Laments the lack of attention paid to communication within a TQM programme, despite the fact that it is of vital importance. States that a good balance of high quality communication is critical and lists seven fundamental principles for achieving effective communication. Makes the point that...

Describes the introduction of a TQM culture at Pitney Bowes plc in the United Kingdom in order to make it more competitive in a receding market. Reports on the formation of corrective action teams and continuous improvement teams in order to help implement the change process. Details how these...

Examines the commitment of Milliken Contract Carpets in the United Kingdom to improve the quality of product and service as perceived by the customer. Describes the background to the adoption of TQM by the parent company, which has defined its approach as “pursuit of excellence”, and which...

Discusses the implementation of a TQM programme at Armstrong Europe Services (AES) and the problem‐solving Training workshops which it introduced to help achieve its goal of an 80 per cent reduction in non‐conformance within five years, in all areas of the business. Notes the interest...

Addresses the question of whether registration is appropriate for the sales and marketing divisions within companies in the light of Kodak Ltd′s experience of registering the marketing, sales and Customer service department of their Health Sciences Division to Marketing Quality Assurance....

Reports on the creation of the Northern Ireland Quality Centre, established to improve the standard of the business community, exchange information on TQM and reward companies for their improvements. The centre provides extensive resources and advice for companies implementing TQM, or those that...

Describes the pressures on public sector services to become more profitable and competitive as well as increasing Service quality to their customers. Details the particular characteristics that define “customer” and “service”. Provides a method of managing for quality, including the...

Explains the decision of Ulster Carpets to choose “total customer satisfaction” (TCS) over traditional “total quality management”, in order to involve the entire workforce in their quality programme. Details the company′s use of awareness sessions and Training to involve employees, as...