Increased control of the process through, for example, reduction of special and common causes of variation, is fundamental to total quality management (TQM), yet this is one of the main areas targeted by its critics. However, there appears to be much misunderstanding between those from the...

For companies striving towards total quality management and continuous improvement it is important to be sure that employees are receiving the right messages. A new non‐scoring audit tool, developed in work with UK companies, assesses whether human resource policies are integrated with quality...

Over the past decade, the establishment and growth of quality awards has stimulated organizational self‐assessment using the award models. Four new methods developed from fieldwork in the UK can be used not only to support the gathering of data required by the models, but also in stand‐alone...

Like the reports of Mark Twain's death, the demise of total quality has been much exaggerated. Periodic changes of direction and drivers have given it new life and impetus during the time it has been popularized by western organizations. Each renewal brings with it a new set of measures to...

This paper focuses on the use of the ISO 9000 series certification and the use of self‐assessment against an excellence model, as two examples of management fads which have survived for a long period of time. The literature suggests that two variables are related to the perceived success of...

Quality circles are now a worldwide phenomenon but their survival depends on many factors. Some of the problems faced by quality circle facilitators were highlighted by this research in the NW of England.

Purpose – The purpose of this paper is to examine the field of risk management in relation to the connection to quality management. It poses and attempts to answer three questions. What can quality teach risk management? What can risk management teach quality? What must both risk and quality...

Reports on a survey, carried out in 1990, to ascertain the level of training and research needs in the European business community. Attempts to define what exactly TQM means to an organization. Indicates that European organizations do not invest adequate sums of money in TQM education and...

Based on a recent European Committee‐sponsored survey on quality management self‐assessment. Outlines research methodology and main findings. Details reasons for self‐assessment in companies and methods of self‐assessment, and discusses whether or not self‐assessment is worthwhile....

Outlines the key findings of applying the UMIST Total Quality Management Sustaining Audit Tool at Aeroquip Iberica. Presents findings using the five‐part category classification of internal/external environment, management style, policies, organization structure and the process of change....