Examines the growth of interest in activity based costing (ABC), which focuses on overhead, rather than direct, costs, and does much the same job as quality costing. Shows exactly how ABC works in an organization and what benefits it can produce. Indicates how the information generated can be...

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,...

Discusses the extent to which quality improvement standards can help organizations. Asserts that the Malcolm Baldrige National Quality Award, the European Quality Award and the British equivalent have each established criteria which can be used by organisations to assess progress and tangible...

Looks at how to overcome the stumbling blocks to success, in light of the fact that many companies are able to achieve early success in a TQM programme, but find it difficult to hang on to the gains and improve on them. Discusses the possible early fault lines. Suggests ways in which these can...

Proposes that having a TQM process under way is not, in itself, sufficient. Explores three stages: survival, prevention and continuous improvement, that most companies experience when adopting TQM. Suggests that TQM exponents cannot plan successfully beyond their immediate horizons and that the...

Suggests that despite the recession, cut‐backs in employee development and customer service are ill‐advised. Some “savings” end up causing poorer overall performance, including damaging the ability to assess that performance. Asks if savings have, in fact, reduced the frequency of goods...

Poses the question: what is a business strategy? Refers to an earlier article ( TQM 3,3 ) describing a three‐stage evolution of TQM companies and highlights eight key strands that must be managed as progress through the three phases occurs, focusing on the central theme of “vision”....

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...