The TQM Magazine: Volume 3 Issue 1
Table of contents
The customer is King
Andrew Lee‐MortimerBecoming a world‐class manufacturer is a major goal for many companies. In fact, many business leaders believe it is a requirement for survival. Richard Schonberger, the American…
Quality US winners
In this article The TQM Magazine profiles the 1990 US Malcolm Baldrige winners. All four winners, Federal Express, Cadillac, IBM Rochester, and Wallace, have one common goal …
A recipe for success
Asbjørn AuneReal teamwork means people participating in implementing change and solving problems. This is a vital part of the Quality Improvement Process and, according to the author, will…
Beyond functional excellence
Lawrence ChurchillAllied Dunbar is utilising its teams to align the varied organisational functions and enhance its overall business performance. In this article the author introduces the concept…
Preventing defects
Andrew Lee‐MortimerThe system of Poka‐yoke (mistake‐proofing) and source inspection are the two major elements of Zero Quality Control (ZQC). This systematic approach to preventing defects…
All that glitters is not gold
Frans Stevens, Roger WilliamsMore and more organisations are seeking both quality awards and accreditation to enhance their competitive edge. In this article, the authors unwrap the ‘shiny paper’ that…
Quality costs — The hidden truth
Lyn StolberLyn Stolber concludes her two‐part series on quality costs by examining alternative and complementary approaches to reducing quality‐related costs.
World‐class quality
James HoughtonThe aim of quality is meeting your customer's requirements. With its six point strategy, however, Corning is aiming to go beyond that and ‘delight’ its customers.
Improving business processes
H. James HarringtonImproving business processes is the key to increased profits and market share. This article presents a new, systematic approach to improving the efficiency, effectiveness, and…
Quick off the mark
Julie SoquetIncreased customer satisfaction is the driving force behind many organisations in the 1990s. ODI is helping companies achieve this goal through Quick‐Start — a technique used to…