The TQM Magazine: Volume 3 Issue 6
Table of contents
Levelling out the future
D.M. Lascelles, B.G. DaleResearch carried out at the University of Manchester Institute of Science & Technology over a ten‐year period has led to the authors identifying six levels of TQM adoption. The…
Processing Business Improvement
Lisa AlbitzArgues that business process management can improve efficiency and effectiveness across each process and throughout an entire organization. Drawing mainly on experience at the NCR…
Building for the future
Steven KirkExamines a European Commission Institute survey investigating TQM and its application to the European construction industry and suggests that the short‐term nature of construction…
A strategic approach
Paul DaviesPoses the question: what is a business strategy? Refers to an earlier article (TQM 3,3) describing a three‐stage evolution of TQM companies and highlights eight key strands that…
Putting the ″M″ in TQM
Clem SmythReveals the key steps to managing the organisation as a whole to facilitate company‐wide continuous improvement. Describes the management systems and structure necessary to steer…
Bridging business boundaries
Jan de Vries, Lonni RodgersExamines the fact that Philips adopted a quality campaign in 1983 with mixed results, culminating in a $2.2 billion loss in 1990, and the reasons for the failure. Illustrates, for…
A united approach
Anna KochanCharts the progress of French sub‐contractor SRPI in its attempt to gain ISO 9002 approval in the wake of customers demanding ever higher standards. Defines the steps taken to…
To sink or to swim?
William McEwan, Sherif El‐ArabyShipbuilding has been slow to adopt TQM practices, but the author argues that recession is forcing the industry to consider quality techniques as a matter of survival. Charts the…
Strategic change
James CreelmanExamination of BP Chemicals′ integration of TQM into its corporate strategy, helping to turn around a £200 million loss in 1981. Shows how the crisis led to a will to survive…
A window of opportunity
Terry Finlow‐BatesArgues that a TQM programme can reduce the COPQ (cost of poor quality) by between 20% and 40 per cent. Suggests benchmarking is the first step to estimate an organisation′s…
Constructing harmony
R Baden HellardSuggests that the construction industry′s reputation for poor quality, including the failure to complete on time and within budget is well‐deserved, but that quality management…