454402||Abstract:||Japanese and US organizations, in their strivings to achieve organizational and quality excellence, differ significantly in various aspects of management and work culture. Spiritual teachings, such as Shintoism and Buddhism, have shaped the Japanese people's concept of human relations and management philosophy. The West, on the other hand, highly advocates freedom and creative thinking, and has created competitiveness through fostering a culture of entrepreneurship. The US Malcolm Baldrige National Quality Award, the Japanese Deming Prize, and the Japan Quality Award, contain in their frameworks several total quality management (TQM) concepts, including: leadership and social responsibilities, strategies and plans, customer focus/relations, human resource development, information management, processes, quality, suppliers, and overall results. This article compares the distinctive differences and overlapping concepts between the US and Japanese approach to TQM, with regard to the countries' quality award frameworks and criteria.||Source Title:||TQM Magazine||URI:||http://scholarbank.nus.edu.sg/handle/10635/63173||ISSN:||0954478X||DOI:||10.1108/09544780310454402|
|Appears in Collections:||Staff Publications|
Show full item record
Files in This Item:
There are no files associated with this item.
checked on Apr 22, 2019
checked on Apr 20, 2019
Items in DSpace are protected by copyright, with all rights reserved, unless otherwise indicated.