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The Quality Journey: How Winning the Baldrige Sparked the Remaking of IBM

Boyett, Joseph H.

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ISBN 10: 0525936599 / ISBN 13: 9780525936596
Published by Dutton, New York, 1993
Condition: Very good Hardcover
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About this Item

24 cm, 349 pages. Illustrations. Inscribed by the author. Joseph H. Boyett is cofounder of Boyett & Associates, an Atlanta-based consulting and research firm specializing in helping companies understand and implement state-of-the-art leadership and organizational practices. He has worked with companies such as IBM, BP Oil, Merck & Company, EDS, and BellSouth on leading-edge strategies for securing competitive advantage. Dr. Boyett is an internationally recognized expert and author on such topics as leadership, change management, and high performance work teams. Dr. Boyett is the author or co-author of seventeen books including the highly praised Workplace 2000. Prior to founding Boyett & Associates in 1992, Dr. Boyett was a Principal with the international consulting firm A.T. Kearney. While at Kearney, Dr. Boyett helped establish the company's global Executive Issues Center of Excellence which was responsible for researching leading edge quality and productivity improvement methodologies. Dr. Boyett developed Kearney's world-wide methodology for implementing Total Quality Management in addition to Kearney's internal and client training programs on TQM, The Malcolm Baldrige National Quality Award, and ISO 9000.Prior to joining A.T. Kearney in 1990, Dr. Boyett was Vice President and Chief Administrative Officer of Tarkenton Conn & Company, an Atlanta-based Total Quality Management consulting firm. Extracts from a Publisher's Weekly review: In one of this year's top business books, Boyett and three senior IBM executives ask a complex question: Can IBM--a bureaucratic, tradition-bound and product-driven corporation reinvent itself, become market-driven and win the prestigious Malcolm Baldrige National Quality Award? This volume offers insightful, human details about the daily pressures managers confronted in IBM's Rochester, Minn., facility after their failed 1989 Baldrige application signaled problems with leadership, customer feedback and teamwork. In response, Rochester's managers embraced a plan calling for near perfection in quality and reduction in the time cycles. The plan prompted IBM to launch its ``Market-Driven Quality'' program. In 1990 Rochester captured the Baldrige, which is administered by the U.S. Department of Commerce. This is a well-written, exciting study. Bookseller Inventory # 21528

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Bibliographic Details

Title: The Quality Journey: How Winning the ...

Publisher: Dutton, New York

Publication Date: 1993

Binding: Hardcover

Book Condition: Very good

Dust Jacket Condition: Very good

Signed: Signed by Author(s)

Edition: First Printing.

About this title


An inspirational portrait of business teamwork shows how the troubled IBM corporation won the 1989 Malcolm Baldridge National Quality Award for quality improvement, which led to the company's revitalization. 25,000 first printing.

From Kirkus Reviews:

In light of last month's announcement that IBM was taking an $8.9-billion charge against second-quarter earnings and eliminating another 85,000 jobs, the incredibly upbeat subtitle of this parochial case study appears to have been overtaken by events--and is simply misleading. In any case, what Boyett (coauthor, Workplace 2000, 1990) and his trio of high-ranking Big Blue collaborators are about is a tricks-of-the-trade rundown on how a remote outpost (based in Rochester, Minnesota) in the corporate empire copped the prestigious Malcolm Baldrige National Quality Award in 1990 after finishing out of the money in the prior year's competition. It's notable that one of Boyett's coauthors, Roy A. Bauer, was lead author of The Silverlake Project, 1992, an appreciably more informative account of how the Rochester facility undertook a crash program that yielded it the AS/400--a bestselling line of midrange computers--and public recognition. By contrast, Boyett focuses on the nuts-and-bolts aspects of what was involved in going for the gold on two occasions. While he briefly suggests that the second-time-around triumph had important implications for the company as a whole, neither his text nor IBM's currently unhappy state supports a conclusion other than that vying for the Baldrige can prove a costly, nerve-racking, and time- consuming proposition. On a by-the-numbers basis, moreover, roughly a third of the book is given over to a verbatim reprint (lacking only proprietary data) of Rochester's winning application, a document whose appeal would seem confined to a handful of specialists. Worth noting as well (though Boyett doesn't) is the fact that industry's demand for open systems has put the AS/400 on a slippery down slope. A superfluous, redundant exercise. Those seeking up-to-date guidance on the lessons to be learned from IBM should turn to Paul Carroll's estimable Big Blues (reviewed below). -- Copyright ©1993, Kirkus Associates, LP. All rights reserved.

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