Examination of BP Chemicals′ integration of TQM into its corporate strategy, helping to turn around a £200 million loss in 1981. Shows how the crisis led to a will to survive among the workforce and the launch of a campaign to provide what BP′s customers were asking for, namely, consistent quality. Outlines the culture shock involved in emphasising product consistency and working as a partner with customers ‐ all now integral to BP′s way of working. Illustrates how more people were brought into the decision‐making processes, changing the leadership style from direction and delegation to coaching and supporting. Concludes that BP Chemicals has found a better way to do business and is enjoying tangible benefits from TQM even though, at the time of writing, there is a deep recession in the marketplace.
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