34 Pages Posted: 25 Sep 2007
Date Written: September 23, 2007
This paper analyzes the many constructs of the total quality movement from an analytical, systems, and actors paradigmatic perspective and synthesizes the various total quality movement constructs into an effective change management planning framework. The change management planning framework developed by the author is called the Dynamic Continuous Improvement Model which synthesizes the total quality movement's elements into two specific open systems processes called morphostasis and morphogenesis. The first process called morphostasis is defined as a process that allows the organization to maintain its given form, structure, and state in an open systems environment (Bertalanffy & Rapoport, 1962a, 1962b; Peery Jr, 1972; Reed, 2006; Scott, 2003; Swenson, Malley, & Balsmeier, 1991; Tan Sen, 1994). The second process called morphogensis is defined as a process that changes the system so that it is more adaptive to environmental factors (Bertalanffy & Rapoport, 1962a, 1962b; Peery Jr, 1972; Reed, 2006; Scott, 2003; Swenson et al., 1991; Tan Sen, 1994). The Dynamic Continuous Improvement Model applies the total quality movement concepts developed during the three-way paradigmatic analysis into the two open systems constructs called morphostasis and morphogensis. The goal of the Dynamic Continuous Improvement Model is to develop process driven strategies based on both the total quality movement and open systems theory that aligns sub-systems in a manner that minimizes entropy, attains maximum throughput, and enhances quality throughout the organization's value chain.
Keywords: TQM, total quality, quality, management, continuous improvement, quality management, paradigm, leadership, improvement, organization, six sigma, accounting, control, systems, structure, strategy, adaptive, deming, juran, peters, crosby
Suggested Citation: Suggested Citation
Lowder, B. Tim, An Analysis of the Total Quality Movement: In Search of Quality Enhancement through Structural and Strategic Synthesis (September 23, 2007). Available at SSRN: https://ssrn.com/abstract=1016588 or http://dx.doi.org/10.2139/ssrn.1016588
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