Organizations in the construction industry have eschewed implementing TQM practices because short‐term benefits are relatively minimal. As a result, re‐engineering has emerged as an alternative to change. Albeit re‐engineering seeks radical performance improvements, the path to its...

Reports the main findings of a study carried out into the quality improvement structure of six different companies. Among the findings is that an infrastructure in terms of TQM Steering Committee and improvements facilitators is necessary at the introduction and during the development stages of...

Answers the question “When can we stop placing special emphasis on quality?” by stating that organizations can never relax, that continuous improvement does not just “happen”, it needs constant attention and initiatives in order to keep moving. States that a change in culture, making TQM...

Presents a brief assessment of the quality movement in Fiji, which has the largest economy in the South Pacific islands. Relates the history of the beginning of the movement, then presents the means used by Fiji to introduce the quality movement in the country by the creation of the FNTC, the...

The active participation of all personnel is the basis for continuous improvement in companies. This paper describes the main features of systems for channelling such participation, used in a series of companies in the automotive parts industry in the Northwest of Spain. These characteristics...

In contemporary management in the 1990s, TQM is a proven approach for success in manufacturing, services and the public sector. Examines what is so special about TQM and develops an excellence model based on some proven approaches adopted by the Japanese. Looks at the current thinking and...

Part 1 developed a model called LETQMEX standing for LEicester Business School TQM EXcellence Model based on sound total quality management (TQM) practices. An intensive questionnaire survey was conducted based on about 1,800 BS 5750 registered companies in the UK. The aim of the research is to...

Explains why companies wishing to make the transition to TQM must address the issue of organizational learning. Provides some evidence that quality circles (QCs) can facilitate organizational learning in the quality context. Discusses three theoretical stages of organizational learning, and...

Discusses how, in response to a desire by Japanese quality practitioners to promote QC technique, seven new QC tools were brought together. Provides the recommended manner for the utilisation of these techniques. Asserts quality thinking should become pro‐active rather than re‐active....

Discusses how many TQM initiatives fail due to lack of commitment by management. Suggests using an assessment framework so that every “benefit” becomes visible and, therefore, encourages even more effort. Contends that TQM programmes that have succeeded, have concentrated on behaviour first,...