(Oh wow... I'm about to hijack my own thread here...
|Quoting TSV (Reply 8):
Can you give some examples?
Sort of... although my primary field is strategic managment and not operations, I split my time between two departments (MHR
and technology/operations management). My TOM colleagues--who know I teach Principles of Management, which is an introductory survey course in the business curriculum--frequently lament that all we cover in terms of quality improvement in this course is the TQM process--to the exclusion of all else. Yet, employers who hire our grads are increasingly looking for people who understand Lean Enterprise and Six Sigma (and yes, I know this is an extension of TQM principles). Lean Six Sigma also seems to be showing up in the literature, so I'll probably touch on that, as well as a few of the other notable process improvement models.
Interestingly enough, it seems that all of these initiatives are being documented in the literature as having their share of successes and failures. The common thread seems to be that when companies don't properly evaluate, structure, or support whatever program they implement, it's not only doomed to failure, but tends to pre-emptively doom successive initiatives. That, more than the advocacy of any particular program (which I'm not qualified to take on anyway--I'm spread thin enough as it is) is the real message underlying what I cover in this class.
Anyhow, if you've got any suggestions, please drop me an e-mail--I'm always thankful for as many perspectives (especially if it's case data) as I can get.
Edit: Sometimes I hate the acronym script...
[Edited 2006-04-16 05:45:10]