Managing quality inside a high-technology project organization
1University of Oulu, Faculty of Technology, Department of Industrial Engineering and Management
|Online Access:||PDF Full Text (PDF, 1.8 MB)|
|Persistent link:|| http://urn.fi/urn:isbn:951427301X
|Publish Date:|| 2004-03-19
|Thesis type:||Doctoral Dissertation
|Defence Note:||Academic Dissertation to be presented with the assent of the Faculty of Technology, University of Oulu, for public discussion in the Auditorium L2, Linnanmaa, on March 19th, 2004, at 12 noon.
Professor Markku Pirjetä
Professor Josu Takala
This action research addresses the deployment of Total Quality Management (TQM) principles in a high-technology new product development organisation. During the period of study, the organisation grew fast. High-technology product development and hypergrowth provided a unique combination of extreme conditions for the study.
The existing concepts of TQM are presented as an organised map enabling strategic analysis for an implementation plan. The history of TQM dates back to the manufacturing industry. The key differences between product development as an operating environment and the industrial manufacturing environment are described. The deployment of TQM is described from the perspective of learning theories, leadership theories, studies of organisational culture and studies of teamwork. Based on the learning, a psychodynamic model of organisation is presented for better understanding the challenges of implementation.
The results show that, in these specific conditions, organisational culture and leadership are of essential importance for the implementation of TQM. The study also shows that, in the given conditions, TQM is specifically a learning challenge. The results of this study are presented as a framework supporting the selection of TQM implementation objectives and the planning of a strategy for organisational learning.
Acta Universitatis Ouluensis. C, Technica
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