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Philip Crosby, the renowned Quality Guru, passed away last August at the age of 75. His presence will be greatly missed. It is certain that individuals and businesses, for generations to come, will benefit from his profound thinking and writings. Crosby wrote more than a dozen books and numerous articles on quality management. There have also been several books and articles written about him. Philip Crosby was not only a visionary thinker, but also was a plain‐speaking pragmatist. In his speeches, he effectively combined humor with a profound message. Crosby is well known for his zero defects and his 14 points that are taught in business courses all over the world. Several of Crosby's teachings pertaining to quality management are applicable not only to the individuals' professional lives, but also to their personal lives. As my tribute to this simple person with profound thoughts, I would like to point out a few of the teachings that have helped me over the years.

The purpose of this paper is to examine Philip B. Crosby’s 14 quality principles and analyze the interaction between them. Hitherto no research has been published on the implementation of total quality management (TQM) using Crosby’s 14 principles. To fill this gap, interpretive structural modeling (ISM) and Matrix Impact Cross-Reference Multiplication Applied to a Classification (MICMAC) analysis have been designed to prioritize, sequence and categorize variables to find both the dependence and driving power of these variables.

At the initial stage experts from industry as well as from academia were contacted to provide an input for ISM methodology and examine interactions between identified variables. In this approach, interpretations of the interrelationships among variables have been discussed, whereas MICMAC analysis is used to discover dependence and driving power.

The results of the investigation revealed that “Management Commitment,” “Quality Improvement Team,” “Quality Awareness,” “Supervisor Training,” “Goal Setting” and “Cost of Quality Evaluation” are strategic requirements; “Corrective Action,” “Zero Defects Day” and “Error Cause Removal” are tactical requirements. “Recognition,” “Quality Measurement,” “Quality Councils” and “Do It Over Again” are operational requirements for TQM applications.

ISM is used as a part of this research to provide valuable insights into interrelationships among Crosby’s quality principles through a systematic framework. The research opens up a new focus area on the implementation of TQM for services as well as for the manufacturing industry.

The importance of quality has recently been established in US manufacturing. It has been stated many times that the reason why people buy foreign products is the lack of quality. The purpose of the study described is to compare and analyse the similarities and distinctions between the major contributors to the concept of quality. The quality approaches of four of the world′s most influential theorists on the subject are examined. The theories described provide the manager with an understanding of what management reforms must be made within a firm in order to ensure quality within all of its departments.

Philip Crosby, one of the world's leading experts on quality management, believes that leadership is the major issue facing chief executives today. It is his firm opinion that too many of our senior executives are skilled managers and not enough are leaders. In this interview Mr Crosby discusses the skills that tomorrow's managers will need to lead a Quality Revolution.

Over the past 40 years Faye Crosby's research, teaching, and mentorship has touched and influenced students, researchers, and academic institutions. Faye's early work focused on gender inequity and relative deprivation, providing her with insight into a surprising phenomenon – the denial of personal discrimination. Armed with the knowledge that individuals are often unaware of personal discrimination, Faye's later work focused on advocating for institutional protections in the form of affirmative action. The focus of this interview is to simultaneously pay homage to Faye's innovative research while highlighting the ways that Faye's motivations, inspirations, and personal experiences have influenced her body of work.

This article is based on an interview with Faye Crosby by the authors in October of 2006.

Faye Crosby's work in the field of social psychology has influenced a great deal of social justice inquiry, including research related to gender equity, discrimination, relative deprivation, mentoring, and affirmative action. She describes herself as a social psychologist and a feminist empiricist. She asserts that her greatest contribution to the field is her ability to organize and categorize research findings in novel ways, elucidating new themes. Faye has published over 150 articles, books, and chapters both individually and in collaboration.

This retrospective account updates previous interviews of the prominent scholar, Faye Crosby, whose life work has been dedicated to social justice and equal access to opportunities.

The early development of the total quality movement was substantially influenced by only a few quality “pioneers”: Deming, Juran, Feigenbaum, Crosby and Ishikawa. This article discusses their key contributions about quality. Argues that these US and Japanese quality “gurus” contributed a number of important ideas to today’s understanding of total quality management (TQM). Points out, however, that TQM is not merely a set of statistical tools and methods for improving the company’s product and service quality level and a quality management system like BS 5750 and ISO 9000, as suggested by these quality pioneers. TQM rather comprises a business strategy for harnessing the full capacity of all the company’s resources – not only technical – in order to achieve world‐class quality at minimum costs. Comes to the conclusion that the role of the human resource issue and the importance of the individual employee were hardly recognised by these classical quality “gurus”.

The purpose of this paper is to explore how the sophistication of a quality costing system depends on the quality management maturity (QMM) level in Food and Beverage (F&B) enterprises. Since no previous research has taken place in this area, the paper aims at analyzing the relationships between quality costing and the specific variables that define the various maturity stages.

A structured questionnaire was used to survey 457 F&B companies. This produced 104 usable responses (23 percent response rate). Multidimensional correspondence analysis (MCA) with hierarchical cluster analysis (HCA) were used to detect and represent underlying structures in the categorical data set and to detect possible clusters between variables.

The more mature a company’s QMM, the more emphasis they placed on appraisal quality costs and effective use of quality costs information. Prevention costs have no statistically significant connection with the level of maturity. A generalized “expensive” use of quality costing, with no focus on problematic areas and possible solutions, does not always lead to the resolution of problems.

A complicated – and some think unfair – tax system, combined with limited cash liquidity constitutes an unstable environment for Greek companies, in which they have to survive and develop. This environment does not support quality costing, thus resulting in limited interest by company management in participating in the authors’ research. Furthermore, the Greek Uniform Chart of Accounts and the Greek Accounting Standards do not include specific quality-related accounts, making it difficult for companies to measure quality costs and for researchers to investigate the quality costing field.

It is the first time that QMM levels of Greek F&B companies have been reported. The research explores the characteristics that a quality costing system of Greek F&B organizations develop at the various maturity levels. The analysis uses an exploratory method – MCA – which can highlight intense correspondences of characteristics and clusters, which cannot be predicted in advance.

Examines the methodological issues that arise in generating standardised transaction data for use in analysing the determinants of retail rents. Looks at the issues raised by the use of comparative information and the existence of widely accepted conventions for adjusting comparative evidence to allow for the specific physical and legal characteristics of individual properties. Concludes by questioning the need to test valuation convention against market evidence and the notion of open market value is reassessed.

This article discusses the total quality management (TQM) movement and then elaborates about W. Edwards Deming’s experiences and views. Finally, there is a comparison of total quality management and the Deming approach to quality management. The TQM movement was attractive to many organizations during the 1980s and the first half of the 1990s. To succeed, total quality management had many long‐term require‐ments. One of these was that top management must have a passion for the subject. Without this sustained passion top management’s attention and energy towards TQM would be diverted to other pressing needs. While Deming insisted that there was no “instant pudding”, many consultants in establishing themselves with a client suggested short‐term gains. Because of this search for short‐term gains, process improvement and reductions in cycle time became very popular and in some cases a final objective. Unfortunately, after they ran their short‐term course, many efforts collapsed and TQM was often declared a failure.

Provides an indication of the results of a large‐scale survey of the application of investment valuation techniques to the reversionary freeholds in UK practice. Identifies trends in the use of methods in practice for both market valuation and analysis of worth/price purposes. Concludes the use of growth explicit techniques is confined to the analysis role and that the conventional term and reversion approach to market valuation is being supplanted by equivalent yield and layer methods.