The TQM Magazine: Volume 9 Issue 1
Table of contents
Social responsibility is free?
John PetersFeatures responses to a piece by the Editor on the “Ethics of capitalism”. Views include the point that irresponsibility is not a characteristic of capitalism although it is a…
Learning histories: the S in PDSA of learning
March Laree JacquesDiscusses learning histories as a new angle on the old concept of learning from the past: now learning and historical documentation occur concurrently. People learn from the…
ISO 9000 as a route to TQM in small to medium‐sized enterprises: snake or ladder?
Nathan WilliamsRefers to the SME sector, which represents a crucial area of the UK economy, yet there is little research into the use of TQM in this sector. ISO 9000 has been described by many…
A new wrinkle in “Tuskany”
John O. BurdettLooks at factors such as changing leadership roles, empowerment and the creation of value from the perspective of a young elephant offered a leadership role for the first time…
Sustaining TQM: a case study at Aeroquip Iberica
Axel Kemp, Stan Pryor, Barrie DaleOutlines the key findings of applying the UMIST Total Quality Management Sustaining Audit Tool at Aeroquip Iberica. Presents findings using the five‐part category classification…
Total quality in ICS
Bill ShirleyProvides a case study of total quality implementation at a company which designs, manufactures and installs safety and control systems, employing over 1,000 staff worldwide…
Building the people’s capacity for change
Kenneth L. Wright, Joyce A. ThompsenThe vital factor in any of the “re‐” strategies (reinvention, re‐engineering, realignment, re…) is people’s personal capacity for accommodating change. The most successful…
Going all the way with empowerment
William F. RothCompares the organization improvement effort in two US companies, one which partially empowered its employees and one which fully empowered them, and concludes that although…
Integrated performance measurement systems: an audit and development guide
Umit S. Bititci, Allan S. Carrie, Liam McDevittThe performance management process is seen as a closed loop control system which deploys policy and strategy, and obtains feedback from various levels in order to manage the…
The cost of the customer
Brian PlowmanUses a case study in the utilities sector to demonstrate how activity‐based cost management (ABCM) techniques provide a clear understanding of the leverage on the business of…
The fallacy of universal best practices
H. James HarringtonArgues that winners of the Malcolm Baldrige National Quality Award, the Deming Prize, and the European Quality Award are held up as models of how organizations should be managed…
Business excellence: does it work for small companies?
Sandy HewittDiscusses the way in which the business excellence model is being presented to small companies. Compares success of the model as a basis for self‐assessment in large organizations…