Asserts that total quality is a competitive imperative for the 1990s, and that it must become part of the corporate culture. Contends that in such a culture employees cannot help but be involved, and through this involvement, management can empower employees to continuously improve their performance. Emphasises the importance of processes and discusses the process approach using examples from Mercury Communications. Examines the value of measuring, and the team approach, as well as the zero defects philosophy. Concludes that the opportunity to be part of a quality action team is significant motivation for employees, and that companies without an effective total quality programme in the 1990s will be rejected by their customers and beaten by their competitors.
Van Cuylenburg, P. (1991), "Why TQM?", Managing Service Quality: An International Journal, Vol. 1 No. 1, pp. 31-34. https://doi.org/10.1108/EUM0000000003119
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