Describes the efforts made by Newcastle Breweries to improve its competitiveness by implementing TQM and therefore achieving superior customer satisfaction. Follows the company through its introduction of a “quality customer package” outlining the range of services available to the customer;...

States that efficient communication of the TQM message is essential if a programme is to be implemented successfully. Underlines the need to tailor communications messages according to who they are directed at, especially employees, and suggests that quality managers work together with public...

Provides a “user friendly” benchmarking system which can be used before undergoing organizational change in order to create reference points which will serve as baselines and goals. First, defines what benchmarking is and looks at the characteristics of a benchmarking system. Reveals the...

Describes the introduction of a TQM culture at Pitney Bowes plc in the United Kingdom in order to make it more competitive in a receding market. Reports on the formation of corrective action teams and continuous improvement teams in order to help implement the change process. Details how these...

Examines the adoption of TQM by SGS‐Thomson, which first created a semiconductor user reliability evaluation (SURE) quality policy in the late 1970s. Charts the development of statistical process control (SPC) steering committees and the introduction of failure mode effect analysis (FMEA);...

Looks at how some organizations are turning away from total quality management (TQM) and looking in another direction to solve their problems. The new concept is “re‐engineering”. It offers breakthrough solutions for what seem to be intractable problems. Discusses why TQM is ow coming...

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...

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...