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TQM and Environmental Excellence in Manufacturing
Recent public policy trends and new consumer demands are redirecting the attention of management outside the traditional focus of customers, suppliers and internal operations. However, little research has focused on the perspective that operations management and the growing body of literature on tot...
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| Published in: | Industrial management + data systems 1993-06, Vol.93 (6), p.14-22 |
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| Main Authors: | , |
| Format: | Article |
| Language: | English |
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| cited_by | cdi_FETCH-LOGICAL-c394t-fbbc75f5a0071746ce1659cfe87a877a5c55a69074f74a8bdde0ba02ef07df5e3 |
|---|---|
| cites | cdi_FETCH-LOGICAL-c394t-fbbc75f5a0071746ce1659cfe87a877a5c55a69074f74a8bdde0ba02ef07df5e3 |
| container_end_page | 22 |
| container_issue | 6 |
| container_start_page | 14 |
| container_title | Industrial management + data systems |
| container_volume | 93 |
| creator | Klassen, R.D McLaughlin, C.P |
| description | Recent public policy trends and new consumer demands are
redirecting the attention of management outside the traditional focus of
customers, suppliers and internal operations. However, little research
has focused on the perspective that operations management and the
growing body of literature on total quality management can offer much on
the environmental management of operations. Investigates the potential
link between the concept, approach, methodology and benefits of total
quality management (TQM) and environmental excellence in operations
management. Proposes a hierarchical model for the development of
environmental excellence. Environmental management has become strategic
and the integration of the design, production, delivery, circulation,
use and disposal of products is necessary to achieve improved
environmental performance. Second, by including environmental factors in
the integrated training of the workforce and the reward structure of the
firm, long-term continuous improvement is possible. Like quality goals,
environmental improvement goals must become part of the annual business
plan, with performance reviews to track progress and to encourage
environmental excellence. |
| doi_str_mv | 10.1108/02635579310040924 |
| format | article |
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redirecting the attention of management outside the traditional focus of
customers, suppliers and internal operations. However, little research
has focused on the perspective that operations management and the
growing body of literature on total quality management can offer much on
the environmental management of operations. Investigates the potential
link between the concept, approach, methodology and benefits of total
quality management (TQM) and environmental excellence in operations
management. Proposes a hierarchical model for the development of
environmental excellence. Environmental management has become strategic
and the integration of the design, production, delivery, circulation,
use and disposal of products is necessary to achieve improved
environmental performance. Second, by including environmental factors in
the integrated training of the workforce and the reward structure of the
firm, long-term continuous improvement is possible. Like quality goals,
environmental improvement goals must become part of the annual business
plan, with performance reviews to track progress and to encourage
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redirecting the attention of management outside the traditional focus of
customers, suppliers and internal operations. However, little research
has focused on the perspective that operations management and the
growing body of literature on total quality management can offer much on
the environmental management of operations. Investigates the potential
link between the concept, approach, methodology and benefits of total
quality management (TQM) and environmental excellence in operations
management. Proposes a hierarchical model for the development of
environmental excellence. Environmental management has become strategic
and the integration of the design, production, delivery, circulation,
use and disposal of products is necessary to achieve improved
environmental performance. Second, by including environmental factors in
the integrated training of the workforce and the reward structure of the
firm, long-term continuous improvement is possible. Like quality goals,
environmental improvement goals must become part of the annual business
plan, with performance reviews to track progress and to encourage
environmental excellence.</description><subject>Comparative studies</subject><subject>Customer services</subject><subject>Environment</subject><subject>Environmental impact</subject><subject>Environmental management</subject><subject>Ethics</subject><subject>Implications</subject><subject>Manufacturing</subject><subject>Market shares</subject><subject>Marketing</subject><subject>Operations management</subject><subject>Pollution</subject><subject>Problem solving</subject><subject>Process controls</subject><subject>Productivity</subject><subject>Quality</subject><subject>Quality management</subject><subject>Quality of life</subject><subject>Strategic planning</subject><subject>Total quality</subject><subject>TQM</subject><subject>Trends</subject><subject>Waste</subject><issn>0263-5577</issn><issn>1758-5783</issn><issn>0263-5577</issn><fulltext>true</fulltext><rsrctype>article</rsrctype><creationdate>1993</creationdate><recordtype>article</recordtype><sourceid>M0C</sourceid><recordid>eNqF0UtLxDAQB_AgCq6PD-CtePBkddI0mfQo6_pAiyiK3kI2TaTaTdekFf32dlnx4ANPgeT3n8wwhOxQOKAU5CFkgnGOBaMAORRZvkJGFLlMOUq2SkaL93QAuE42YnwCGC4yMSL09rpMtK-SiX-tQ-tn1ne6SSZvxjaN9cYmtU9K7XunTdeH2j9ukTWnm2i3P89NcncyuR2fpZdXp-fjo8vUsCLvUjedGuSOawCkmAtjqeCFcVailoiaG861KABzh7mW06qyMNWQWQdYOW7ZJtlb1p2H9qW3sVOzOi660t62fVRZgQKk4P9DKQSnkv4PBQPKBRvg7jf41PbBD9OqjOVFxgq6-JYukQltjME6NQ_1TId3RUEtdqJ-7GTIpMtMHTv79hXQ4VkJZMhVfp8pfCjL8nh8oW4Gv7_0dmaDbqqvxI_Sal65gcPv_O-OPgAbW6c1</recordid><startdate>19930601</startdate><enddate>19930601</enddate><creator>Klassen, R.D</creator><creator>McLaughlin, C.P</creator><general>MCB UP Ltd</general><general>Emerald Group Publishing Limited</general><scope>BSCLL</scope><scope>AAYXX</scope><scope>CITATION</scope><scope>0U~</scope><scope>1-H</scope><scope>7SC</scope><scope>7WY</scope><scope>7WZ</scope><scope>7XB</scope><scope>8AO</scope><scope>8FD</scope><scope>8FE</scope><scope>8FG</scope><scope>AFKRA</scope><scope>ARAPS</scope><scope>AZQEC</scope><scope>BENPR</scope><scope>BEZIV</scope><scope>BGLVJ</scope><scope>CCPQU</scope><scope>DWQXO</scope><scope>F28</scope><scope>FR3</scope><scope>F~G</scope><scope>GNUQQ</scope><scope>GUQSH</scope><scope>HCIFZ</scope><scope>JQ2</scope><scope>K6~</scope><scope>K7-</scope><scope>L.-</scope><scope>L.0</scope><scope>L7M</scope><scope>L~C</scope><scope>L~D</scope><scope>M0C</scope><scope>M0N</scope><scope>M2O</scope><scope>MBDVC</scope><scope>P5Z</scope><scope>P62</scope><scope>PQBIZ</scope><scope>PQEST</scope><scope>PQQKQ</scope><scope>PQUKI</scope><scope>Q9U</scope><scope>7TB</scope></search><sort><creationdate>19930601</creationdate><title>TQM and Environmental Excellence in Manufacturing</title><author>Klassen, R.D ; 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redirecting the attention of management outside the traditional focus of
customers, suppliers and internal operations. However, little research
has focused on the perspective that operations management and the
growing body of literature on total quality management can offer much on
the environmental management of operations. Investigates the potential
link between the concept, approach, methodology and benefits of total
quality management (TQM) and environmental excellence in operations
management. Proposes a hierarchical model for the development of
environmental excellence. Environmental management has become strategic
and the integration of the design, production, delivery, circulation,
use and disposal of products is necessary to achieve improved
environmental performance. Second, by including environmental factors in
the integrated training of the workforce and the reward structure of the
firm, long-term continuous improvement is possible. Like quality goals,
environmental improvement goals must become part of the annual business
plan, with performance reviews to track progress and to encourage
environmental excellence.</abstract><cop>Wembley</cop><pub>MCB UP Ltd</pub><doi>10.1108/02635579310040924</doi><tpages>9</tpages></addata></record> |
| fulltext | fulltext |
| identifier | ISSN: 0263-5577 |
| ispartof | Industrial management + data systems, 1993-06, Vol.93 (6), p.14-22 |
| issn | 0263-5577 1758-5783 0263-5577 |
| language | eng |
| recordid | cdi_proquest_journals_234923915 |
| source | Emerald eJournals Backfiles; ABI/INFORM global |
| subjects | Comparative studies Customer services Environment Environmental impact Environmental management Ethics Implications Manufacturing Market shares Marketing Operations management Pollution Problem solving Process controls Productivity Quality Quality management Quality of life Strategic planning Total quality TQM Trends Waste |
| title | TQM and Environmental Excellence in Manufacturing |
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