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This paper presents the role that the International Academy for Quality (IAQ) plays in furthering the dissemination and practice of quality methods and concepts around the world. It looks at a range of aspects such as principles, mission and objectives of the IAQ. Provides information on the development of the IAQ and its future. Outlines the IAQ’s vision for meeting the needs of the twenty‐first century.

This article addresses how an organization can combine sig‐sigma and the Internet to reduce costs, improve the delivery success rate, and increase service quality. The model that was developed to map the six‐sigma quality process against the software development life cycle was introduced. A case study in which the model was applied is discussed: use of the model enabled the IT organization to infuse six‐sigma into the Internet development effort and gave the rest of the company an understanding of the necessary steps for that attempt to be successful. Total commitment is necessary to carry this process out; hoever, this commitment allows organizations as a whole to “get it right the first time around”, while satisfying client and business requirements.

Managers are people who accomplish tasks through others. For the twenty‐first century, managers should be defined as people who accomplish tasks through their effective use of processes and enablers. This paper defines what the new manager will look like in the twenty‐first century. It is the second of a two‐part paper.

The purpose of this paper is to align accountability and responsibility of each level of the organization and to establish internal and external customer supplier relationships and performance criteria.

Major processes within each natural work team are analyzed to establish efficiency and effectiveness requirements.

Major improvement in employee morale and internal customer satisfaction.

Comprehensive complete implementation limited to only a few organizations. Conceptual approach widely accepted.

The paper establishes individual performance indicators for every natural work team within the organization.

The paper provides each worker with a understanding of the natural work team's customer and the activities within the natural work team.

The paper shows that through the establishment of individual performance indicators, the natural work teams are allowed to focus on high payback improvements.

Performance evaluations (appraisals) have been blamed for everything from team destruction to personal demoralization. The problem is not the concept of performance evaluation but the way they have been implemented. This technical report provides a sound path to effect constructive appraisals.

Points out that we have accepted on faith many of our improvement tools without really understanding their impact on the performance of the organization. Challenges some of the basic principles on which total quality management was founded. Presents data from the International Quality Study performed over a three‐year period by Ernst & Young and the American Quality Foundation, which, with over two million pieces of information in its database, is the largest, most complete management practice benchmark resource in the world today. Highlights similarities and differences between countries. Defines best practices based on the statistical analysis of the business results achieved internationally.

Performance evaluations (appraisals) have been blamed for everything from team destruction to personal demoralization. The problem is not the concept of performance evaluation but the way they have been implemented. This technical report provides a sound path to effect constructive appraisals.

Discusses a simple overview of systems and systems theory. Describes what a system is and does. Suggests seven principles to use when designing or evaluating a system including tips such as: organize to reduce complexity, do not over‐optimize the system, and leave details of managing sub‐elements to the specialists who know how. Illustrates with graphic examples.

Quality cost systems have evolved from a purely manufacturing defect related cost reporting system that reflected the limited quality thinking of the 1940s to a poor‐quality cost system that reflects the total process quality orientation of the 1990s. The new poor‐quality cost system includes both the direct and indirect quality cost. It addresses key concepts like customer encore cost, lost opportunity cost and non‐value added cost. The focus of the poor‐quality cost system has drifted away from the manufacturing process and now focuses on the total business systems that represent today’s biggest opportunity for improvement. Poor‐quality cost in functions like marketing and sales can exceed 100 percent of the organization’s total budget. This paper explains how quality costs hav evolved to keep up with the quality systems’ evolution over the past 50 years.

The authors observe that actionable guidelines are missing from many reference works on business process management (BPM). Also, success factors are mostly not contextualized in the different phases and concerns of a BPM initiative. The purpose of this paper is to address this research gap.

The research design builds on a literature survey for building an integrated framework for BPM that is referred to as integrated BPM. It integrates lifecycle phases, capability areas and governance aspects. Then, the authors consolidate insights from expert interviews.

As a result, the authors provide a list of various activities that are associated with the different elements of BPM. Furthermore, the authors describe pitfalls for each of the elements that have been avoided in order to make the BPM initiative a success.

The findings emphasize the potential to study BPM success and its factors on a more fine-granular activity level.

The list of activities and the list of pitfalls are directly applicable for practitioners.

The research on the integrated BPM framework consolidates insights from prior research and extends it with an expert perspective on pitfalls.