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Regardless of the industry, the changes in the marketplace that are affecting most companies are the same. Outlines the main points of a speech by George Stalk of the Boston Consulting Group to the 1994 International Conference on Strategic Manufacturing – the building‐blocks of corporate strategy are not products and markets but business processes; and competitive success depends on transforming a company′s key processes into hard‐to‐imitate strategic capabilities by providing superior value.

Details how in 1987, ICI initiated its KLEA programme to produce replacements for CFCs (chlorofluorocarbons); and how, by the end of 1990, ICI opened its Runcorn, UK, plant producing the refrigerant R134a. This was followed by a plant in the USA in 1992 and one in Japan in 1993. Describes how all this was made possible in such a short timescale through innovations in engineering and technology; and by breaking new frontiers within the company in terms of teamworking and the empowerment of individuals.

Reports on two presentations given at the 1994 R&D Management conference organized by Manchester Business School, which highlighted the research being undertaken to study customer‐supplier partnerships – an aspect of the product development process whose importance is now being recognized by Western industry. Outlines past research which graphically illustrated the contrast that existed within the automotive industry between Japanese assemblers′ use of suppliers and that of US and European companies; provides examples of differences and the benefits gained by Japanese companies. Highlights the fact that the automotive industry has changed significantly and new research is being undertaken to examine the present extent of supplier involvement in product design. Provides an emerging picture of UK processes from the data being collected. Other industries also recognize the importance of partnership. Discusses the general findings of ongoing research at two OEMs and their suppliers; reveals practices already found to be conducive to supplier integration.

Reports on the International Conference on “Design for Competitive Advantage – Making the Most of Design”, organized by the Institution of Mechanical Engineers. Advises that UK companies need to design and sell more products worldwide in order to reverse the UK′s economic trend. Details talks from the conference given by speakers from large manufacturing organizations. Stresses the importance of the customer; assessing customer needs; providing suitable products; listening to the customer′s voice and designing products which fulfil those expressed needs; supporting products through the life cycle; adopting a world class approach; reducing lead times and being creative; and how to avoid pirfalls and learn lessons.

Many companies still do not innovate to match customers′ needs. Suggests that to achieve competitive advantage a product innovation matrix should be developed to help marketing and technology staff to think in terms of innovation for the customer. Risks need to be managed from the beginning by identifying them, assessing their likelihood and possible impact, and preparing an overall action plan to deal with them. Suggests several prerequisites to make innovation safer and faster. Outlines various tools and techniques which have been used by other companies for effective innovation. Also gives various examples of the trends towards R&D outsourcing.

Reports on the 1991 International Conference on Strategic Manufacturing held by the Strathclyde Institute, whose theme was “Strategy, Quality and Change”. States that training and education have been the key to Japanese success, but that companies are now less willing to invest in a workforce that is not as committed to the job. Japan is also making faster improvements in product variety and new product development speed. Asserts that in order to compete, the West must make improvements in flexibility, not just in quality ‐ something which will be merely a basic manufacturing requirement. Notes the lack of speed shown by Western companies in managing change.

Provides an executive summary of a major conference on simultaneous engineering, held in London towards the end of 1993. Rather than detailing specific presentations, concentrates on highlighting the breadth of issues discussed, thus illustrating the often overlooked complexity of simultaneous engineering.

Argues that the amount and complexity of paperwork is increasing, yet investment in replacing manual record‐keeping systems is often a low priority. Highlights the experience of Presswork (Metals) Ltd, which has invested in IT as part of an integrated TQM strategy. Quotes senior managers and charts the progress of the company′s TQM approach, including employee involvement, training and customer/supplier relationships. Concludes that what the company is doing is nothing new, but simply adopting to best advantage the benefits of IT.

Reports on the use of performance incentives at Girobank in order to involve staff and gain their commitment to TQM. The staff recognition scheme was originally designed to encourage and maximise participation of employees, it has now developed into a series of three awards both symbolic and monetary, which recognise staff contribution. Running alongside this is the suggestions scheme which is administered by management, who give feedback on ideas, and in which successful suggestions are rewarded according to a points system. States that the reward system has not only improved Service quality and saved the company money, but has also kept employee enthusiasm for TQM at a high level.

Demonstrates how management consultancy CMG has conserved its open culture, despite having grown dramatically in size. Identifies the ways in which the company transfers its strong culture to newly acquired companies through Training and education. Notes that the adoption of a TQM policy over the last few years has been seen as the next step in maintaining and improving the working environment, and also as a way of helping staff to approach the issue of quality in a more specific way.