| Successful quality program implementation is inconsistent at best. Results, therefore, stem from a variety of causal elements, and each case has its own unique set of circumstances. Research conducted indicates a divergence in the relative importance of cultural and statistical quality elements to quality program implementation. Studies researched for this thesis provide empirical analyses that support the dominance of either the cultural or quantitative elements. Findings from this study support the hypothesis that both are essential to achieve the desired consistency for a quality program's success. This study proposes an approach toward increasing the success rate through a structured holistic implementation scheme that is built around the constructs of Deming's system of profound knowledge. Results from this study indicate it is a viable methodology for inculcating continuous improvement as a mainstay of an organization's culture. Implementation is done exclusively for organizational improvement because there are no certificates or plaques awarded. |
