Search results

Suggests that redundancy and cutbacks in training are not appropriate survival techniques during recession. Argues that recession is, in fact, an opportunity to achieve faster, easier cultural change, examine company values and review managerial control to unlock potential within the organisation, maximise wealth‐creating ability and conserve resources.

Examines, in the form of an amusing discussion, a total quality approach to appraisals set during a company expansion. Questions and examines the value of appraisals for both staff and management. Through the character of Thomas Quentin Makepeace, argues that the job descriptions proscribe and limit activity rather than create opportunities for development.

Recent history has broken down traditional working relationships, robbing individuals of the ownership of their work. Charts how total quality management is reinstating this sense of ownership, linking the concepts of teamwork, empowerment and subsidiarity, and providing a secure future for all concerned.

Presents another fictitious conversation by the author’s two heroes ‐ corporate MD Melvyn Dunrong and his quality consultant Thomas Quentin Makepeace ‐ to illustrate various points about TQM. In this discussion, the example of an old steam railway locomotive is the catalyst to generating an understanding of how companies must be flexible and adapt to changing environments ‐ and especially customers’ changing expectations of product and service quality

Alludes to the often heard phrase ‐ “our people are our greatest asset” ‐ and wonders how many organizations have really captured the full value of their human resource (HR). Examines why the HR function has to change from being reactive, to becoming the agent of change. Outlines an example of cascading education throughout the organization to realize this greatest asset.

This article has been withdrawn as it was published elsewhere and accidentally duplicated. The original article can be seen here: 10.1108/09684879510082193. When citing the article, please cite: Jon Choppin, (1995), “TQM – what isnʼt it?”, Training for Quality, Vol. 3 Iss: 1, pp. 5 - 8.

Suggests that TQM has much to offer public services provided that the organization is considered as a whole. Discusses five points which need to be considered if the ideas of industry are to be adopted successfully: customers and goals; organizational structure; culture; resources and earnings; and definition of processes involved. Recommends new service cultures and internal structures.

The basic ingredients of most total quality initiatives are the customer relationships. However, the concept of “customer” may not be sufficient to improve people in organizations to greater effort. The structure of many organizations is based on control rather than on service. Some organizations are re‐examining their structures to give greater flexibility and place greater emphasis on mutual service.

Considers the use of industrial ideas of total quality management (TQM) within a public service environment. Identifies five considerations or “thought filters” necessary to construct the culture required for a successful total quality initiative within the public service.

Asserts that for quality to become part of a company′s natural way of working it needs to be accepted by everyone. Describes how J.I. Case, by utilising its people, has turned itself around and is now focusing on the future. Suggests reasons why the implementation of quality is not always successful. Discusses the company′s approach. Asserts that too often quality is seen as product quality only and the benefits of involving everyone are ignored. Concludes the company will look to the future by utilising people to produce quality products and services, on time at competitive costs/prices.