Total quality (TQ) is likely to fail or run out of steam 18‐24 months into the endeavour and this cycle is likely to repeat itself as the programme progresses. Discusses why this occurs and describes a methodology of resuscitating the total quality management (TQM) programme. This involves, in...

Describes how the University of Manchester Institute of Science and Technology (UMIST) generic improvement framework was used by a selection from the Trafford Park industrial area. Outlines the two frameworks which were developed, one catering for the needs of small companies and one for larger...

Brent Council has been revolutionized over a period of four to five years, from a local authority characterized by scandal, incompetence and high taxation levels to one which has won awards and national recognition for quality services and quality performance. Records the change and examines the...

When managing a total quality programme every practitioner needs to generate and maintain momentum and progress. When progress is suddenly halted, the true reasons why are not always immediately clear. Excuses can be too easily formulated and the wrong reasons identified for what may well be a...

Every organization adopts a different approach to making steps towards total quality. Describes a number of variables which are consistent with successful progress down the road towards total quality. Presents observation and analysis of 28 organizations whose quality managers are participating...

The advertising industry in Singapore faces an acutely competitive environment which demands a high level of service from agencies with total quality management (TQM) as the perspective. Mere excellence in creativity with its high focus on product, rather than the market, is no longer...

Reviews six years experience with TQ in a large multinational manufacturing company. Commitment alone is not enough – ownership is vital. TQ is continuous but not constant, there will be periodic declines when a change of approach is indicated. On‐the‐job training in the application of TQ...

Examines what can be achieved with a focus on total customer satisfaction. The supplier is a customer, the next operator is a customer etc. The customer chain is reflected from supplier to end user. World‐class manufacturing was introduced in 1988 and had resulted in ISO 9001 certification...

Explains why International Training Service, a human resource development consultancy, decided to work towards BS 5750 and how it achieved registration to BS 5750 Part One across all of its six sites. Covering aspects such as time and cost involved, also describes resistance that had to be...

Reports on the Continuous Quality Improvement (CQI) Conference of April 1994. Manchester United is cited as a model for team building and CQI. The practice of teamwork, with commitment from top management, was a recurring theme. CQI means keeping fresh, investing new concepts and new methods of...