Implementation of the Total Quality Leadership process in U.S. Marine Corps field contracting offices.

Abstract

The implementation of the Total Quality Leadership process (TQL) is a continuous process; this thesis identifies the status of implementation within the ten U.S. Marine Corps Field Contracting Offices. The thesis also includes a brief case study involving a field contracting office. The case study examines field contracting personnel views regarding the implementation of the TQL process and how TQL impacts on their performance as organizational boundary spanners in the customer/supplier relationship. The research revealed a wide variation regarding the implementation of the TQL process and TQL training in the field contracting offices. In a majority of the field contracting offices, actual implementation has not yet reached the lowest levels. The research revealed that field contracting personnel view implementation of the TQL process as having a positive effect on improving the conduct of the contracting process.