Search results

Reports on the way in which TNT Express Worldwide is using TQM to bridge the culture gap created by the amalgamation of three branches of the business. Looks at Internal audits carried out to assess levels of Service quality and efficiency of internal communications on a global scale, culminating in the listing of each depot′s points of excellence and points for improvement, which then form the basis for an action plan. Employee and customer Surveys are also used to assess Service quality and cultural differences. Emphasises the need for Training and communication in order to spread the culture of TQM from the top down.

Explores the methods used by the Central Division of the National Grid Company to educate their employees on the benefits of TQM, thus smoothing the transfer from the public to the private sector.

Discusses a recent UK survey of 250 companies on pay, appraisal and career development. Findings indicate that competence‐based pay beats performance‐related pay, consultant input is valued in career development, and customer appraisal is highly effective. Finds also that middle managers are less resistant to change than was expected.

The chances of success with a customer care programme seems to be similar to those of total quality management (TQM) initiatives. The latter apparently has only a 20% success rate, and the former appears to be fairing no better. Research by the ITEM Group found that only one in five of customer care programmes met their objectives. David Clutterbuck, the chairman of the ITEM Group, relayed to me an example of one company (the name was not given) who spent several million pounds on a programme only to find, a year later, that in the eyes of both staff and customers, the levels of customer service had actually deteriorated.

Exploration of the American Express Company′s experience of integrating TQM within its organisation. The article briefly charts the history of the company, relating its long‐standing goals to those of TQM. Charts the work of training network TMI for American Express with its “putting people first” programme of courses for employees worldwide. A senior AE manager offers opinions of the continuing programme, including employee and customer feedback and the importance of team‐related projects. Relates the TQM work to the AE process of staff appraisal with illustrations of activity to discover how well AE staff are performing. Concludes with a list of future challenges for AE regarding customer service.

Describes the efforts made by Newcastle Breweries to improve its competitiveness by implementing TQM and therefore achieving superior customer satisfaction. Follows the company through its introduction of a “quality customer package” outlining the range of services available to the customer; the creation of time for open forum discussions; involvement of all employees; and the implementation of its quality council, quality improvement teams and “bright ideas” suggestion scheme. Shows that the latter, with its rewards for employee initiatives, and other new ideas, such as “a day in the life” appreciation courses, have significantly changed the company′s culture.

In the concluding part of a three‐part series on Japanese success, reports it has been suggested that it is a combination of long‐term strategies and a united approach. Outlines Japanese history and thinking patterns. Discusses how post war Japan was ready to assimilate the “quality” ideas of Dr. Deming. Asserts that the key to Japanese success lies not in the systems, but in the people who run the system, managers and managed, and how they relate to each other. Discusses the seniority system and the importance of life‐time employment. Notes that knowledge is spread and shared, and that concern for the common good is said to be the prime motivation of a Japanese company. Discusses long‐term planning as another possible key to Japanese success as well as their commitment to quality. Concludes that Japanese success is not a myth but the result of a well‐thought‐out long‐term strategy.

Examination of BP Chemicals′ integration of TQM into its corporate strategy, helping to turn around a £200 million loss in 1981. Shows how the crisis led to a will to survive among the workforce and the launch of a campaign to provide what BP′s customers were asking for, namely, consistent quality. Outlines the culture shock involved in emphasising product consistency and working as a partner with customers ‐ all now integral to BP′s way of working. Illustrates how more people were brought into the decision‐making processes, changing the leadership style from direction and delegation to coaching and supporting. Concludes that BP Chemicals has found a better way to do business and is enjoying tangible benefits from TQM even though, at the time of writing, there is a deep recession in the marketplace.

Introduces the “Quality North Campaign” of 1991: the motivation behind the campaign′s creation; the organisers; the features of the week‐long event; and the companies taking part. Takes a look at how the participants are helping to encourage quality initiatives in local businesses.

In under two years Hoover has experienced a dramatic transformation. Crucial to this has been the key role given to middle management. The TQM Magazine investigates the Hoover ‘superintendents’.