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A four-star general who applied the principles of organization, product, process, leadership, and commitment to remaking the Air Force for the Gulf War explains the need for greater quality and productivity in corporate America. Tour.
- Sales Rank: #1820691 in Books
- Published on: 1994-02-01
- Original language: English
- Number of items: 1
- Dimensions: 20.00" h x 20.00" w x 20.00" l,
- Binding: Hardcover
- 560 pages
From Publishers Weekly
Creech, a retired U.S. Air Force general, argues persuasively that in order to remain competitive and combat Japanese incursions into U.S. markets, corporate America must adopt the five principles of total quality management (TQM): product, process, organization, leadership and commitment. In this sensible study, consultant Creech explains how non-statisticians can comprehend and apply TQM methods, which require a humanistic orientation, empowerment on all levels and a holistic approach that involves the entire organization. TQM's decentralization calls for an emphasis on teams that serves as an antidote to the stultifying effects of centralized control. Creech maintains that TQM is best understood in the light of the writings of Peter Drucker, W. Edwards Deming and Joseph Juran, whose work is viewed "by the Japanese to be mainly responsible for the economic recovery of their country after World War II." Numerous detailed corporate and military case studies enrich this comprehensive, often persuasive brief.
Copyright 1994 Reed Business Information, Inc.
From Library Journal
A noted and successful practitioner of Total Quality Management (TQM), Creech believes that TQM leadership in a centralized organization is the object lesson for business today. To this end he has been able to demonstrate his successes and those of other organizations. He effectively presents the theories and insights of Peter Drucker, W. Edwards Deming, Joseph Juran, Philip Crosby, and other notables. The book is informative and replete with examples. It falls short, though, of the promise of its subtitle. TQM is not a "paint by number" road to success, and Creech's polemic on centralization is overdone. Centralization, like democracy or communism, is in itself neither right nor wrong. Creech's assessment that "a holistic TQM system is a proven answer to the realities of the 90s" is, however, on the mark. The book should be on the reading list for quality professionals.
- Steven Silkunas, Southeastern Pennsylvania TA, Philadelphia
Copyright 1994 Reed Business Information, Inc.
From Kirkus Reviews
Brokers occasionally tell enthusiastic investors a gnomic story: only two people in the whole world understand gold; unfortunately, they disagree. Such conflicts mark the often arcane prescriptions of quality assurance's high-profile apostles--Cresby, Deming, Feigenbaum, Juran, et al. In such circumstances, Creech's uncommonly sensible, jargon-free briefing could prove welcome indeed for executives seeking guidance on the oversight philosophy known as total quality management. An ultraconfident commentator who has fruitfully practiced what he preaches (as a general in the Air Force, and, now retired, as a globe-trotting consultant), Creech does not claim that TQM will produce either quick or miraculous fixes. In fact, he stresses that effectively attending and applying the five essential elements of his canon (commitment, leadership, organization, process, product) can be an exacting, even wrenching, experience. Drawing on case studies featuring the likes of Boeing, GE, Honda, and Xerox, however, he offers convincing evidence that his holistic, putting- people-first approach to stewardship can yield a competitive edge- -and more. Nor does he shy from citing troubled companies (GM, IBM) and recalcitrant labor unions (LAM, UAD) that could benefit from TQM. In practical terms, Creech evaluates ways of instituting customer-oriented governance programs that foster employee allegiance as well as involvement. Among other things, he addresses the advantages that can accrue from common purposes, decentralized operations, interactive communications, on-the-job training, shared successes, teamwork, and allied aspects of a system administered by flexible pacesetters who focus on market outcomes, not inputs that are the province of stakeholders. Covered too are accountability, authority, incentives, objective benchmarks, professionalism, value sensitivity, and other tricks of the TQM trade. Altogether, a splendid introduction to a full-blast management method that, against the grain, clearly views control as a cooperative proposition. -- Copyright �1993, Kirkus Associates, LP. All rights reserved.
Most helpful customer reviews
16 of 18 people found the following review helpful.
The Benefit of Hitting on All Five Cylinders!
By Leslie D. Fink
What I like about Creech's approach to TQM and more effective organizational management & leadership, is his emphasis on the need to attend to all five pillars of TQM: Product, Process, Organization, Leadership, and Commitment. If you try to improve piecemeal (as so many have), the results will be minor improvement. It is only when you get all five pillars in alignment that you start to get dramatically better results. Also, his specific advice makes so much sense: Organizations need to get a clearer picture of what constitutes quality in their product or service; they need to organize the work process with small teams as much as possible; they need to provide much more training, from the CEO on down; they need to provide clear feedback on how well the organization is doing ("scoreboarding"); etc. One other reviewer is right: Now that I have read this book, I find myself looking around for evidence of TQM practices by the employees every time I interact with an organization. It is amazing what differences you can see in organizational performance, once you are sensitized and start looking for them.
4 of 5 people found the following review helpful.
The Power of Empowerment
By Benjamin S. Lambeth
Bill Creech's The Five Pillars of TQM, first published in 1994 and since reprinted a dozen times and in eight languages, lays out an uncommonly clear-headed approach toward results-oriented management. Creech, a former Air Force four-star general and now valued industry consultant, has served on ten corporate boards of directors and worked with five national speaking bureaus. His management philosophy, while mindful that most organizations are not democracies, is essentially a variation on the golden rule embodying basic decency toward others as a core unifying theme. Best summarized as empowerment with accountability, it is rooted in a recognition that loyalty is a two-way street and that an organization can only be as successful as those at the bottom are willing to make it. Among the many insights to be gleaned from this informed and empathetic book are the virtues of managing by walking around rather than by hunkering down in a mahogany-row fortress, unburdening those who want to get things done by lifting the overlay of rules and kibitzers from their backs, and recognizing that what ultimately determines organizational success is what goes on at the front, not on mahogany row. These principles, which Creech first pioneered during his tenure as commander of the Air Force's Tactical Air Command from 1978 to 1984, are now being reapplied by the current Air Force chief, who recently included Five Pillars on his recommended reading list for all Air Force officers. Yet Creech's principles of TQM (for "total quality management"--a term and construct he invented) transcend service applicability and have been amply proven in the corporate world as well. His idea of how a top-flight organization should be run resonates implicitly with how any responsible and motivated worker would like to be treated by his superiors. Such notions as the indispensability of mutual trust and respect; the power of inclusion rather than exclusion; the vast difference in effectiveness between decreeing and persuading; and the central role of pride as a motivator are part and parcel of Creech's enlightened approach to effective leadership. Five Pillars spells out these principles and more in rich detail, offering must-read insights for those at all levels who deal with people as resources.
3 of 4 people found the following review helpful.
The Power of Empowerment
By Benjamin S. Lambeth
Bill Creech's The Five Pillars of TQM, first published in 1994 and since reprinted a dozen times and in eight languages, lays out an uncommonly clear-headed approach toward results-oriented management. Creech, a former Air Force four-star general and now valued industry consultant, has served on ten corporate boards of directors and worked with five national speaking bureaus. His management philosophy, while mindful that most organizations are not democracies, is essentially a variation on the golden rule embodying basic decency toward others as a core unifying theme. Best summarized as empowerment with accountability, it is rooted in a recognition that loyalty is a two-way street and that an organization can only be as successful as those at the bottom are willing to make it. Among the many insights to be gleaned from this informed and empathetic book are the virtues of managing by walking around rather than by hunkering down in a mahogany-row fortress, unburdening those who want to get things done by lifting the overlay of rules and kibitzers from their backs, and recognizing that what ultimately determines organizational success is what goes on at the front, not on mahogany row. These principles, which Creech first pioneered during his tenure as commander of the Air Force's Tactical Air Command from 1978 to 1984, are now being reapplied by the current Air Force chief, who recently included Five Pillars on his recommended reading list for all Air Force officers. Yet Creech's principles of TQM (for "total quality management"--a term and construct he invented) transcend service applicability and have been amply proven in the corporate world as well. His idea of how a top-flight organization should be run resonates implicitly with how any responsible and motivated worker would like to be treated by his superiors. Such notions as the indispensability of mutual trust and respect; the power of inclusion rather than exclusion; the vast difference in effectiveness between decreeing and persuading; and the central role of pride as a motivator are part and parcel of Creech's enlightened approach to effective leadership. Five Pillars spells out these principles and more in rich detail, offering must-read insights for those at all levels who deal with people as resources.
See all 14 customer reviews...
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