Examines what can be achieved with a focus on total customer satisfaction. The supplier is a customer, the next operator is a customer etc. The customer chain is reflected from supplier to end user. World‐class manufacturing was introduced in 1988 and had resulted in ISO 9001 certification...

Highlights the significance of organizational structure in some typical UK manufacturing firms. Features current research at the Sheffield Institute of Work Psychology, University of Sheffield. By determining structure, senior management is creating the backcloth against which decision making,...

Argues that with increasing competition, the nurturing of creativity is essential to promote differentiation and superiority. Therefore, senior managers need to devote much more time and attention to the key issues facing their businesses. They need to gain much more practical experience of the...

Examines the latest management fad, business process re‐engineering (BPR). Argues that while little is really new, the need for organizations to embrace process improvement is high. Discusses some key success factors for organizations taking the BPR route.

Business process re‐engineering (BPR) is a radical rethinking of an organization and its cross‐functional, end‐to‐end processes and has taken corporations by storm. Despite the excitement over BPR, however, the rate of failure for re‐engineering projects is over 50 per cent. Uses two...

Looks at the reasons and requirements for effectively planning and managing the implementation of TQM. Examines controlling the resulting rate of change in the organization to ensure that expectations for performance improvement are achieved. Presents instructions for running an employee...

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...

Contrasts traditional western organizations with more democratically run high performance cultures. Opposing interpersonal attitudes and skills at the root of this contrast are identified. Illustrates academic evasion of the democratic dimension, allowing managers to marginalize vital attitudes...

Companies which seem to have succeeded in complementing TQ programmes over time appear to be those which have acquired the capability to change direction frequently. Argues that the choice managers make about which direction they take depends on the particular mindset they use. Describes...

Develops a methodology, including a questionnaire and possible statistical analyses, to answer the question, “Has the implementation of the total quality management process been beneficial in helping my company improve its competitive position?” Empirical support can be gathered for this...