Article Abstract:
The success of Japanese business worldwide has been ascribed to their adherence to the Total Quality Management (TQM) philosophy of W. Edwards Deming. However, many people fail to recognize that TQM succeeded in Japan due to its conformity with Japanese cultural values. As American companies try to apply similar principles in their attempt to emulate Japan's success, designers can play a pivotal role in defining the relatively vague concepts of 'softer' concepts of quality. Such a foundation, coupled with a proactive corporate strategy, may help US industry compete in future marketplaces.
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Article Abstract:
Design firms and designers have to change their strategies keeping in view the effect of the recession and computerization on their profession. Although by 1989, most companies had learnt to value design expertise, designers didn't play an important decision-making role in companies. Design groups and budgets are small and designers get few chances to start projects on their own. Computerization worries designers, despite the fact that the computer has improved efficiency. American design departments are small and have to be efficient to get noticed.
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Article Abstract:
General Motor Corp became the biggest automobile manufacturer due to the principles of founder Alfred P. Sloan, Jr., whose emphasis on style and design was adopted as the major thrust of company marketing efforts. Initially successful and imitated by other manufacturers, the strategy soon failed due to overemphasis on design at the expense of engineering quality, causing widespread customer dissatisfaction. This paved the way for the success of foreign competition led by Japanese companies, and the demise of the American automobile industry.
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