Examines how an Israeli electronics company has implemented its TQM policy, specifically by placing a priority on customer satisfaction. Profiles the organization′s TQM philosophy and the way in which quality is managed throughout the company. Spotlights the quality management strategy of...

When two plants manufacturing much the same product show a great discrepancy in performance, something somewhere is obviously very badly wrong. This was certainly the case at the Fibre division of Rhône‐Poulenc, the French chemical company whose headquarters is in Lyon. Two factories in...

Telemecanique's Carros plant has witnessed a substantial improvement in product quality by involving employees in progress groups. Each group is responsible for identifying and then taking corrective action using problem‐solving methods. Today, Telemecanique is modifying and expanding the...

Conducting a methodical product design programme can not only reduce costs, but it can also produce new and innovative ideas. A French refrigerator manufacturer, Selnor, has been utilising this technique to good effect.

It was the need for survival that prompted Volvo's Ghent factory to improve its quality and cost effectiveness. To help achieve this, the company adopted a Total Productive Maintenance programme which places the responsibility for equipment maintenance and quality control on all employees.

Reports on how Sodexho has improved service using total quality management. Discusses how achieving customer satisfaction in the service industry means knowing what the customers′ requirements are. Asserts that TQM has allowed the company to create the “perfect” customer/supplier...

Reveals how Nestle builds quality and safety into its products. Describes how the company employs a strict methodology to safeguard the quality and safety of its products. Reports on the Hazard Analysis Critical Control Point concept. Concludes that the final product still has to be checked...

Reports on the activities of the Renault Institute for Quality to train its employees in the principles of TQ. Asserts that to make progress, there must be a method and that the advisers must be people with authority. Describes the workings of the Institute, and the training programme. Concludes...

Investigates the Bekaert Group′s Japanese approach to total quality. Discusses how only a few Western companies have succeeded in attaining the levels of competitiveness found in Japanese firms. Describes how a Japanese expert was employed to implement TQM ‐ Japanese style. Discusses how...

Discusses how statistical process control of products is increasingly demanded by suppliers for the prevention rather than detection of defects. Assert that, according to Ford supplier Valeo Embrayages, it is the way it is applied that makes all the difference. Discusses how, before the new SPC...