Total Quality Management in UPS
INTRODUCTION
In the recent business environment, the economy is changing from a manufacturing base to an information/service base. Although UPS has always been a stable and smart company that knows where it wants to go, it was also drastically affected by increased competition and technological advancements. UPS finally heard the wake-up call. In 1994, the company announced that it would undertake major changes which would be a company-wide initiative to improve its existing quality. Upper-level management began to contrast the "Old" and the "New" UPS, with one major characteristic of the "New" UPS being a company-wide goal of customer satisfaction achieved through eighteen quality initiatives. This change was not easy and the transition from the "Old" and the "New" UPS while traveling down the "Road to Quality" proved successful in the long run. UPS was ranked No.1 in its industry category of "mail, package and freight delivery", and was also rated among the best in the world as a long-tem investment value and for its innovativeness, employee talent, social responsibility, quality of management, financial soundness, and quality of products and services. The reasons and force that was driving the company into success and continuous improvement was simply the power of Total Quality Management. We will describe how the company implemented its TQM program through the following aspects:
Technology innovativeness
Transportation program
Empowerment of employees
Quality of service
Customer management
Company Background
United Parcel Service (UPS) is the world's number one package delivery company and the third largest private company in the United States. The company was started in 1907 by James E. Casey. Originally, UPS dominated the market, delivering small items and clothing to a major department store network. It expanded eventually and extended its operations through a New York City headquarters. By 1950, UPS served stores in 16 metropolitan areas. But as
In the recent business environment, the economy is changing from a manufacturing base to an information/service base. Although UPS has always been a stable and smart company that knows where it wants to go, it was also drastically affected by increased competition and technological advancements. UPS finally heard the wake-up call. In 1994, the company announced that it would undertake major changes which would be a company-wide initiative to improve its existing quality. Upper-level management began to contrast the "Old" and the "New" UPS, with one major characteristic of the "New" UPS being a company-wide goal of customer satisfaction achieved through eighteen quality initiatives. This change was not easy and the transition from the "Old" and the "New" UPS while traveling down the "Road to Quality" proved successful in the long run. UPS was ranked No.1 in its industry category of "mail, package and freight delivery", and was also rated among the best in the world as a long-tem investment value and for its innovativeness, employee talent, social responsibility, quality of management, financial soundness, and quality of products and services. The reasons and force that was driving the company into success and continuous improvement was simply the power of Total Quality Management. We will describe how the company implemented its TQM program through the following aspects:
Technology innovativeness
Transportation program
Empowerment of employees
Quality of service
Customer management
Company Background
United Parcel Service (UPS) is the world's number one package delivery company and the third largest private company in the United States. The company was started in 1907 by James E. Casey. Originally, UPS dominated the market, delivering small items and clothing to a major department store network. It expanded eventually and extended its operations through a New York City headquarters. By 1950, UPS served stores in 16 metropolitan areas. But as