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This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/02656719410074260. When citing the article, please cite: Samuel K.M. Ho, (1994), “Is the ISO 9000 Series for Total Quality Management?”, International Journal of Quality & Reliability Management, Vol. 11 Iss: 9, pp. 74 - 89.

This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/09604529610115885. When citing the article, please cite: Samuel K. Ho, (1996), “Demingʼs system of profound knowledge and the World Cup”, Managing Service Quality: An International Journal, Vol. 6 Iss: 3, pp. 43 - 47.

The fundamentals of total quality management (TQM) are revisited for providing a relevant perspective on business excellence. Judging from the experience of the Japanese TQM movement, there is a need for a step‐by‐step approach towards TQ. As a result of exploratory research, a model called TQMEX, standing for TQM Excellence Model, has been developed based on sound TQM practices. Both the theoretical background, personal experience, and results of an intensive questionnaire survey conducted in Hong Kong, Japan, and the UK have highlighted the importance of the Japanese 5‐S, DPR, QCC, ISO 9000 and TPM on TQM practice. The findings are useful for firms wanting to benchmark against the business excellence of leading firms which have survived and grown despite the two global oil crises and the recent Asian financial turmoil.

It has been recognised that Japanese firms are clean and orderly. The same is true for high quality western firms. Over the last two decades, the Japanese have formalised the technique and name it as 5‐S practice. The author has developed the world’s first 5‐S audit worksheet and used it for training in Hong Kong, Malaysia and the UK since 1994. As the name is new to most western societies, the objective of this paper is to explain the intricacy of the 5‐S so that it can be understood easily and adopted readily by those who may find the tool useful. 5‐S is also an important tool for action learning and the corner stone of a new paradigm for quality culture. In 1994, the Hong Kong Government Industry Department started promoting the 5‐S practice in Hong Kong. Many seminars and workshops have been conducted and they were all very popular and well‐received by the business community. As a result of the success, the Department commissioned a “5‐S practice workbook” with ten successful case studies from the manufacturing, services and public sectors. Further, a grant has been given to the authors to train up 2,500 5‐S lead auditors, the first of its kind in the world. The experience will also be shared in this article.

The fundamentals of learning organisations are revisited to provide a relevant perspective for achieving world‐class performance. A new concept termed the ‘total learning organisation’ is created and developed based on the theoretical background and the author’s consultancy experience. Three important World Cup matches are used as case examples to illustrate the application of innovation through the conceptual framework of the total learning organisation. The findings are useful for firms wanting to benchmark against the experience of leading firms which have survived and grown despite the two global oil crises and the recent Asian financial turmoil.

A problem is usually a result of “changes”. However, not all changes are the cause of problems. The search for the cause of a problem narrows down to the search for that change which should produce the precise effect observed through some area of distinction. This change may consist of several elements and conditions taken together as a complex change, which can produce the exact effect observed. This change will be found through analysing the facts used in specifying the problem. The process of analysis requires co‐operative brain‐storming among different parties concerned. Analysis of these facts is thus the crux of problem solving. Outlines an effective method of solving problems in manufacturing and demonstrates its success with practical case studies from Hong Kong, Japan, Malaysia, Singapore, and the UK.

In Deming’s system of profound knowledge, he found out that a problem is largely the result of “common causes” (at around 94 per cent) rather than “special causes”. Analysis of the potential causes and identification of the single one that ultimately relates to the problem is the crux of problem solving. Applies Deming’s System of Profound Knowledge to demonstrate how we can learn to solve problems. In the semi‐final of the soccer World Cup Finals 1990, England lost to West Germany in the penalty shoot‐out. The Italian team had the similar experience when they lost to Brazil in the World Cup final 1994. In an attempt to find the possible causes of defeats, identifies the common cause (due to the training system) for the outcome. These two examples illustrate the effectiveness of the problem‐solving method developed from Deming’s idea in identifying the common cause of a problem.

Presents the Japanese initiative of total integrated management and identifies the multiple factors which can influence management quality and business performance in organisations. Explores the UK/European model for business excellence and the process of self‐assessment that can be applied by organisations in all sectors to improve their business results and competitive superiority. Compares the main features of the Japanese and the European frameworks and notes their differences together with their benefits and possible downsides. Uses case examples to demonstrate the application and the implications of these initiatives to practising managers. Concludes that for organisations to be effective they should use the dynamics of the integrated business excellence tools and value the quality level of the management policies and strategies as key success factors

States that Japanese factories and service organizations are well known for their cleanliness and orderliness. Suggests that this results from their ability to instil a sense of responsibility and discipline into their workers, particularly at plant level. Describes the Japanese 5‐S practice, the logic behind which is that organization, neatness, cleanliness, standardization and discipline at the workplace are basic requirements for producing high‐quality products and services, with little or no waste, while maintaining high levels of productivity. Aims to promote the 5‐S technique and explore the reasons why it has been widely used in Japan as the first step towards TQM in both the manufacturing and services industries. Also discusses the implementation of the 5‐S with the use of two case examples.

Workplaces in Japan are well‐known for their cleanliness and orderliness. This results from the Japanese emphasis on training and discipline. The logic behind the 5‐S practice is that organization, neatness, cleanliness, standardization and discipline at the workplace are basic requirements for producing high quality products and services, with little or no waste, while maintaining high levels of productivity. Outlines results of an intensive questionnaire survey on about 3,000 companies in the UK and 200 leading companies in Japan with a response rate of about 12 per cent. Aims to determine whether the Japanese 5‐S practice has a significant contribution to the successful total quality management (TQM) implementation. The main finding from the 205 manufacturing and 106 services firms in the UK as well as 16 leading companies from Japan is that the 5‐S provides an essential total quality environment which is an important base for implementing TQM successfully. Inevitably, TQM training policy should incorporate the 5‐S practice guidelines.