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.
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