Suggests that the most efficient way of problem solving is in groups; demonstrates CEDAC (which stands for cause and effect diagram with the addition of cards), a visual tool for problem‐solving which creates a virtual workplace. Explains how the tool is used in group working, led by a...

Examines the fact that Philips adopted a quality campaign in 1983 with mixed results, culminating in a $2.2 billion loss in 1990, and the reasons for the failure. Illustrates, for example, that the quality initiative became part of existing rivalries and was considered separate from “normal”...