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The UMIST Quality Management Centre is involved in four main activities: (i) research into Total Quality Management, (ii) the operation of a TQM Multi‐Company Teaching Programme involving eight industrial collaborators at any one time, (iii) the Centre houses the Ford Motor Company Regional Training Centre for training suppliers in total quality excellence and statistical process control, and (iv) TQM consultancy, including the Q‐Share initiative. This latter activity is carried out by Q‐MAS Ltd. (a campus based company in which UMIST has a significant shareholding).

This paper explores the application of total quality management (TQM) to public sector organisations. The examination of the operating characteristics of these organisations has been made against ten dimensions of TQM (e.g. supplier relationships and workforce management) identified and defined by the authors using the academic literature. From the examination TQM is found to be of benefit to public sector organisations but particular characteristics of their operation, in particular, the lack of understanding of customer satisfaction issues, the contentment of managers and staff to work to rules and regulations and observe precedent, and the lack of internal drive and motivation to improve processes, make the TQM intervention more difficult. It is also observed that regulatory bodies can provide the incentive to improve, acting in the same role as demanding customers in a competitive situation.

Business innovation, that is, the adaptation of management systems to the changing conditions of the environment, is a key factor for organisations if they wish to survive and grow. Total quality management (TQM) has demonstrated its potential to be a successful way for organisations to elimintate costs, improve productivity and gain a competitive edge in the marketplace. However, are TQM and business innovation compatible? The advantages and disadvantages to TQM as a means of developing and facilitating business innovations are discussed in this paper. It is argued that TQM does not hinder business innovation and some of its dimensions can assist an organsation to be more innovative. The compatibility of reengineering, which is a form of business innovation, with TQM is also considered in the paper, along with the effects of TQM on the successful implementation of information technologies.

Attempts to define what is meant by sustaining total quality management (TQM) and identifies three key features: individual TQM elements, the overall process of improvement, and holding of the gains made. Suggests that the improvement efforts of an organization should be classified into these three features. Concludes that these three features will hopefully improve the diagnostic process and guide management in deciding on forms of action.

Culture is one of the intangibles of business, integral to success but regarded as difficult, if not impossible, to measure. A business excellence culture measurement index developed by North West Water with Manchester School of Management uses 11 metrics to profile and track a prevailing work culture for strengths and potential improvements.

Presents the details of a Quality Management Implementation Grid derived from the TQM Adoption Model of Dale and Lascelles (1997). The Grid, which has been developed to fit within an A4 boundary, should be used by Directors and Managers of organizations and business units to diagnose the stage of development of their continuous improvement process against each of seven defined levels of TQM the Grid: root causes of problems, issues being faced, typical organizational behaviours and effective transitional action. The idea is that a manager can consider the details of the problems, issues and behaviour with respect to their business and decide the actions to be taken to move the improvement process forward.

Describes a framework which can be used by retail organizations in planning the introduction of a process of continuous quality improvement. The framework consists of four sections – organizing, systems and techniques, measurement and feedback, and changing the culture. Outlines the key features of these sections. Also outlines a five‐stage process by which the framework can be used by the executive management of any retail organization.

Total quality management does improve organizational performance and remains the most viable long‐term business strategy around. These were the findings of a recent report entitled “TQM: Forging a Need or Falling Behind?”, commissioned by Development Dimensions International of Pittsburgh, the Quality & Productivity Management Association of Schaumburg, Illinois, and Industry Week, which were based on interviews with 6,500 people in 84 organizations. However, on considering the various elements which help or hinder TQM implementation, training emerged as the one successful theme in successful programmes.

Examines the role of senior managers in total quality management (TQM) and provides some pointers as to why they should become involved in TQM. These pointers include the strategic nature of TQM, their personal impact on the credibility of TQM, and their influence in changing the behaviour and attitudes of employees. Makes a case for senior managers to get involved in a range of activities relating to the introduction of TQM. Also examines what senior executives need to know and what they should do about TQM.