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The period 1991 to 1993 provided a hostile environment for small‐medium sized enterprises (SMEs). UK business failures in 1992 alone reached a record level of 63,000. Simultaneously, the UK government began to actively support the uptake of progressive quality management practices in the UK industry. This was mainly instigated through their support and promotion of BS 5750. Central and local government agencies were also beginning to make BS 5750 registration a requirement of their suppliers. The result was that many SMEs found themselves compelled to seek BS 5750 accreditation.

Examines the relationship between BS 7750 on Environmental Management Systems (version of 1992) and BS 5750 on Quality Systems (version of 1987) and the relationship between BS 7750 and the EC′s Eco Management and Audit Regulation (draft version of March 1993). Makes some judgements regarding the relative difficulty of implementing the standards and on the best order to do this, given that an organization wishes to implement more than one. Discusses the merits and problems of replacing BS 5750 with BS 7750 for some industries and the possible conflicts that could arise from the simultaneous implementation of BS 7750 and BS 5750. Concludes that the natural progression should be from registration under BS 5750, then BS 7750 and finally the European Scheme, and that conflicts between the different requirements of the standards are unlikely to arise.

The number of companies becoming registered to BS5750, the UK national standard for quality systems, has grown dramatically, yet little formal research has been undertaken in the area. The objective of the present study was to determine the view of Scottish manufacturing companies of BS 5750, its benefits and the problem areas associated with it. Questionnaires were sent to 80 companies currently registered to BS 5750 Part 1, 2 or 3. These were randomly selected from the 1990 Scottish Development Agency Register of Quality Assessed Companies, and covered a broad spectrum in terms of size and type of business. A 65 per cent response rate was achieved. Key findings were as follows. Not all of the benefits of BS5750 put forward by the British Standards Institution are being realized in practice, the principal ones are in relation to better company image and increased quality awareness among employees. Sixty‐two per cent of companies believed registration had resulted in significantly higher administration burdens and 70 per cent believed that these would act as a barrier for smaller companies wishing to register. Registration had not removed the need for additional audits by customers: furthermore, 49 per cent of companies were dissatisfied with the external auditing by accredited bodies.

This paper introduces the philosophy of Quality Assurance and traces the development of the British Standard for Quality Systems — BS 5750. The key components of the Quality System are covered and there is a discussion on how to choose a Quality System which is most appropriate to the needs of the particular organization. A comprehensive guide (including flowcharts) is also given which addresses the nature and scope of tasks which must be undertaken in implementing a Quality System commensurate with the requirements of a recognized international standard such as BS 5750.

To understand better the nature of standards one must remove the bureaucratic details and focus on the benefits: improving competitiveness, protecting the consumers, and society′s interests. The process of acquiring standards need not be cumbersome or expensive. Our national lead and heritage in standards making can spread British ideas and systems throughout the world.

Looks at the construction industry’s approach to quality management by focusing on the sector of civil and structural engineering consulting, with an in‐depth study of one company in particular. Examines the premiss that the industry does not really understand total quality management, but merely considers the management of quality to be the gaining of BS 5750 registration. The study was carried out on a literature review and interview basis in six offices of a multi‐disciplinary firm of consulting engineers. Comparison of the case study findings with Oakland’s model for TQM and the literature review provide a résumé of the current status of understanding and management of quality in construction.

Briefly reviews the BS 5750 quality standard as applied to an organization, emphasizing the importance of internal (departmental) as well as external customers. Emphasizes also that it is absolutely vital to engage the services of an outside consultant in drawing up a plan, in order to save time and ensure conformance with the laid down standards. Highlights finally the all‐important truth that it behoves everyone in the organization to understand and be committed to quality.

The process and uses in implementing a formalised total quality assurance programme into the Cambridgeshire Ambulance Service are investigated. Service and individual performance standards are discussed. Key benefits of QA in terms of “employee resourcing” and “employee relations” are identified and the crucial role of training for quality is emphasised.

The application of BS 5750: Part 2 to the wide range of Ambulance Service activities demonstrates service‐wide commitment to quality assurance and should lead to “customer” confidence and an improvement in competitiveness. Cambridgeshire′s Ambulance Service makes significant strides towards accreditation.

In the last decade, modern food technology has ensured that supermarket shelves are stacked with new ingenious and exciting food ranges. This is all very nice for the consumer but it has presented some headaches for quality control personnel. Consumer expectations are now very high and the race to satisfy these expectations has sometimes been at the sacrifice of quality control: an obvious example is the increasing incidence of food poisoning. What is more, as we approach a single common European market there is additional pressure from the EC to conform to community standards of food quality.