Describes the rationale behind a course designed by the trainees, employees themselves, in conjunction with external expertise and delivered to small groups over a 12‐month period. A “drip” feed across a diagonal slice of the structure in small (12 maximum) cross‐functional groups,...

This two‐part article focuses on the need to ignore the many acronym‐based initiatives and programmes that tend to drive business performance. The author recommends that people must play a critical role in any performance improvement initiative. People should work in an effective team...

The series of articles focuses on the need to ignore the many acronym‐based initiatives and programmes that tend to drive business performance. The author recommends that people must play a critical role in any performance improvement initiative people working in an effective team environment...

An understanding of JIT is needed before a successful strategy can be developed. Reading, discussion and evaluation of experience are the starting‐points. A total JIT framework can then be developed and individual elements identified and defined. An integrated socio‐technical approach...

Asserts that for quality to become part of a company′s natural way of working it needs to be accepted by everyone. Describes how J.I. Case, by utilising its people, has turned itself around and is now focusing on the future. Suggests reasons why the implementation of quality is not always...