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Describes the reaction of Dr. Joseph Juran, a recipient of the US National Medal of Technology, to winning the award, and his views on the relationship of quality to technology. Discusses the significance of awards and what outcomes recipients of national awards can expect. Considers how the changing perception of quality has affected product development/new technology and looks at other aspects of quality and technology. Concludes by discussing Dr. Juran′s vision of commerce and business for the next century.

Describes how Motorola has achieved further success through a comprehensive quality programme aimed at re‐educating the total workforce. Explains how the company has learnt that the change in attitudes are a forerunner to Six Sigma quality and success in the global market.

Examines the quality programme initiated by freight train company Southern Pacific Lines in order to become more competitive. Chronicles the design, introduction and implementation of their quality initiative. Looks at the measures taken to improve on problem areas and at the importance of Training and education in implementing the quality programme.

Profiles the winners of the 1991 Malcolm Baldrige National Quality Award, all of which were electronics firms and had another point in common, that of focusing on customer satisfaction. Defines the dominant factors for each company′s success in the field of quality. Summarises the criteria used by Baldridge examiners in seven areas of the business: leadership, information and analysis, strategic quality planning, human resources utilization, quality assurance, quality results and finally customer satisfaction.

An examination of US telecommunications system and service provider AT&T′s moves to face the challenges brought about by deregulation in 1984 and the advent of competition from other US operators. Explains how the old ways of working brought problems, leading to crisis management in the wake of the changes and the adoption of quality processes. Examines the results of a 1986 study by AT&T quality managers on the uniquely American Quality Archetype and the need for a nurturing environment where failure is understood as part of achieving a goal, culminating in a model based on the archetype. Explores AT&T′s quality library series of books and courses to educate employees throughout the organisation. Concludes with an assessment of what still needs to be done within AT&T to become a world class organisation by 1994 and defining those remaining challenges.

Discusses QP4, the TQM programme developed by the US Air Force Logistics Command in the late 1980s, which enabled it to win the President′s Award for Quality in 1991.

Outlines the procedures implemented by the US Internal Revenue Service (IRS) to reduce the potential for errors in the paperwork and alleviate the “feast or famine” nature of the job. Discusses the background to taxpayer/IRS relations in the USA and the problems in 1985 caused by insufficient time to train employees and get to grips with newly purchased computer technology. Details the work of the 54 quality improvement teams formed since 1986, highlighting the large savings made and the organization particularly in tackling the problem of high error rates on tax examiner correspondence to the taxpayers. Reviews the rise in employee empowerment and explains how taxpayers have benefited from the changes.

Focuses on organizational restructuring at Florida Power & Light in the USA, winner of the International Deming Prize for business excellence. Continues with an overview of the different ways in which the company has sought to keep implementing continuous improvement measures. Concludes with the company CEO′s statement that winning the Deming is merely a stopping point in the ongoing journey of quality improvement.

Reports on total quality management at the University of Wisconsin‐Madison, as espoused by the University′s chancellor, Donna Shalala. Considers the prospects for the resurgence of the quality movement in US federal government now that Shalala is Secretary of Health and Human Resources.