Total Quality Strategies in Industry: The Experience of Two Multinationals in Brazil

Abstract

In the race toward increasing competitiveness, a growing number of firms are adopting total quality strategies. Multinationals are taking the lead. This article provides some insights into the deployment of these strategies in Brazil, focusing on the experience of two prominent multinational firms. A few significant practices in connection with the soft and hard changes carried out during strategy implementation are expounded. The practices that have contributed to essential, but difficult, cultural change are examined. The supportive role of information technology is highlighted, as well as the importance of certain organizational provisions. The significant influence of Brazil's economic and market conditions on the shaping of total quality strategies is also emphasized.

• competitive strategies
• computer industry
• continuous improvement
• cultural change
• customer satisfaction
• electric-electronic industry
• information technology
• organizational change
• process management
• quality culture
• quality improvement
• strategy deployment

Additional information

Notes on contributors

T. Diana Lv.A. de Macedo-Soares

T. Diana L.v.A de Macedo-Soares is a visiting professor in the Department of Industrial Engineering at Pontifical Catholic University in Rio de Janeiro, Brazil, and an associate researcher of the Brazilian National Research Council. She earned a doctorate in philosophy at the University of Montreal. Macedo-Soares may be contacted at Pontifical Catholic University, Industrial Engineering Department, PUC-RJ (DEI), Rua Marqués de São Vincente 225, 22451-041 Rio de Janeiro, Brazil.

Sérgio G. R. Chamarte

Sérgio Chamone is an audit principal at Xerox do Brasil. He earned a master's degree in industrial engineering at the Pontifical Catholic University in Rio de Janeiro, Brazil. Chamone may be contacted at Xerox do Brasil, Av. Rodrigues Alves 261, 20220-360 Rio de Janeiro, Brazil; 55 21 271-1656, Fax [phone].