Implementation of Deming's style of quality management: An action research study in a plastics company

Using seven constructs and four propositions to describe relationships among the constructs, Anderson et al. [1994. A theory of quality management underlying the Deming management method. Academy of Management Review 19(3), 472-509] articulated a theory underlying Deming's style of quality management (Deming's 14 points). Subsequently, two studies, Anderson et al. [1995. A path analytic model of a theory of quality management underlying the deming management method: preliminary empirical findings. Decision Sciences 26(5), 637-658] and Rungtusanatham et al. [1998. A replication study of a theory of quality management underlying the Deming management method: insights from an Italian context. Journal of Operations Management 17, 77-95], examined the four propositions underlying the theory, and provided a strong support to the theory. To date no one has examined if there is a gap between theory and practice of Deming's style of quality management. This action research describes how Deming's style of quality management is implemented in a plastics company. In doing so, we find that the theory appears to be generally applicable in describing the implementation experience. We provide qualitative explanation and support to two propositions, one of which was only partially supported by both Anderson et al. [1995] and Rungtusanatham et al. [1998] studies. We also find some evidence of new relationship between the two constructs and discover the limiting nature of one of the constructs.