How can a company achieve improved levels of quality performance: technology versus employees?

Addresses the question: how can business organizations attain new, unprecedentedly high levels of quality in their work processes? Rejects the view that quality and productivity are incompatible, arguing that efficiencies resulting from continuously improving quality lead to increased productivity. Examines the western management reliance for competitive advantage on costly technological innovations which, once installed, are subject to steady deterioration and erosion of their initial advantage. Warns that technology cannot substitute for people. Contrasts western results‐based short‐termism with the strongly process‐oriented Japanese approach. Shows how the Japanese have also practised large‐scale absorption of new technology but have invested heavily in their people at the same time, because they recognize that technological innovations need committed, well‐trained people, not only to make the technology work but also to maintain its advantage through kaizen ‐ a process of continuous, smaller‐scale, people‐based improvements.