This paper presents a conceptual framework for managing the process of systematically deriving improvement actions from customer expectations and strategic decisions through business processes, and prioritising improvement actions that will most contribute to strategic objectives. It proposes...

Deals with some of the quality award programmes applied worldwide. First, briefly describes five quality awards: the Malcolm Baldrige National Quality Award from the USA, the European Quality Award, the Deming Prize of Japan, the Canadian Quality Award and the Australian Quality Award. Second,...

Highlights ways in which companies can measure the performance of their TQM programmes. Warns that in order to avoid a fall‐off in enthusiasm for TQM, managers need to keep a constant eye open and constantly stimulate interest. Suggests that one way of showing evidence of improvement so far,...

Examines the decision of deciding which processes should be focused on in a benchmarking study, driven by the main points of an organization′s strategic plan, which, when translated into operational terms, will serve as a guide. Looks at the role of benchmarking within TQM, how new standards...

Explores some of the misconceptions surrounding benchmarking, examining what benchmarking is not, before examining what it is. Answers many of the frequently asked questions about benchmarking. Lists four main ways of finding best practice: internal, competitor, functional and generic benchmarking.

Reports on the use of benchmarking at ICL plc, and how it has been incorporated into the company′s routine processes. States that the key element in the implementation of change is measurement; ICL have chosen cycle time, inventory turns, customer lead times and delivery performance, delivered...

Discusses how Unisys Ltd in the UK and other leading companies are finding that performance measuring and improving key business processes form a vital part of a company‐wide improvement strategy. Using examples from Unisys, shows how cross‐functional methods of process improvement are being...

In the last three years, benchmarking has made its mark in the list of major process and product improvement tools. Those who are interested in process design and improvement may find this tool to be fast‐acting and effective. Presents the basic elements of benchmarking with tips on working...

Workers can pinpoint defects better and faster than the auditor, sometimes even before they occur. To ensure a regular flow of products, the worker’s quality of workmanship must be very high. Integrated manufacturing self‐control restores job satisfaction. Determines the worker performance...

The benefits of total productive maintenance (TPM) are quantifiable as a direct contributor to improved bottom‐line performance. Describes the procedures for implementing TPM. Overall TPM aims to result in equipment that is easy to operate flawlessly, requires minimum maintenance effort and is...