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Article
Publication date: 1 October 1999

Lawrence R.P. Reavill

This paper attempts a broad review of the current status and possible future of TQM as a major management concept. It looks at its strengths, in areas such as industrial…

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Abstract

This paper attempts a broad review of the current status and possible future of TQM as a major management concept. It looks at its strengths, in areas such as industrial and product orientated commercial business, in which it has become well established and demonstrably helpful to organizational objectives; and its weaknesses, areas in which it has been less successful than would have been anticipated. The paper then considers the applicability of TQM concepts to product and service organisations and argues that there is evidence of greater ease of adoption, and more apparent success, within product based companies than with service based organisations. Looking to future opportunities, the paper examines what further areas of development might be appropriate for TQM. Two significant but by no means fully explored areas are: small/medium sized enterprises (SMEs); and developing and newly industrialised countries (NICs). Another extension worthy of consideration is the non commercial organisation, in the public sector and the “third sector”.

Details

The TQM Magazine, vol. 11 no. 5
Type: Research Article
ISSN: 0954-478X

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Article
Publication date: 1 June 1996

Philip A. Burgess and Lawrence R.P. Reavill

Discusses an investigation currently being undertaken into the implementation of total quality management in the engineering directorate of Anglian Water Services Ltd…

803

Abstract

Discusses an investigation currently being undertaken into the implementation of total quality management in the engineering directorate of Anglian Water Services Ltd. Identifies the need to measure the effectiveness of the execution of total quality in the company and feed back any recommended changes to enable improvements to be put into effect. A holistic approach to the measurement of the effectiveness of TQM is required not only to investigate and measure the “harder issues” such as structure, strategy and systems of an organization, but also the “softer issues” such as values, beliefs and behaviours (the effects of instigating the harder issues).

Details

Training for Quality, vol. 4 no. 2
Type: Research Article
ISSN: 0968-4875

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Article
Publication date: 1 February 1998

Lawrence R.P. Reavill

Two simple models are developed to identify the customer of higher education (HE), as the customer′s requirements are key to total quality management. One is based on a…

2638

Abstract

Two simple models are developed to identify the customer of higher education (HE), as the customer′s requirements are key to total quality management. One is based on a product analogy and the other on a service analogy, but they are inadequate as each identifies a different customer. A more comprehensive model is proposed using a systems approach which identifies 12 stakeholders who contribute to, or benefit from, HE. The quality assessment (QA) procedure for HE in the UK is summarised. The paper concludes that the stakeholder’s interests are not fully addressed by the current QA procedure.

Details

Managing Service Quality: An International Journal, vol. 8 no. 1
Type: Research Article
ISSN: 0960-4529

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