Hello Steve,
I haven't read an article about the subject, i've lived it. I've worked
for a few years with a big - american based - manufacturer of electronic
equipment, implementing the JIT/TQM principles - and implementing an
ERP-system and applying Goldratt's Theory of Constraints. In that period
the Fifth Discipline was published (with a foreword by Deming).
To me LO and TQM (with JIT, ERP, TOC, BPR and other TLA's (Three Letter
Abbriviations)) are just different views on the same underlying processes:
processing change. Both supply theories, methods and tools for intentional
change.
On the surface, TQM just deals with quality, management of processes,
improving through statistical methods. LO seems to have a broader
application (vision, team learning, mental models). However, the core of
Deming's mission - drive out fear - goes deeper then LO and could be
applied in many circumstances, including the definition of change
processes.
Their application and usefulness depends on your own preferences and the
actual situation. Using a contingency approach, the different methods
should be applied depending on the situation. After a while, a new method,
a different intervention is called for.
What specific problem do you have? What do you want to achieve by
comparing LO and TQM? Do you have a clear and present danger? Does your
company lacks direction? Do you have systemic quality problems? Is there a
problem with innovation or with implementing innovations? Do you have
problems with suppliers? Or are your customers leaving? Are people angry,
frustrated - fearing for their jobs?
Kind regards,
Jan Lelie
Swan, Steve R. SETA CONTR wrote:
>
> Has anyone read an article that might discuss the subject above?
--Drs J.C. Lelie CPIM (Jan) LOGISENS - Sparring Partner in Logistical Development Mind@Work est. 1998 - Group Resolution Process Support Tel.: (+ 31) (0)70 3243475 or car: (+ 31)(0)65 4685114 http://www.mindatwork.nl and/or taoSystems: + 31 (0)30 6377973 - Mindatwork@taoNet.nl
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