h the foregoing kept in mind, it can be noted that the following outcomes are reported by the authors to be the result of the Texas Instrument TQM program: (1) a savings of $50 million over ten years; (2) positive changes in plant managers' attitudes; (3) expansion of product markets; (4) increases in yield and quality; (5) reception of international awards; (6) increases in output per person; (7) increases in ratio of operators to supervisors; (8) increases in plant cleanliness and machine up-time; (9) increases in attendance; and (10) decreases in product cycle time.
The overall success of the program is attributed to an overall guiding philosophy; a clear top-down vision of employee development and self-management; a revision of the organizational structure from a vertical hierarchy to a flat, delayered structure; a quest for excellence through total quality principles; the self-management teams being used as an extension of TQM; working slowly toward change; an emphasis being placed on training and skill building, and allowing employees to move toward change at their own individual degree of readiness.
Mani, B.G. (1995). Old wine in new bottles taste better: A ca
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