Successful total quality management (TQM) is dependent on first class problem solving. Numerous techniques have been created to help the TQM practitioner along the problem solving journey. However, it can be very difficult to decide which of these techniques should or could be used at any point...

The paper presents the development of a continuous improvement process for the customer relations department at Severn Trent Water in the UK. In‐company research was carried out to identify the main barriers to continuous improvement in the areas of leadership, training, communication,...

Identifies potential barriers and problems involved in carrying out a quality costing evaluation. Examines the reasons for quality costing and what kind of costing systems needs to be set up. Provides a case study of one organization′s quality costing evaluation, which has been correctly...

Discusses the implementation of a TQM programme at Armstrong Europe Services (AES) and the problem‐solving Training workshops which it introduced to help achieve its goal of an 80 per cent reduction in non‐conformance within five years, in all areas of the business. Notes the interest...

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...

TQM is a philosophy which emphasizes continuous improvement as a process that places a premium on achievement of customer satisfaction. This requires participation of everyone in the company in the development of shared mission, vision, plans and in the quest for continuous improvement....

Managers are people who accomplish tasks through others. For the twenty‐first century, managers should be defined as people who accomplish tasks through their effective use of processes and enablers. This paper defines what the new manager will look like in the twenty‐first century. It is...

Looks at one company′s attempt to avoid the pitfalls arising in the first two years of TQM introduction, especially when operating a multi‐site, multinational company. Discusses the company and its reasons for introducing TQM. Reflects on the lessons learned and concentrates on specific...