For many, quality circles have been a struggle, total quality management has been something to “get around to one day” and continuous improvement has just been another expression meaning total quality management, which, of course is something that we will “get around to one day”. Worse, the acronyms used ‐ QC, TQM, CI ‐ have joined such exotic practices as JIT (just‐in‐time inventory), CAD‐CAM (computer‐aided development and manufacturing) and more recently BPR (business process re‐engineering) in an alphabet soup of consultant‐led packages, available to the discerning manager ‐ at a price.
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