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Becoming a world‐class manufacturer is a major goal for many companies. In fact, many business leaders believe it is a requirement for survival. Richard Schonberger, the American guru who brought the world‐class concept to the West, now has something new to say on the subject. During the 1990s, world‐class quality will be achieved by treating the customer like a king.

Especially in a recession, organisations should try and support one another by developing supplier partnerships to help reduce both costs and risks. Some companies have already initiated such programmes and uncovered some impressive results.

The system of Poka‐yoke (mistake‐proofing) and source inspection are the two major elements of Zero Quality Control (ZQC). This systematic approach to preventing defects, established by Shigeo Shingo, creates the conditions for zero defects in any working environment.

Examines through a series of interview questions how telecommunications company GPT has used TQM to help overcome cultural difficulties from the merger that created the company. Highlights GPT′s own TQM process and quality education package, Quest, and looks at GPT′s long‐term quality aims, with TQM an integral part of the business process.

Discusses how, although a highly successful and profitable organisation, Manchester Airport Plc realised that, due to both market and customer pressures, it needed to change in order to remain so. Asserts that the technical expert had to become a commercially aware manager. Discusses the need to ensure that the company focus is on the customer and the need to empower at all levels. Concludes by commenting that the company is a long way from completing its culture change and the process of empowerment but that the customer is becoming an integral part of the thinking of everyone. The measure of quality now is customer satisfaction.

Asserts that a manufacturing strategy can provide more than reduced production costs. Contends that, effectively implemented, it will prove a competitive weapon to ensure company growth and improve customer related performance. Discusses how five of Britain′s top factories have been successful in achieving this goal, thus remaining competitive with the world′s best. Asserts that TQM has been a major element in all the companies′ strategies. Concludes that defining culture change is hard but common to all five companies was the way they aimed to be the best. Asserts that companies must introduce culture change before facing annihilation by the competition.

NCR (Manufacturing) Ltd, the sole manufacturer of the company's Automated Teller Machines (ATMs), sees the 1990s as a demanding challenge. The Dundee, Scotland plant, with 36% of the world's ATM market (excluding Japan) and the 1990 winner of the Best UK Factory Award, is aiming to become the undisputed leader. To improve upon its existing position, the site is actively pursuing improvements to its design‐to‐manufacture cycle — Design For Manufacture and Assembly (DFMA) is a key part of this strategy.

Shorter product lead times are rapidly becoming the main‐stay of an organisation's competitive edge. Gould Electronics is utilising, among other quality techniques, project teamworking to help achieve this goal.

Seeks to detail key issues, raised by a specialist training organisation, concerning the implementation of Six Sigma within manufacturing.

Describes the benefits that can be gained from implementing a Six Sigma programme, with some manufacturing examples, but also highlights a number of the “when and how” factors that must be addressed if any Six Sigma implementation is to deliver the expected gains.

The potential benefits of Six Sigma are well proven. But the methodology is no “quick fix” and many companies, as examples show, might find that they are just not ready to introduce the methodology without first undertaking some extensive ground work. Even if companies are “ready”, a successful programme relies on considerable management input and support.

Brings to the attention of managers some of the key Six Sigma implementation issues gained from considerable experience in working with both large and small European manufacturers.

Discusses in depth the Virtual Vision Sport – which allows viewers to watch big screen television through five‐ounce sunglasses. Links up to camcorders, VCRs, cable TV and video games. Enables the person recording to see the “big picture”. Possible applications are countless including industrial use – whereby security guards may look into a room before entering or surgeons can look at instrument data without having to move their head. Discusses the teamwork involved in this new product development.