Argues that successful implementation of TQM in service organizations requires an understanding of the intrinsic differences between them and manufacturing organizations. These differences make quality more difficult to achieve and measure – services are intangible, people‐oriented, cannot...

Retail and distribution is the most customer‐focused of all industries. Companies which continuously research the market are more likely to succeed. Discusses reasons for the continued success of Marks & Spencer and J. Sainsbury are discussed. Quality concepts must be rooted in an...

Continuous improvement is no longer sufficient to meet customer expectations. The need is for a radical change in the way we work. Business process re‐engineering (BPR) can help organizations make that change. Defines BPR, traces its evolution, and explains how to use the elements of BPR to...

Thousands of supervisors and employees who have direct contact with customers are being trained in customer care. Although an important element in quality initiatives, customer care training is all too often an example of management satisfaction with the quick fix. When senior management is...

Edited excerpt from John Macdonald’s latest book Calling a Halt to Mindless Change ‐ a Plea for Commonsense Management by Amacom. The article looks back at the “changeling children” of the quality revolution and opines that they were comparative failures. The origins of the term TQM and...

Many companies have become all fired up about TQM, only to find themselves disappointed with the results. The author has identified nine key reasons for their apparent failure.