Total Quality
Management
IN AMERICAN INDUSTRY
by Anne Keenan Widtfeldt, MPH, RN, and James R. Widtfeldt, MA
W het her at work, at the shopping center,
or in a health care facility these days,
one hears the word "quality" used. The
quality movement is taking American industry by
storm, causing companies to examine the way
they produce products and do business. What is
total quality management (TQM), and why is it
receiving so much attention?
This article describes the evolution of the
quality movement, defines TQM, and provides
examples of TQM in business. It also is intended
to help occupational health nurses begin thinking
of how they can use TQM in business to improve
products and services and contribute to the com-
pany's bottom line.
BACKGROUND OF TOM
The roots of total quality management can be
found as far back in history as the beginning of
the Industrial Revolution. Before the Industrial
Revolution durable goods were produced by crafts
people who were "close to the customer" and the
ABOUT THE AUTHORS:
Ms. Widtfeldt is Corporate Manager, Health
Services, Honeywell Inc., Minneapolis, MN. Mr.
Widtfeldt is Manager, Quality Integration,
Honeywell Inc., Residential and Building
Controls Division, Golden Valley, MN.
JULY 1992, VOL. 40, NO. 7
community, and took responsibility for the qual-
ity of each piece they created. Their reputation
and livelihood depended on the product doing
what it was supposed to do and being worth its
cost in terms of durability and fitness for use.
With the Industrial Revolution came mass
production, anonymity, Taylor's "Scientific Man-
agement," and myriad other changes, such as
affordable goods, industrial pollution, and more
free time. Making the transition to mass produc-
tion required either a broad base of highly skilled
and educated workers, or a system of simple
tasks, rigorous checking, and assembly proce-
dures which were essentially "fool proof." Hence
"Scientific Management" sought to reduce work to
its simplest form and least complicated task (Tay-
lor, 1923).
. With the coming of World War II, the need for
even more mass production through relatively
unskilled workers demanded manufacturing
methods that could reliably produce trucks and
tanks, ships and planes, and bombs and bullets.
To achieve this sort of reliability the concept of
quality control was implemented, based on ideas
of physicist Walter A. Shewhart of Bell Telephone
Laboratories (Rosander, 1985). Through measur-
ing machine output, charting the variability in
that output, then adjusting machinery accord-
ingly, the idea of process control was initiated.
Quality control was a combination of process
control and inspection to either make sure things
were working the way they were supposed to
work, or that mistakes could be found, results fed
back for analysis, and machinery and work tech-
niques adjusted accordingly.
With the end of the war, many of these ideas
311

TABLE 1
Quality Perspectives of U.S.
and Japanese Business
u.s. Attitude Japanese Attitude
"That's close enough" "Right the first time"
"We're no worse than "Good enough is never
anyone else" good enough"
"We're the experts so "Find out what the
we'll tell them what they customer wants and
want" give them more"
became obsolete. Pent up consumer demand was
so great that manufacturers could sell nearly
everything they made. Quality improvement was
now unnecessary because everything being man-
ufactured was sold. "Made in America" meant the
best (at least, no worse than anyone else), and few
alternatives or competitors existed. In these as-
sumptions are the seeds of the United States'
falling behind Japan in "world class quality."
In the early 1950s and 1960s, "Made in Japan"
was a synonym for junk. Today, however, Japan is
the standard for automobiles, consumer electron-
ics, machine tools, computer chips, and heavy
machinery. In a remarkably short period of two
decades, Japan has created a new paradigm, or
belief system, for quality. The difference in qual-
ity perspectives from U.S. and Japanese busi-
nesses is shown in Table 1.
Simply put, the paradigm changed to goods
and services that conform to customer require-
ments which meet or exceed customer expecta-
tions, which are fit for use the first time, and
which provide true value for the money. The
paradigm changed from quality as final inspec-
tion to quality as a matter of survival in the
marketplace.
The irony in this paradigm shift is that the
very ideas the Japanese are using to achieve their
massive competitive advantage were created and
refined in the United States. Right after World
War II, in an effort to rebuild Japan as a trading
partner, quality experts Deming and Juran went
to Japan to help the Japanese get their industrial
machine functioning again. Applying the ideas of
process control, worker involvement in the search
for root causes of quality problems, and a systems
312
approach to preventing quality problems these
two men significantly affected the nature' of the
world economy today (Oberle, 1990).
Based on results achieved in Japan in creating
a new quality paradigm, and in having Japan
surpass the U'.S, in many products and services
U.S. industry began paying more attention to th~
issue of quality as one of survival. U.S. industry
began its own journey into quality in the late
1970s and early 1980s.
DEFINITION OF TOM
The eclectic concept ofTQM comes from experts
Deming, Juran, and Crosby and begins with
defining quality as:
• Conformance to customer requirements and
specifications.
• Fitness for use.
• Buyer satisfaction.
• Value at an affordable price.
Integral to understanding and managing total
quality are the ideas of customers (internal and
external) who have requirements, suppliers who
need to meet or exceed requirements, processes of
adding value; also the notion that mistakes cost
money. It is ultimately more cost effective to
"measure twice, cut once."
In addition to Deming and Juran, a third key
player in the American quality movement is
entrepreneur Philip B. Crosby, author of Quality
is Free and founder of the Crosby Quality College.
An examination of the perspectives of Deming
Juran, and Crosby reveals a case of "three preach~
ers, one religion" in that they are pursuing the
same outcomes along different paths, each neces-
sary, and none which seems to be sufficient in and
of itself (Lose, 1986).
Understanding these approaches empowers
choice among companies in deciding how best to
implement TQM in any enterprise, to exceed
customer satisfaction so that all stakeholders
thrive financially, physically, and emotionally.
In other words, TQM creates and sustains
organizations that are customer driven, value
added (the unique contribution or purpose of
products/services), process focused, and statisti-
cally measured. A close look at the philosophies of
these three "quality gurus" is warranted to under-
stand the quality movement.
Deming is acknowledged as the foremost pio-
neer in the quality movement (Oberle, 1990). He
went to Japan in the 1950s to teach statistical
process control methods to Japanese workers and
managers.
His methods were grounded in the assump-
tion that the system is the source of 85% of quality
problems, not the workers (Deming, 1986). He
holds managers responsible for creating and im-
AAOHNJOURNAL
 The Deming Cycle
.: ..
Check Do
Figure 1: The Deming Cycle. Reprinted from Out of the Crisis
by W. Edwards Deming by permission of MIT and W. Ed-
wards Deming. Published by MIT, Center for Advanced
Engineering Study, Cambridge, MA 02139. ")1986 by W.
Edwards Deming.
proving the systems that deliver and guarantee
quality. Deming's 14 points for total quality man-
agement are:
1. Create constancy of purpose for improvement
of product and service.
2. Adopt the new philosophy of refusing to allow
defects.
3. Cease dependence on mass inspection and
rely on statistical control.
4. Require suppliers to provide statistical evi-
dence of quality.
5. Constantly and forever improve production
and service.
6. Train all employees.
7. Give all employees the proper tools to do the
job right.
8. Encourage communication and productivity.
9. Encourage different departments to work to-
gether on problem solving.
10. Eliminate posters and slogans that do not
teach specific improvement methods.
11. Use statistical methods to continuously im-
prove quality and productivity.
12. Eliminate all barriers to pride in workman-
ship.
13. Provide ongoing retraining to keep pace with
changing products, methods, etc.
14. Clearly define top management's permanent
commitment to quality (Deming, 1986).
In addition, Deming also has articulated a clear
tactical approach to TQM-the Deming cycle (Fig-
JULY 1992, VOL. 40, NO.7
Juran's
"Journey from Symptom to Cause"
Assign prioritytoprojects
Pareto analysis ofsymptoms
Theorize oncauses Of symptoms
Testtheories: collect, analyze data
Narrow listoftheories
Journey
from symptom
to cause
Design experiment(s)
Approve design: provide authority
Conduct experiment: establish proofofcause
Propose remedies Journey
from cause
Test remedies to remedy
Action toinstitute remedy: control atnew level
Figure 2: Juran's "Journey from Symptom to Cause." Re-
printed with permission of the copyright holder, Juran
Institute, Inc., 11 River Road, Wilton, CT 06897, USA.
ure 1). This cycle is used to design a work process
and provide ongoing analysis, feedback, or evalu-
ation so that continuous improvements can be
made.
Juran views quality as a competitive bottom
line issue. He created the "Juran Trilogy" of
quality planning, quality control, and quality
improvement (Juran, 1988). He also developed a
method to measure the costs of waste, mistakes,
and defective products and services, which ap-
peals to senior managers and significantly affects
their understanding of quality as a competitive
bottom line issue. Juran views quality as a com-
petitive bottom line issue.
Juran, like Deming, believes the majority of
quality problems (80%) are systems related, and
therefore by nature rcmplex and elusive. He
advocates a "journey of discovery from symptom
to cause." This involves managers and individual
contributors in steering groups who set priorities
and identify opportunities, and diagnostic groups
who use statistical and other problem solving
methods to define root causes and recommend
solutions and actions. Based on this journey of
discovery, Juran says an organization can then go
on to create breakthroughs in serving customers
(Figure 2).
At a more tactical level, Juran believes that to
improve quality, an organization must prioritize
its issues and "separate the significant few from
the trivial many" to do the right things the right
313

TABLE 2
Crosby's Absolutes of
Quality Management
Definition of quality
Conformanceto requirements
System
Prevention
Performance standard
Zero defects
Measurement
Cost of quality
way (Juran, 1964). Juran continues to add real
value to the pursuit of TQM through his books,
tapes, and training seminars.
If Deming provides the frame for the quality
vehicle, and Juran provides the engine, then
Crosby provides the fuel or energy. Crosby was
the vice president for quality at ITT, and quality
manager at Martin-Marietta, working on the
Pershing Missile. He brings much needed passion
to the implementation of quality improvement.
Because of his background in U.S. business, he is
a credible advocate to executives.
Crosby's Absolutes of Quality Management
form the cornerstones of a foundation for continu-
ous improvement (Table 2). To live out these
principles Crosby has a 14 step implementation
process to move from concept to practice, includ-
ing:
1. Management commitment.
2. Quality improvement team.
3. Quality measurement.
4. Cost of quality evaluation.
5. Awareness.
6. Corrective action.
7. Zero defects planning.
8. Quality education.
9. Zero defects.
10. Goal setting.
11. Error cause removal.
12. Recognition.
13. Quality council.
14. Do it all over again (Crosby, 1979).
Crosby created the Cost of Quality concept. Its
purpose is to identify trends for corrective action
to be taken. The Cost of Quality has two aspects-
the cost of conformance and the cost of nonconfor-
mance. Costs incurred because things were not
done right the first time go into the price of
nonconformance, and costs incurred to make cer-
tain things are or were done right the first time go
into the price of conformance.
For example, nonconformance costs are work-
ers' compensation costs due to accidents, rework-
ing manufacturing defects, and material that
cannot be reworked. These costs are all due to
mistakes. Examples of conformance costs are
training, planning, and working with suppliers.
These costs are investments to ensure work can
be done right the first time.
UNIVERSAL PRINCIPLES
Experience over the last 10 years of companies'
implementing TQM indicates that one single ap-
proach is not superior to another (Oberle, 1990).
What has been demonstrated to be effective is an
approach that borrows from all three leaders, and
in effect becomes tailor made. However, there are
certain universal principles common to each of
these approaches which the authors consider es-
sential.
Customer Focus-Internal and External
Anyone who receives the output of an individ-
ual, department, or enterprise should be consid-
ered a customer who has requirements. Further-
more, the customer has a right or need to have
those requirements met 100% of the time. Quality
is not just for cash paying customers anymore.
Doing the "right thing" is fulfilling the customers'
requirements, not necessarily one's own.
Management Commitment
This is where TQM lives either as a cultural
reality as values in action for quality, or where it
presents itself as a buzzword or program of the
month. If managers and executives do not have
quality or customer satisfaction at the top of their
agendas, no one will. Fortunately, management is
always committed to something, i.e., profit,
power, control, winning, making a difference,
supporting a family.
The question is: To what are they committed?
To find that answer one need only "watch their
feet, not their lips." Managers must provide vi-
sion, priorities, meaningful structure, and re-
sources, and then get out of the way and let people
"own" their jobs.
Training
Training includes technical skills in doing the
work and using statistical methods. It also in-
cludes group interaction, communication, and
customer relations skills. In addition, manage-

314 AAOHNJOURNAL
ment skills, empowerment skills, and group facili-
tation skills are needed.
Process Capability and Process Control
Whether it is delivering bread to the store,
delivering packages overnight, delivering the eve-
ning news, or delivering a baby, a satisfactory
outcome is the result of the right things done right
the first time at the right time. Examining what
must happen when, by whom, and in what se-
quence is the nature of process. Processes produce
outcomes. Focusing on process leads to questions
like:
• Why do we do it like this?
• How does this affect cost or productivity?
• Does this matter to the customer? ..to the next
person down the line?
• Is this particular process or step even capable of
producing the outcomes we need?
• Which steps, actions, or operations are crucial
to successful outcomes and which ones are most
vulnerable to mistakes?
• How can we measure and control these crucial
operations so we can prevent problems before
something goes wrong rather than trying to fix
things after they have gone wrong?
Quality Improvement Tools
Measurement is essential to knowing what is
important to customers and how one is doing, in
real time, against what is important. Measure-
ment also provides answers for anticipating and
preventing problems, as well as preparing for
future changes and opportunities. Common tools
for process control, problem solving, and problem
prevention are statistical process control, cause-
effect diagrams, histograms, pareto diagrams,
process flow diagrams, scatter diagrams, check
sheets, and force field diagrams. Some of these
measurement tools are more quantifiable and
objective than others.
An example of a quality improvement tool is a
force field analysis. According to Lewin, the pur-
pose of a force field analysis is to identify those
forces that aid change and those that oppose
change (Kettner, 1985). The procedure in apply-
ing the tool is to: identify a problem, list driving
and restraining forces, evaluate force (for ease
and impact of change), and develop strategies and
plans for reviewing or reducing restraining focus.
Figure 3 shows a force field analysis example
(Honeywell SSEC, 1990).
Create an Environment of Empowerment
The essence of TQM is showing people the
vision; telling them the requirements; providing
them with tools, resources, and feedback; then
getting out of their way and letting them own
JULY 1992, VOL. 40, NO.7
Force Field Analysis Example
PROBLEM: HOW TO STOP SMOKING GOAL
DRIVING FORCES
•• ... RESTRAI NINGFORCES
POOR HEALTH HABIT
BURNS INCLOTHING
EXPENSE
/FURNITURE
•• ..
+--TASTE
DEPENDENCY
EFFECT ON OTHERS
• .. ADVERTISEMENTS .
REDUCED SENSE OF
TASTE
• ..
~STUBBOR
ST RESS
NNESS
Figure 3: Force field analysis example.
their jobs. Deming talks about driving out fear
(Deming, 1986). Juran asks, "Who is your cus-
tomer, and how do you serve them?" (Juran,
1988). Crosby poses the value of "pass on no
defects" (Crosby, 1979). All are calling for a return
of the old fashioned value of craftsmanship, and
suggest management's value added contribution
is to serve and support the people doing the work
by creating and communicating a compelling vi-
sion of the future. According to Donald J. Basch,
director of quality for Honeywell Residential/
Building Controls Division, "Maybe a clear vision
is the only boss you need."
STEPS IN IMPLEMENTATION
Deming's 14 points, Juran's Journey of Discov-
ery, and Crosby's Absolutes of Quality and 14
steps form an infrastructure of vision, values,
priorities, processes, tools, and techniques. Imple-
menting these concepts helps to actually get on
with the business of creating a customer driven,
value added, process focused, statistically meas-
ured, empowered enterprise. In answer to the
question, "Where do we actually start, and what
do we do?", consider the following action steps:
1. Identify a problem, based on customer input,
employee perceptions, and cost of quality anal-
ysis. Identify the work process to be analyzed.
2. Define/understand existing process to deter-
mine flaws and opportunities.
3. Design a new process.
4. Implement remedy (corrective action) and new
process.
5. Measure and hold the gain (Crosby, 1979;
Deming, 1986; Juran, 1988).
315

The quality movement is taking American
industry by storm, causing companies to
examine the way they produce products and do
business.
APPLICATION IN BUSINESS
What does it look like when all these ideas are
integrated and working together? When one For-
tune 500 manufacturing company first started its
quality improvement process some years ago,
factory costs were out of line, impacting competi-
tiveness. Customers were complaining of poor
quality on some devices, deliveries were late, and
employees were disgruntled about overtime spent
on rework. When employees were asked to iden-
tify possible causes for all this dismal perform-
ance, one issue mentioned frequently was produc-
tion line stoppage due to jammed machinery.
A team of machine operators, production engi-
neers, and maintenance people used cause-effect
analysis to layout the problem and found that one
of the major causes of machinery jamming was
the use of deviated material. "Deviated" means
that the material received from the supplier was
not exactly what was ordered according to the
specification, but because of a slip-up, it was
shipped anyway. Because it was toward the end of
the month, and because they did not want to shut
the line down to wait for exactly the right mate-
rial, they sought and got a deviation on the
non-conforming material. They were doing over
3,000 deviations a year at the time, and the
engineer who signed off on the deviation did so
rather quickly because he had so many to do, and
the factory said they would make the production
rate.
The group's recommendation was that they
stop using deviated material; it should either
conform to the requirement, or the requirement
should be changed. At first their recommendation
was rejected, but when the group applied the idea
of "Cost of Quality" (mistakes cost time, money,
and reputation), factory management saw that
they really could not afford to use the deviated
material. When they looked at not only unit cost
and line rate, but at "total product" (including
such things as warranty and salvage), it became
even more apparent that they must stop using
deviated material. Management, in its steering
function, set the "impossible" goal of reducing
deviations by half over a year's time.
A number oflittle problems and miscommuni-
316
cations began to emerge as work teams and
cross-functional corrective action teams (CATS)
began the journey of discovery of root cause. For
example, some of the engineering specifications
were tighter than required. Where possible, those
specifications were changed. In another case, a
vendor who was invited to see how material was
used discovered that it was being used in an
inappropriate application. A different material
had to be specified. In truth, no single solution
could solve the problem; it took a lot of little
solutions.
Did it work? Look at the numbers:
• In 8 years, deviations were reduced from 3,164
per year to less than 248 a year.
• Total non-conformance costs were reduced by
29%.
• Salvage was reduced by 54%.
• Warranty cost as percent of cost of goods sold
was reduced by 61 %.
• Factory productivity was improved by a full
20%.
Consider another example: This same manu-
facturer sells its heating controls through two
step distribution. This means the company sells
controls to a wholesaler who in turn sells to the
contractor who installs, repairs, or replaces them
in the home or business. One such wholesaler
started TQM in their business and discovered,
while surveying some key customers about re-
quirements and satisfaction, a high degree of
dissatisfaction regarding late, incomplete ship-
ments which were inaccurately billed. These key
customers were exasperated to the point of taking
their business elsewhere. Several customers were
delaying payment until the inaccuracies were
rectified. The wholesaler was also on "Credit
hold" and C.O.D. with a number of other suppliers
due to late payments. They were in serious
trouble.
After the kick off oftheir quality improvement
process, the management steering committee con-
ducted a focus group customer satisfaction survey
with key customers. They also did an "internal
customer satisfaction" survey, formerly called an
employee attitude survey, and a preliminary
"Cost of Quality" analysis, to help them decide
where to start. They knew the customers were
unhappy about late, incomplete shipments. Ac-
counts receivable were too high, and morale in the
warehouse was at an all time low. Almost weekly
another trained employee quit, necessitating
more time interviewing, hiring, and training a
replacement. In addition, the new employees did
not know their way around too well, which meant
they were a little slow and prone to making more
mistakes.
The warehouse foreman got his people to-
AAOHNJOURNAL
gether on Friday night, brought in some pizzas,
and asked for opinions about these late, incom-
plete shipments. Using a process flow analysis of
how an order gets entered, picked, packed, and
shipped, they began to see that most of the new
employees were getting "on the job training" up
front where the orders were initially filled. They
had always started out up front until they learned
their way around the warehouse. If they had
trouble finding something, they would put the
order aside until the supervisor came by, or until
they could ask one of the more experienced work-
ers. Obviously, a lot of orders were not getting
picked completely.
As a result ofthis analysis, they decided to try
a "buddy system," teaming an experienced worker
with a new employee. After about 90 days of this
new orientation system, partials and lates were
down a full 75%, and customers were beginning to
report greater levels of satisfaction. In 6 months,
receivables were significantly improved as was
cash flow due to being able to start taking more
discounts for prompt or early payment. Employee
turnover was also reduced by nearly 65%.
The wholesaler is currently investigating the
idea of a "remote warehouse" location where
certain select customers would have their own
keys and could help themselves. They would then
fax their invoice to the main office for billing and
action by inventory control for restocking the
"self-service store." This idea came from one of the
new employees who had been doing some cus-
tomer satisfaction surveying as part of his train-
ing.
CONTINUOUS QUALITY IMPROVEMENT
IN HEALTHCARE
In 1985, the John Hartford Foundation funded
the National Demonstration Project on Quality
Improvement in Health Care to see if industrial
TQM could be applied to health care. Twenty-one
health care organizations applied TQM principles
to service problems and quality of care issues
identified in their work processes. Results from
all participants showed that TQM worked. This
was the beginning of TQM or continuous quality
improvement (CQI) in health care (Berwick,
1991).
Application in Healthcare
One health service noted problems with its
managed care multi-specialty clinic provider in
the areas of access, billing errors, and unneces-
sary and inappropriate care for work related back
injuries. Further, the health service discovered
that employees often had to wait 48 hours for
urgent appointments, and employees were double
billed or bills were delayed. The occupational
JULY 1992, VOL. 40, NO. 7
IN SUMMARY
Total Quality Management
in American Industry.
Widtfeldt, AX, & Widtfeldt, J.R.
AAOHNJournal 1992; 40(7):311-318.
1. The definition of total quality management
is conformance to customer requirements
and specifications, fitness for use, buyer
satisfaction, and value at an affordable
price.
2. The three individuals who have developed
the total quality management concepts in
the United States are W.E. Deming, J.M.
Juran, and Philip Crosby.
3. The universal principles of total quality
management are (a) a customer focus, (b)
management commitment, (c) training, (d)
process capability and control, and (e)
measurement through quality improvement
tools.
4. Results from the National Demonstration
Project on Quality Improvement in Health
Care showed the principles of total quality
management could be applied to
healthcare.
health nurse then formed a quality improvement
team with the company benefits administration
and medical director, customer services and the
business department at the clinic, and the com-
pany. During several meetings, work processes
were analyzed for access, billing, and the stan-
dards of care for back injuries. The group ana-
lyzed the processes for delivering these outcomes
step by step using quality improvement tools.
They found that employees and dependents did
not know how to access services at the multispe-
cialty clinic and there were access problems to
some specialty physicians. The billing system was
set up to double bill, and/or protocols of care for
back injuries were not uniformly practiced by
physicians in various departments.
As a result of these efforts a communication
package for employees and dependents was devel-
oped to teach them how to access the system
through their physician and how and when to
access urgent care. It also announced the expan-
sion of medical staff in specialty shortage areas
such as OB/GYN. The billing department con-
verted to computerized billing and developed ex-
317
planation of benefit statements. The company
health service developed protocols of care for back
injuries and trained all multispecialty clinic phy-
sicians in the protocol. Charts were routinely
reviewed for compliance with the protocol. Evalu-
ation of these new systems found that employees
were seen within 8 hours for urgent problems,
complaints of access decreased by 75%, double
billing was eliminated, and employees received
necessary and appropriate care for work related
injuries.
SUMMARY
Occupational health nurses must apply the
universal principles of Total Quality Manage-
ment so that health services are customer driven,
value added, process focused, and statistically
measured. They must elicit customer input prior
to, along with, and after program implementa-
tion. Programs must be directed toward doing the
right things and doing things right.
Measurement must be a priority of any pro-
gram in health services. If occupational health
nurses do all this, they will be at the forefront of
the American quality movement, especially as it
relates to health care.
REFERENCES
Berwick, D.M., Godfrey, A., Blanton, & Roessner, J. (1991).
Curing Health Care. San Francisco, CA: Jossey Bass
Health Series.
Crosby, P.B. (1979). Quality is Free. New York, NY: New
American Library.
Deming, WE. (1986). Out of the Crisis. Cambridge, MA:
MIT-CAES.
Honeywell Solid State Electronics Center. (1990). Quality
Improvement Tools. Minneapolis, MN: author.
Juran, J.M. (1964). Managerial Breakthrough. New York, NY:
McGraw Hill.
Juran, J.M. (ed.) (1988). Juran's Quality Control Handbook,
4th ed. New York, NY: McGraw Hill.
Kettner, P., Daley, J.M., & Nichols, A.W (1985). Initiating
Change in Organizations and Communities. Monterey, CA:
Brooks/Cole Publishing Company.
Lose, T.A., & Mazzeo, J.M. (1986). Three preachers, one
religion. Quality, 26(1), 22-25.
Oberle, J. (1990). Quality gurus: The men and their message.
Training, pp. 47-52.
Rosander, A.C. (1985). Applications of Quality Control in the
Services Industries. New York, NY: ASQC Press, Marcel
Dekker, Inc.
Taylor, F.W (1923). Principles of Scientific Management. New
York, NY: Harper.

AAOHN CONSULTANTS LISTING

In the November 1992 issue of AAOHN JOURNAL, AAOHN will publish an occupational health
nurse consultant listing. The publication of this list will be accompanied by a disclaimer stating
that the list does not constitute an endorsement by AAOHN of the consultants listed.
The listing is an advertisement, and an opportunity for consultants to reach an audience of
businesses which may desire specialized assistance in the course of their work in occupational
health.
Listings will be accepted from AAOHN members only, and bills will be issued after publication.
The cost ofthe listing is $50 for up to six lines, and $10 per additional line. One person's name must
be printed with every listing, whether the consultant is individual or part of an organization. If
more than one name is to be listed, separate paid listings must be ordered.
Sample listing is as follows:
Jane A. Doe, MS, RN, COHN
Occupational Health Clinic, Inc.
1500 Main Street
Anywhere, USA 00000
(555) 555-1212
All listings must be ordered by October 1, 1992. To place an order, or for further information,
contact Donna Rosenstock, SLACK Incorporated, 6900 Grove Road, Thorofare, NJ 08086; (800)
257-8290 or (609) 848-1000; FAX (609) 853-5991.

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