Metering out change

Abstract

Describes the introduction of a TQM culture at Pitney Bowes plc in the United Kingdom in order to make it more competitive in a receding market. Reports on the formation of corrective action teams and continuous improvement teams in order to help implement the change process. Details how these teams worked together to identify areas for improvement and the effects of the success of the TQM programme on the organization′s performance.

Citation

Williams, M. (1992), "Metering out change", The TQM Magazine, Vol. 4 No. 5. https://doi.org/10.1108/09544789210034554