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The purpose of this article is to discover what the British Quality Foundation is, what they represent, and what they can offer UK businesses and organizations.

This interview of Joe Goasdoué, Chief Executive of the British Quality Foundation, was prepared by an independent writer.

The British Quality Foundation advises businesses how to achieve best practice in terms of all their functions. They publish the excellence model, and also hold the annual UK Business Awards.

Provides details of how businesses and organizations can source help when looking to improve their organization.

This is a one‐to‐one interview which covers the Chief Executive of the British Quality Foundation's opinions on all things quality.

ICL, the information systems subsidiary of STC, defines quality as providing systems, products and services which fully meet customers' requirements, and it is through this single‐minded, customer‐led approach that ICL succeeds in fiercely competitive markets. To build on this success, in 1987 Joe Goasdoué was appointed to the ICL Board as director of quality to lead a long‐term quality improvement process. The programme includes company‐wide training and education and is designed to create a new quality culture in which every employee is dedicated above all else to customer satisfaction and service.

Describes ICL′s business process management approach to prevention. Discusses how designing, manufacturing and marketing a product involves thousands of processes. Asserts that to achieve total success each process must do what is required at the right time and in the right order. Looks at process modelling. Concludes that benchmarking establishes goals which bring customer satisfaction levels equal to or better than the competition.

Defines total quality management (TQM) as a business approach which focuses on the continuous improvement of an organization’s business processes, and business process re‐engineering (BPR) as a fundamental and radical restructuring of those processes, characterized by discontinuous improvement. Suggests that while BPR has been promoted aggressively as the approach to use if TQM fails, many of the most significant BPR successes have been in organizations with a successful history of TQM. Presents a case study of D2D Ltd which has evolved rapidly from being the captive manufacturing division of ICL plc, to become a successful contract manufacturing business, supplying some of the world’s leading computer giants. The cultural ideology of TQM has provided the environment necessary to sustain new and radical process redesigns. Business process re‐engineering has become an integral part of D2D’s culture, a process‐driven culture built on the ideals and concepts of total quality management.