Public Productivity Through Quality and Strategic Management

This volume deals with concepts relating to public productivity through quality and strategic management. It is suggested that quality is not a simple or single concept: it can mean compliance with pre-determined specifications of processes or outputs; it can mean assessment of outcomes or gatekeeping - in other words, assuring the quality of the inputs. There are obvious parallels with measuring productivity - if you cannot get good handles on outputs, then use inputs. This problem of the simple becoming complicated was understood by the Japanese at the inception of their productivity movement . Having carefully analyzed how Europe had adopted and adapted American productivity techniques and approaches, and being faced with a turbulent system of industrial relations and a poor quality image, the initiators of the Japanese productivity movement came to the conclusion that, at least, a cease-fire and, at best, a treaty had to be negotiated between organized labour, management and government. The resulting 1955 productivity principles are addressed in this book.