bluuebunny/crossref_metadata_2025 huggingface dataset:
Corporate Information, EDI and Logistics
Authors: Bytheway Andy , Braganza Ashley
Published: May 2006

Explores the business implications for electronic data interchange
(EDI) in logistics using techniques highlighted by the Cranfield School
of Management′s enterprise model. Develops two fundamental views of a
business: a structured view of information and a structured view of
logistics operations. Seeks to bring these together for structure and
document thoughts about the potential for information exchange and
sharing between business partners. Provides a checklist for implementing
EDI planning.
BT′s Information Warehouse
Authors: Ferrant Bob
Published: May 2006

Describes BT′s concept of an Information Warehouse, which differs
from the more usual one of a large extract database. Highlights the
objectives of the system strategy and examines the business benefits for
BT.
RETAILING IN CZECHOSLOVAKIA
Authors: Krasny Tomas
Published: May 2006

Reviews the nature of retailing in Czechoslovakia today and seeks
to explain the reasons for its present unsatisfactory state. Forty years
of central planning removed the developed retail structures which
existed in market‐oriented Czechoslovakia between World War I and World
War II and replaced them with a state‐owned and‐controlled distribution
system. The transformation of Czechoslovakia towards an open market
economy, begun formally in January 1991, is expected to change
fundamentally the nature of retailing in Czechoslovakia. Over the next
ten to 15 years, retailing in Czechoslovakia will come increasingly to
resemble that in the geographically and culturally related countries of
Western Europe. In particular, market segmentation is already changing
the structure of retailing in Czechoslovakia. First indications are that
the most successful new formats will be large‐scale, price‐led
supermarkets and small speciality shops selling fresh produce or fashion
goods.
TOTAL QUALITY MANAGEMENT AND THE CHAMELEON CORPORATION
Authors: Hind Matthew
Published: May 2006

Many different definitions exist of TQM. These either focus on supporting one or more of either product, process, people and customer management initiatives. Most tend to describe TQM in absolute terms, suggesting following a particular route is appropriate for all companies. In reality different approaches are successful for different companies. Redefines TQM and then looks at the integration of the decision on what approach to take with changes in the marketplace and corporate culture.
COMMUNAL EDUCATION
Authors: Dale Barrie , van der Wiele Ton , Timmers Joanna G. , Williams Roger , Bertsch Boudewijn
Published: May 2006

Reports a survey which was carried out in 1990 to ascertain the level of training and research needs in the European business community. The results show that, although TQM initiatives are under way in many organizations, more collaborative research and development into TQM need to be undertaken.
CUSTOMER OBSESSION
Authors: Newton Sue
Published: May 2006

Examines implementation of the total quality culture in Harvester Restaurants, where it is considered a way of life. Maintains that training is vital to attaining the company′s goal of delivering a high quality service to its “guests”.
TRAINING TEAM LEADERS
Authors: Myers Karen
Published: May 2006

Examines the AA′s method of training staff by empowerment based on encouraging customer care skills, team leadership abilities and team‐building initiatives. Concludes that managers need to learn to adapt to this empowerment in order to take advantage of the “hidden talents” of staff.
TOTAL QUALITY MANAGEMENT AND ISO 9000
Authors: Ho Samuel K.M.
Published: May 2006

Suggests that, with quality being vital to maintaining a competitive edge, total quality management and the international quality management standard, ISO 9000, are of increasing importance. Aims to find out what is so special about TQM and ISO 9000 and why it is necessary for organizations to acquire them. Summarizes current thinking and developments in this area; discusses the relationships between TQM and ISO 9000; finally, suggests a framework for implementing either scheme.
Winning the strategy war
Authors: Lee‐Mortimer Andrew
Published: May 2006

Reports on the 1991 International Conference on Strategic Manufacturing held by the Strathclyde Institute, whose theme was “Strategy, Quality and Change”. States that training and education have been the key to Japanese success, but that companies are now less willing to invest in a workforce that is not as committed to the job. Japan is also making faster improvements in product variety and new product development speed. Asserts that in order to compete, the West must make improvements in flexibility, not just in quality ‐ something which will be merely a basic manufacturing requirement. Notes the lack of speed shown by Western companies in managing change.
Attaining new levels
Authors: Williams Melanie
Published: May 2006

Reports on the production, by the British Standards Institution, of two new standards which are closely linked to the ever‐popular BS 5750. Looks at the standards and sets the scene with an overview of BSI′s plans for the future. Emphasizes that the customer and member is king, also the need to become user‐friendly. Concludes by reporting that the best way forward is to produce a single generic standard which has all the necessary elements and which is supported by specific guidance notes relevant to different people. Asserts that BSI will be the first standards body to do so.
Internal evaluations
Authors: Kochan Anna
Published: May 2006

Discusses the use of Internal audits as an essential part of the ISO 9000 certification process. Asserts they can also be used as a tool to help empower employees to continuously improve both themselves and their work practices. Considers the audit procedures in one company and describes the steps taken in implementing a quality assurance system. Reports the view that the role of each and every employee is to be a quality manager. Concludes that the personality of the auditor plays an important role in the effectiveness of an audit. Problems can also not only be identified but solutions can be proposed and operators encouraged to think about how to do their job better.
Differing perceptions
Authors: Chase Rory L.
Published: May 2006

Reports on how American, European and Japanese companies view the ISO 9000 quality management standards and their certification process. Asserts that American and Japanese firms harbour deep suspicions regarding the ISO 9000 series of standards. Describes the various perspectives. Concludes that the specific institutional model has to be set up by each region, according to its own requirements and policies and that it is reasonable to expect other regions will adopt similar principles in order to realise the potential (mutual) benefits.
Documented Approval
Authors: Girvan Bob
Published: May 2006

Discusses how BOC Special Gases found that the formal documentation of the ISO 9000 series helped capture and fix process improvements by seeking third‐party approval. Contends that since third‐party approval to ISO 9000 depends on the provision of objective evidence of the effective working of the quality management system, this system was an important source of data to feed the improvement process and to monitor outcomes. Concludes that in the future, the scope of the relationship between standards for management systems and the total quality process will extend. All the systems will produce data and measurements of failures which, through the total quality process, will lead to improvements that can be incorporated into the system.
A multiple application
Authors: Whittle Alan , Macniven Sandy
Published: May 2006

Looks at one company′s attempt to avoid the pitfalls arising in the first two years of TQM introduction, especially when operating a multi‐site, multinational company. Discusses the company and its reasons for introducing TQM. Reflects on the lessons learned and concentrates on specific aspects relating to the milti‐site nature of the work. Concludes that, as the group moves into the third year of application of TQM, it is still premature to claim the installation of a one‐culture, one‐company approach, although TQM has played a significant part in achieving this.
Rewarding Technology
Authors: Delsanter Judith M.
Published: May 2006

Describes the reaction of Dr. Joseph Juran, a recipient of the US National Medal of Technology, to winning the award, and his views on the relationship of quality to technology. Discusses the significance of awards and what outcomes recipients of national awards can expect. Considers how the changing perception of quality has affected product development/new technology and looks at other aspects of quality and technology. Concludes by discussing Dr. Juran′s vision of commerce and business for the next century.
Help or hazard
Authors: Davies Paul
Published: May 2006

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 results from their quality processes. Asserts that continuous review is essential to total quality success. Contends that Baldrige and the EQA provide a framework against which progress and achievement can be mapped. Looks at the risks associated with models such as the European one and with awards such as the EQA. Discusses the BSI guide to TQM. Concludes that a standard for TQM still has a long way to go.
Marketable improvements
Authors: Griffith Ian
Published: May 2006

Asserts that by marketing quality, organisations can better ensure that their customers get both the product and standard of service they really require. Contends that many organisations are driving quality through a production orientation rather than through the eyes of customers, and that marketing quality is the competitive edge in TQM. Asserts that marketing and sales people need to accept that a systematic and disciplined approach is the right way forward. Concludes that marketing and quality must come together if organisations are to succeed in an increasingly competitive marketplace.
Mindset or mechanism?
Authors: Ashton Chris
Published: May 2006

Discusses how, with the introduction of so many standards/awards, organizations are left wondering which road to take on their journey towards total quality. Considers the problem from a number of stand points. Asserts that quality standards will present daunting challenges for potential users. Poses the question of fusion and whether all this disparate quality standards activity will achieve cohesion. Contends the critical measure is that credible standards must be of premium quality and premium service.
Japan ‐ myth or miracle?
Authors: Smith Jim
Published: May 2006

In the first of a three‐part series on Japanese success, suggests that Japan′s success is not based on quality but on underhand tactics set to undermine world competition. Discusses Japan and the battle for Europe. Considers the reasons for Japan′s past successes. Discusses the predatory practices favoured by the Japanese. Looks at the lessons for Europe, contending that, to Japan′s delight, Europe is following the US model. Attacks the British Government′s compliance towards the Japanese. Asserts that, once trade borders within Europe have disappeared, the Japanese will use compliant nations like the UK as a back door into a borderless Europe. Proposes measures to halt Japan′s success.
Freeing the victims
Authors: Hand Max
Published: May 2006

Asserts that one of the main stumbling blocks to continuous improvement is the fact that management has the authority to improve the process but is blind to the problems, and the employees have knowledge of the problems but are powerless to improve them. Contends that the use of teamwork and empowerment can be used to change all this. Suggests steps to empowerment. Contends empowerment will encourage people to participate in making decisions and improvements. Empowerment unleashes the real potential that gives continuous improvement its strength: the genuine enthusiasm of all employees to work together to improve the business.
An act of faith
Authors: Creelman James
Published: May 2006

Discusses how, according to Dutton Engineering, Japan′s success is due to trust, and how companies need to trust their employees, suppliers and customers, and eliminate any “terrorists” who might try to jeopardize their success. Discusses Training and development. Emphasizes how the company encourages employee participation through the use of kaizen. Concludes that Dutton′s growth during the recession has been put down to the company′s TQM programme. Contends that, in order to beat the Japanese, companies radically need to change the way they run their business.
Music to their ears
Authors: Harris Beverley
Published: May 2006

Describes how, when things started to go wrong, EMI turned to its already loyal and committed workforce to help turn things around. By teaching the principles of TQM, the company increased both its productivity and profitability and, when the vinyl record industry started to decline, knowledge of TQM helped those who were made redundant to find alternative employment. Asserts that the key concept of TQM is the involvement of “everyone”. Concludes that the company has had a number of quality improvement groups, solving various problems, and they have discovered that making a simple improvement or adjustment can make a big difference to efficiency and lower costs.
Directing improvements
Authors: Pantling Shaun
Published: May 2006

Discusses how part of Rank Xerox′s quality journey included the use of self‐directed work teams. Asserts that this approach enables true empowerment, but in a controlled and directed manner. Describes how the primary goal is total customer satisfaction and discusses the need to make the most effective use of the experience and expertise of those employees best placed to provide customer satisfaction. Discusses the development of a “leadership through quality” business model. Asserts the quality journey has driven an evolution in the management style of the company. Contends that self‐directed work teams are a natural output from employee involvement and leadership through quality. Looks at the benefits and challenges. Concludes that empowerment through self‐directed work teams needs thought, commitment and a significant time‐frame to make it work, but if customer and employee satisfaction are driving the business, it is definitely worth the effort.
Battling with success
Authors: Kirby John
Published: May 2006

Discusses how IBM Rochester has overcome the barrier of convincing people of the need for change, by focusing on clearly defined and easily understood measurements of success or failure. Asserts that it is a lot easier to institute changes in the middle of a crisis, than when a company has had a long record of success. Describes how the company brought about the changes in the face of possible problems developing. Outlines programme implementation and customer feedback, and the intent to identify best practices. Summarizes the findings and emphasises the need to constantly re‐evaluate performance and business processes despite the company′s acquisition of the Malcolm Baldrige National Quality Award.
Human resource′s function
Authors: Wilkinson A. , Marchington M. , Dale B.
Published: May 2006

Looks at the different types of role that the human resource function has to play in TQM and where it fits in at key stages. Describes the research project. Asserts a link is increasingly being made between the quality of service, product or process, and the quality of staff. Discusses the role of HR in TQM and the potential pitfalls. Concludes that human resources has a key contribution to make and that the role is increasing in significance. Considers that a possible major reason for the lack of success of some TQM initiatives is too much emphasis on systems and techniques to the relative neglect of HR considerations in the conceptual and planning stages of TQM. Suggests that HR professionals become more closely involved in TQM.
Customer focus takes off
Authors: Lee‐Mortimer Andrew
Published: May 2006

Discusses how, although a highly successful and profitable organisation, Manchester Airport Plc realised that, due to both market and customer pressures, it needed to change in order to remain so. Asserts that the technical expert had to become a commercially aware manager. Discusses the need to ensure that the company focus is on the customer and the need to empower at all levels. Concludes by commenting that the company is a long way from completing its culture change and the process of empowerment but that the customer is becoming an integral part of the thinking of everyone. The measure of quality now is customer satisfaction.
Steeling itself for change
Authors: Karkada J.S.
Published: May 2006

Reports on the attempts of one of India′s largest public sector companies to initiate a TQM programme to enable it to become competitive, both at home and abroad. Outlines the background of the company and its efforts towards internal development. Asserts that expansion plans of the private sector steel industry have already cast their shadow on the Steel Authority of India Ltd. Emphasizes the need for TQM awareness. Describes steps taken as a pre‐cursor to launching the TQM programme and looks at the initial successes and problems. Supports the need to keep moving ahead, a message which the company has taken in well.
A measure of success
Authors: Williams Melanie
Published: May 2006

Discusses whether the monetary effectiveness of Training, development and empowerment is easily measured or whether measurement is even necessary. Describes the attitudes of some companies towards the evaluation of these concepts. Concludes by considering the steps taken by Motorola to quantify the benefits. Records the company′s need to keep the whole chain competitive. It is the consumer who will determine what they will permit to last over what period of time.
Investing in people
Authors: Ashton Chris
Published: May 2006

Discusses how the Investors in People standard, even though beset with difficulties and scepticism, is now beginning to emerge as a key player in the quality stakes, focusing as it does, on the people aspect of TQM. Looks at the concerns raised on its competition with, or compatibility to, other standards. Suggests much of the scepticism has lessened with the test of time. Describes the work of the standard. Discusses some companies′ involvement with IIP. Concludes that the future looks exciting for IIP. Effectively, the standard provides a practical framework of guidelines and measures.
Japan ‐ myth or miracle?
Authors: Dale B.G. , Allan D.G.
Published: May 2006

In the second of a three‐part series on Japanese success, suggests that Japan′s success is due to its total commitment to quality. Asserts that total quality control is the qualifying criterion in their home market. Contends that the central core of TQC is quality assurance in all aspects of their business and that it results from the creation of an environment for communication where all operations within an organization are totally integrated. Asserts that quality assurance is part of the Japanese style of thinking and that they place a lot of emphasis on finding out exactly where and why they are doing things wrong. Emphasizes that there is feedback and/or feed forward of quality information at all stages. Summarizes that Japanese companies have a clear vision of the future. Management is the key difference. Outlines a number of facts that can be learnt from the Japanese experience of total quality control.
Linking The Results
Authors: Williams Melanie
Published: May 2006

Asserts that to help convince everyone in the company that quality improvement is worthwhile, a way of linking the improvements with business results is required. Discusses the waning of commitment which often follows the early days of a quality initiative. Contends motivation is improved if the costs of quality are identified and measured on a regular basis, and that it helps if improvement efforts are linked to the needs of business. Asserts that taking a quality approach to business can benefit the bottom‐line. Discusses business models and their use. Concludes it involves examining costs in minute detail, and tracking back the costs to each customer order.
Active Management
Authors: Bellis‐Jones Robin
Published: May 2006

Examines how Activity‐based Management (ABM) counters the root causes of the failure of quality initiatives. Claims the failures could be largely mitigated by the additional visibility of the costs and benefits of doing things in a TQ way, provided by the use of activity‐based management techniques. Contends that great care is required in the design of an activity database. Considers the development of activity‐based techniques. Concludes that total quality and activity‐based management are derived from different origins to meet different needs but that they are highly complementary. Contends that together they can make a major contribution to the removal of barriers to success in the implementation of quality improvement initiatives.
Accounting For Quality
Authors: Jeeves Andrew
Published: May 2006

Examines the theory and practice of “cost of quality” and whether it warrants a place in management accounting. Discusses the assertion, supported by research, that the indirect costs of poor quality are several times the direct measured costs of scrap, rework and warranty. Looks at a survey of attitudes and systems in Japan comparing the Japanese companies with their American counterparts. Describes the quality costing system in a British company and charts its attempt to account for quality by reference to BS 6143. Concludes that as an ongoing addition to existing management accounting, quality costing does have a major role to play in monitoring and controlling the drive towards quality improvement.
Financial Difficulties
Authors: Davies Paul
Published: May 2006

Discusses how, when it comes to finding ways of managing the interface between quality improvement and the financial accounts, difficulties often emerge. Examines the different ways in which financial and quality objectives can appear to conflict. Focuses on project based and business performance measures. Contends that organizations which have introduced activity‐based costing have found that the reorientation of their business statistics has enabled them to take a more focused view on the improvement priorities in their business. Considers the impact of the City and the company′s shareholders. Concludes there is much evidence of changes occurring within many financial institutions, though escape will never be complete from the occasional detrimental pressures which the City can place on companies.
Conditional Success
Authors: Thomas Geoff
Published: May 2006

Suggests the use of a pre‐conditioning phase to allow the concept of quality to be accepted and understood by everyone, in an effort to prevent the failure of even more TQM programmes. Considers many of the most serious problems can be laid at the door of management. Looks at the route to quality. Stresses the need for understanding and commitment among managers. Describes the pre‐conditioning steps to ensure that expensive quality initiatives sustain themselves long enough to give a bottom‐line pay‐off to the companies that invest in them. Emphasizes the need for behavioural changes to take place. Contends that without pre‐conditioning of senior management, success in total quality is virtually impossible and may lead to an expensive and demoralising failure.
Visualising Improvement
Authors: Cullen Joe
Published: May 2006

Describes Rover′s setting up of a quality strategy and policy based on a process model of the company, representing an integrated set of activities and goals which Rover must achieve in order to reach its vision. Discusses the Rover Group′s quality policy. Contends that failure to achieve any one milestone may have an effect on the achievement of the goal. Asserts it is only when the processes of the daily work are consistent, in harmony, and directed at customer satisfaction that Rover will be able to make its vision a reality. Concludes that Rover has now moved away from a quality system defined in detail from the centre to a delegated system which relies totally on people wanting to do it right.
Accounting For Costs
Authors: Hewins Michael
Published: May 2006

Asserts the best way of drawing everyone′s attention to the subject of quality is to focus on costs. To do this effectively, the accounting process needs to be included in the quality improvement teams. Contends that accounting processes can link operating expense into bottom lines. Summarizes reasons for collecting costs in quality programmes. Discusses accounting for conformance and non‐conformance. Concludes costs are the most effective way of drawing attention to any situation; the role of accountants and their processes is to ensure that TQ facilitators adopt definitions of costs that are unambiguous. Asserts the impact on the profit and loss account can be measured using conventional accounting processes. In TQ programmes, accountants must take a new look at fixed and variable costs.
Measure for Measure
Authors: Crombie Graeme
Published: May 2006

With the large number of publicized TQM failures being announced, many people are now predicting its downfall. Suggests that organizations should decide why and what they wish to improve before pronouncing it a failure. Discusses why TQM is coming under severe criticism. Asserts that the emphasis placed on measures used to evaluate the initiative will depend on the reasons for adopting total quality in the first place. Considers the motivation implications and the cost of quality. Suggests a number of questions that organizations should ask themselves. Contends that improvement through total quality is measurable and will be reflected in competitiveness and bottom‐line results.
Change for the better
Authors: Brooks Roger
Published: May 2006

Discusses a philosophy of continuous improvement ‐ kaizen. Asserts that instead of generating improvement in leaps and bounds, kaizen provides small, easily accomplished incremental steps which need to be both sustained and continuously improved upon. Looks at the components of kaizen and the use of process manuals in a process improvement framework. Asserts that the training roles and the organization structure are particularly suited to the definition of cells/strategic business units where local accountabilities and ownership are essential. Concludes that a Government training body has awarded the pioneers of this technique a National Training Award.
A Powerful Weapon
Authors: Boone Greg
Published: May 2006

Asserts that unless everyone in the company is trained in TQM principles, the over‐zealous implementors of the programme could cause its downfall if they allow their claim to superior knowledge to be used as a tool for power. Exemplifies this. Points out the tendency for some people to use the quality improvement programme as an opportunity for gaining organisational influence and power. Contends that, whatever the approach, the quality programme will suffer if it becomes another bureaucracy controlled by a few people using the programme as a device for personal promotion or job security. Concludes that quality improvement starts with individual quality improvement.
That′s Smart Thinking
Authors: Seath Ian
Published: May 2006

Describes how OCS Smarts Group is continuing to find better ways of building relationships with customers and suppliers, whilst emphasising the role of employees in this process. Asserts that key to its success is Customer service. Examines the Smarts Quality Care programme. Discusses two developments designed to build relationships with customers and improve service, the first showing the value of relationship building with strategically important suppliers. Describes the establishment of commercial networks. Concludes that it is a business that has invested as much in its people as in new technology. Both the transponder technology and commercial networks are clearly focused on meeting real customers′ needs by building viable, lasting relationships.
Partnering For Profit
Authors: Pender Russell
Published: May 2006

Looks at some of the cultural, institutional and systems‐related aspects of building a fruitful relationship between customers and suppliers. Emphasises the importance of relationships to the survival of free‐market enterprise. Discusses a number of fundamental practices, including continuous improvement. Examines one company′s approach. Emphasizes the importance of instituting a formal and structured approach to defining and eliminating unnecessary costs. Contends that the supplier development programme reflects the company′s commitment to, and its perception that all members involved in the processes affecting its products and services should be involved in, this continuous improvement drive.
Supplying Mutual Benefits
Authors: Dunk Paul
Published: May 2006

Asserts that part of the TQM philosophy is the acknowledgement that everyone has and is a customer. Contends that this has helped many companies improve their internal operations and, with trust and commitment, can do the same for external relationships. Considers the problems particular to one company, especially with its suppliers. Exemplifies how TQM has strengthened relationships with customers and suppliers. Discusses the contributions of suppliers in suggesting new product developments and alternative uses of existing technologies. Looks at the audits of suppliers, large and small. Concludes by considering the achievements of TQM, contending that, by involvement, forward progress can be maintained to the benefit of all concerned.
A Working Partnership
Authors: Vincent John R. , Hillman Peter
Published: May 2006

Describes how John Brown Engineering and Constructors has set up project workshops for all involved parties to work together in a partnership environment. Reviews an approach combining the partnering style and the TQM philosophy. Contends that the design of the project workshop is crucial and it is important that it takes a holistic view of the problems identified. Concludes that competitive advantage will go to those who learn better ways to work together, and then rationally deploy this knowledge to the benefit of all. Partnering is teamwork between companies ‐ project workshops provide the chance to try it out, to train in it, and to excel.
Empowered Freedom
Authors: Stares Mike
Published: May 2006

Describes how, to produce results similar to that of a small aggressive company, ICL has taken empowerment one step further by transforming some of its business units into subsidiary companies working under the ICL umbrella. Asserts that diversity is one of the keys to ICL′s continued profitability. Contends that empowerment has been instrumental in the creation of a more dynamic, efficient and results‐oriented organization. Focuses on an individual business unit, looking at the empowerment process from this perspective. Concludes that huge progress has been made and the company will maintain and develop its innovative and flexible culture.
It′s a Case of Quality
Authors: Millar Ian
Published: May 2006

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 successful. Discusses the company′s approach. Asserts that too often quality is seen as product quality only and the benefits of involving everyone are ignored. Concludes the company will look to the future by utilising people to produce quality products and services, on time at competitive costs/prices.
Getting the Right Treatment
Authors: Grant Robert E.
Published: May 2006

Describes the attempts of CMK, in view of the company′s expansion, to get back that “family” feel and get everyone working together. Discusses the decision to adopt a total quality philosophy, and management realisation that they would need the commitment of all the workforce to enable total quality to work. Describes the total quality development process involving the planning and development of a total quality culture and the running of several “spotlight” projects. Suggests the next step of the programme is to review how best to recognize and reward the efforts of the workforce in relation to the total quality process.
Service From Within
Authors: Ratcliffe‐Smith John , Brooks Roger
Published: May 2006

Considers providing good Customer service is essential, especially for service companies. Asserts that to be truly effective, Customer service needs to start with satisfying internal customers. Looks at the problem facing Telecommunications Europe, of translating external service performance to an internal environment. Considers the application of structured Service quality performance to supplier cells. Describes the use of quality tools to reduce the service performance gaps. Concludes that some cells adopted mutual improvement programmes to increase customer satisfaction, and that the sales force and engineers designed a quality gating system which improved communication between them, ensuring that what the salesmen sold, the engineers could deliver.
Strengthening the Chain
Authors: Aubrey Chuck F.
Published: May 2006

Asserts that to be competitive, companies need to strike up Service quality alliances. Considers the growing importance of services and the blurring of the distinction between service and manufacturing. Contends that if we are to see more Service quality in the future there are two critical factors to be taken into account: concrete points of agreement; knowledgeable people who can make the agreements work. Asserts that the potential complexities of Service quality alliances require clear understandings. Concludes that the time is right for the development of the rich potential of Service quality alliances ‐ an underdeveloped aspect of the value chain.
A Question of Ethics
Authors: Laree Jacques March
Published: May 2006

Records the opinions of three quality professionals on the subject of ethics in relation to quality. Describes the efforts of the American Society for Quality Control to define ethics, within the context of professional behaviour, and the three key credentials when choosing the discussion participants. Reports their views on the relationship between ethics and quality.
Sharing The Gains
Authors: Yarrow David , Appleby Alex
Published: May 2006

Describes how, in order to disprove the misconception that although TQM is a good idea it would not work in their company/sector, the University of Northumbria has set up a Best Practices Club that enables companies to exchange ideas, successes and failures on the subject, for the benefit of others. Asserts that the biggest benefit of the club is that it helps companies to realise that their problems are not unique ‐ other people have experienced them and found solutions. Concludes that no one company has a monopoly on the best ideas and that the club has shown that best practice is applicable to all industries.
Keeping Up The Pace
Authors: Bartholomew Martin
Published: May 2006

Recommends the use of a quality toolkit to maintain the momentum in order to develop quality management beyond BS‐EN‐ISO 9000. Discusses total quality culture. Asserts that if BS‐EN‐ISO 9000 is considered as a milestone to maintained quality management, then the approach to TQC will be different. Contends the need to use a variety of tools. Asserts that the three main elements of the quality toolkit are strategy, structure and style. Suggests that customer communication and a learning organisation are the most important. Contends it is necessary to advance on all three fronts ‐ there is no single quality tool or method that will bring results on its own. Concludes, if there is a willingness within the organisation to be a teamworker, then the three “S”s of quality will work and TQC will be a major contributor to effective work practice.
Staying One Step Ahead
Authors: Davies Paul
Published: May 2006

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 be overcome. Stresses the importance of constant measuring, reviewing, feeding back, and continuous replanning. Asserts the need to measure the benefits, secure them and move on.
Neither Myth Nor Miracle
Authors: Duffin Murray
Published: May 2006

Includes comments on a previously published series attempting to answer the question: “Japan ‐ myth or miracle?”, as well as suggesting new theories on the subject. Considers the previous articles to be misleading and inconclusive. Asserts the need to understand why the Japanese have been driven to total quality control and what has been considered as unfair trade practices. Contends that Japan have no advantages that are innate ‐ they are responding to their needs, using their rules of social conduct, and driven by their value system. Asserts that the Japanese are not going to cooperate to help put other competitors on the same footing as themselves. Concludes that it is important to understand what is being done and why, and make them understand too, ‐ in an effort to win through to peace, co‐operation and prosperity.
Continuing Improvements
Authors: Povey Barry
Published: May 2006

Discusses how many TQM initiatives fail due to lack of commitment by management. Suggests using an assessment framework so that every “benefit” becomes visible and, therefore, encourages even more effort. Contends that TQM programmes that have succeeded, have concentrated on behaviour first, tools second. Looks at organizational environment and the development of frameworks to encourage the use of appropriate tools and techniques. Contends that within the framework provided by a regular structured assessment based on a world‐class model, the use of the tools and techniques will be appropriate and focused on achieving world‐class performance and wealth generation.
The Slippery Slope
Authors: Roth William
Published: May 2006

Asserts that, too often companies have jumped headlong into implementing a quality programme without first doing their homework, and they then wonder why the so‐called improvement effort has failed. Contends they need to go back to basics. Looks at why quality efforts have not always produced the desired results. Asserts that a successful quality improvement process requires, a willing chief executive officer; an experienced capable guide and a reward system that makes sense. Emphasizes that the key ingredient is the leader willing to take the lead in cultural change and sponsor a participative, in‐house effort to redesign the reward system and make it supportive of the new team‐based culture being created.
Customer Value In Four Steps.
Authors: Nicholls John
Published: May 2006

Discusses how the term TQM often conjures up different things to different people. In order to help clear up this confusion identifies four phases of TQM. Contends the theme is the implementation in practice of two major shifts in management thinking towards people and towards customers. Describes the four phases in the evolution of TQM. Exemplifies the evolution of TQM in the Ford Motor Company. Concludes that recognising the four stages brings clarity to an increasingly confusing terminology. Asserts it can also be a useful diagnostic tool when deciding how an organization should make practical use of the profusion of TQM techniques.
All ablaze
Authors: Wells Miller Bettye
Published: May 2006

Outlines the experience of the Fireman′s Fund Insurance in its expansion of its quality improvement programme, and the unexpected benefit of a team‐based company culture. Discusses the creation of Quality Action Workshops, which focused in three objectives ‐ to improve the quality of decisions; to apply a team approach to problems; to gain stronger support for implementing change. Explores leadership and organizational skills and provides a guide to problem solving. Suggests that many problems relate back to a lack of roles and responsibilities.
Hear it from the heart
Authors: Lynch J.
Published: May 2006

Examines the new concept of total care management (TCM). Argues that customers are choosing companies not simply on the quality of their products but on the integrity of their behaviour, and that this fusion of quality and ethics is transforming total quality management (TQM) into TCM. Defines total care management and the various meanings of care in the service industries. Offers some examples of TCM companies and their management values. Recommends ways in which organizations can facilitate TCM, notably by following principles of tough care and shared care.
Monitoring research techniques
Authors: Carpenter D.
Published: May 2006

Identifies some pitfalls of market research data‐gathering and provides guidance on what is deemed good practice when researching the views of customers. Defines the basic structure of research, considering the customer′s experience, who will use the data, the need for classifying customers, and the frequency of measurements to be taken. Discusses the development of questionnaires, interview methods and interpreting results.
Evolving complaint procedures
Authors: Adamson C.
Published: May 2006

Looks at the recent growth of customer complaint handling or customer recovery programmes in UK organisations. Discusses the development of customer relations services and recognition of customerconcerns; the major change in outlook among managers to complaints. Outlines why it pays to addresscustomer dissatisfaction and prioritising quality standards. Stresses the need to integrate information based on complaints into established and trusted sources of intelligence within the company. Finally details the root causes of customer dissatisfaction.
Calculating customer happiness
Authors: Owen D.
Published: May 2006

Explores particular problems associated with the measurement of customer satisfaction in the financial services industry. Describes the work that the retail banking division of the TSB Group has carried out over the last two years to measure and improve customer satisfaction. Draws key learning points from this experience, and makes proposals for the future measurement of customer satisfaction.
Revealed at source
Authors: Hurst S.
Published: May 2006

Examines the activities of Business Efficiency Monitoring (BEM), a major provider of ′mystery customer′ assessors to a broad range of client companies. Draws on this organisation′s experience and explains the advantages to be gained from using mystery shopper surveys and defines how they can be used to improve customer service. Details BEM′s survey designs, sampling and data analysis/reporting methods.
Quality within the community
Authors: Marsh J.
Published: May 2006

Explains how the Avon Training and Enterprise Council (TEC), based in Bristol, has established several successful multi‐organisational quality improvement teams and is currently piloting broader improvement ideas. Discusses the roots of total quality philosophy and programmes in industry, in government, and the role of total quality partnerships, as demonstrated by the TEC′s community basedyouth training, special needs and enterprise processes.
The bustle of Brussels
Authors: Mathieu Y.
Published: May 2006

Sheds light on the introduction of total quality to public services. Examines the management contract for STIB, Brussels′ transport company. Reviews the four key principles established in drawing up the total quality management contract between STIB and the Brussels region, the terms and conditions of the contract, and finally methods of evaluating results.
Just the ticket
Authors: Williams M.
Published: May 2006

Briefly examines the success of Trailfinders travel consultancy, much of it attributed to repeat of referred business. Argues that the company′s secret for success lies in the quality of customer service it
Soaring to new heights
Authors: Robson J.
Published: May 2006

Argues that customer service in the airline industry is the only thing that differentiates one company from another. Explains that British Airways discovered this during the 1980s with its “Customer First” campaign and plan to follow through with similar programmes in the future. Reviews the airline′s customer loyalty strategy and its customer satisfaction research techniques.
The swing of the pendulum
Authors: Finlow‐Bates T.
Published: May 2006

Explains a mathematical solution ‐ catastrophe theory ‐ may help to shed light on the pitfalls of reorganisation. Argues that organisational failures are not always the result of human failures and goes on to demonstrate that there can be far more complex reasons. Provides a number of useful applications of catastrophe theory that could aid the future development of an effective improvement strategy.
The basic lessons of change
Authors: Clutterbuck D. , Dearlove D.
Published: May 2006

Argues that organisations are built around cultural assumptions as much as they are around market assumptions and that an effective service strategy recognises that the two go hand‐in‐hand. Reviewsthree different levels of organisational culture: the artifactual level, values and principles, and underlying assumptions. Details four categories of change, notably in the context of improving service quality. Emphasises the need to recognise the reality of change implementation.
Caring for more than health
Authors: Foster M.
Published: May 2006

Defines total quality management (TQM) and ascertains its current state within the National Health Service. Reports on a recent study of TQM in the NHS that focused on management and organisational arrangements for quality improvement, patterns of leadership, strategic planning for action, and thepattern and aims of quality of activity. Outlines some possible strategies for successful implementation while simultaneously avoiding some of the common pitfalls.
A frank account
Authors: Henderson C.
Published: May 2006

Reports on recent attempts made at the US Postal Service to tackle cost effectiveness. Outlines thepostmaster′s efforts to streamline the organisation and deliver quality service. Demonstrates by the results at the Postal Service that improving customer service and cutting costs are not mutually exclusive.
People watching for business
Authors: Williams M.
Published: May 2006

Looks at problem behaviour among employees in organisations during periods of change. Suggests a number of ways of addressing the issues of problem people that affect organisational performance.
Design in the service sector
Authors: Hollins B.
Published: May 2006

Explains that an overwhelming cause of product and service dissatisfaction is a lack of understanding of customer requirements. Discusses the role of design and its management in the services sector, which entails harnessing the skills of the whole organisation. Argues that to provide an efficient and effective service, a design ethos needs to be adopted whereby the concept of service is treated as in the development of world‐class manufacturing products.
A trivial pursuit?
Authors: Limbrick D.
Published: May 2006

Outlines a new approach to understanding the impact of service failure and service recovery on customer retention/defection. Reviews current approaches to understanding retention/defection. Considers the causes for customer defection. Illustrates the benefits of the proposed approach, and concludes by stressing the role of defection prevention.
Software support in service
Authors: Miller B.W.
Published: May 2006

Reports on Great Plains Software′s successful marketing of an accounting software programme. Attributes the company′s successful creation of a niche market to its ability to provide excellent customer service and quality products. Illuminates the software company′s attention to employee training and recognition, and to maintaining partner relationships with agents.