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The purpose of this paper is to develop a coherent theory and strategy for the achievement of quality outcomes that is meaningful and relevant to people at all levels of society. These should help the quality professional engage with people at all levels of society in the development of a culture that appreciates quality, systems and excellence. The research draws on the work of the community quality councils movement in the USA and sought to build on this experience in a village in northwest Ireland.

Action research employing an ethnographic type approach to a four year immersion period in a small industrious community. Its inductive nature and naturalist mode of enquiry did not lend itself to either the generation or analysis of quantitative data. Nevertheless it yielded many rich complex pictures or patterns of qualitative information requiring long periods of reflection to decipher the sense and meaning in them.

The findings can be encapsulated in one sentence “To achieve quality outcomes we must practise excellence and maintain systems that are fit for purpose”. This requires a radical reworking of Deming’s system of profound knowledge (SoPK) to make it relevant to the human complex adaptive systems that permeate the twenty-first century. These operate as autonomous service providers in a rapidly changing environment.

The findings of this research have transferability to all sectors in society pursuing purposeful activity. It is relevant at individual, interest-group, industry, institution and community level. It should make the development of a “quality culture” more attainable at all levels.

Provides quality professionals with new terminology and imagery to engage with, analyse and help autonomous human activity systems in the twenty-first century. It moves Deming’s SoPK to a new level more suited to human systems.

By explaining quality, excellence and systems in easily understood and accepted terms the Grange Excellence Model allows every individual, interest-group, industry and institution share the same language and images as they pursue quality outcomes. This unified approach could transform communities and society in general.

The research generates a seismic shift in the appreciation of quality, excellence and systems making them relevant and meaningful to people at all levels of society. This provides quality professionals with a methodology, images and vocabulary that will facilitate productive engagement with purposeful systems at all levels of complexity.

This paper aims to explore the quality profession's fascination with various models to depict complex interactive systems. Building on these and the outcome of a four‐year action research programme, it provides a model which has potential for use by other professions. It has been tailored here to suit training and learning systems.

The action research was carried out over a four‐year period. It used ethnographic principles and involved immersion in the community and engagement and participation at various levels and sectors. The objective was to discover the applicability of quality principles at community level.

The outcomes of the research are twofold. First, the Grange excellence model (GEM) provides a framework for all human activity systems. Second, a definition of excellence provides a generic code of practice for all human engagement. Both are applicable to all human activity in pursuit of any goal or objective.

Research outcomes are fractal and generic in nature, allowing them to be applied without limitation to all human activity at individual, interest group, industry or institution level. This paper describes how it might be used in training and learning systems.

The introduction of the term “cystem” provides a new unique concept for profiling human activity. The GEM provides a realistic model of real world human engagement not found in either the European Foundation's Quality Management (EFQM) or Malcolm Baldrige National Quality Award (MBNQA) models.

TWO manually operated DEA Swift co‐ordinate measuring machines (CMM), each equipped with Tutor M measuring software, have been installed directly in the production machine shop of Pilkington Optronics Ltd., St Asaph. The CMMs are being used as flexible measuring gauges by Pilkington's machine setter/operators under a programme whereby selfcertification of component accuracy is gradually superseding conventional QC inspection.

In today’s society, health and fitness are given much publicity. Advertisements, magazine articles and television shows, trumpeting the benefits of exercise, encourage people to undertake a fitness regimen. Indeed, for the busy executive, an exercise program can lead to a less stressful and more productive life. However, due to busy schedules and the challenge of maintaining interest once the novelty of an activity has faded, many managers quit these programs soon after starting them and return to their sedentary lifestyles. We believe that most people stop exercising because they are not mentally prepared for the difficult realities of maintaining a regular workout program. While most health articles provide the initial spark for beginning athletes, very few offer guidance for the person in the middle and latter stages of an exercise program. This article, which we have based on our personal experience as athletes (the authors have run 15 marathons between them) and on an extensive review of psychological, organizational, and sports‐related research, provides executives with five mental strategies for developing a mindset for maintaining physical fitness during these challenging stages.

Decline in consumer demand and severe pressure on costs are — not surprisingly — the two aspects of the recession which, according to a survey by Gordon Simmons Research, are hitting retailers most hard. In the immediate future, the overall pattern indicates an increase in store investment and improvement to compensate for the slowing down in recent years. And of course there will be growing emphasis on larger units, and the continued growth of credit. This article is based on personal interviews conducted by GSR executives, during November and December 1980, with top management in 12 major retail organisations (listed at the end of this article). These retailers, although few in number, represent a high proportion of retail turnover because of the concentration of the trade. They cover a wide cross‐section of retailing: supermarkets, department stores, electrical goods outlets, variety stores, men's and women's fashion. The survey examined these retailers' reactions to the recession, the effect of the economic climate on their policies, and likely retail developments in the 1980s.

LOWEST After three years of research and development, St Ivel has launched a new product believed to be the lowest, low‐fat spread in the world. Appropriately called. Gold Lowest, the new product contains just 25% fat and only 273 kcal per 100g. Butter and all margarines have 724 and the more usual low‐fat spreads have 390 kcal per 100g. The chart below shows how the fat content of Lowest compares with that in other yellow fats. The figures refer to 100g of each product.