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Argues that in order to change the corporate culture, management should focus on changing its own behaviour first, before leading the rest of the organization into a new culture. Examines differences between organizational and management culture, and introduces the management culture continuum. States that planned culture change is most likely to fail if measurement of progress is not consistent and supportive of the desired behaviour. Provides a five‐step method of gradually changing corporate culture through management behaviour.

Provides case studies which illustrate constructive and imaginative uses of the “pain” of change, as felt through the implementation of continuous improvement through TQM. Outlines specific cases within an electronics corporation, a components supplier, at corporate management level, and on an assembly plant in an oriental low‐cost assembly country.

Examines the adoption of TQM by SGS‐Thomson, which first created a semiconductor user reliability evaluation (SURE) quality policy in the late 1970s. Charts the development of statistical process control (SPC) steering committees and the introduction of failure mode effect analysis (FMEA); covers the publication of corporate standards for quality, manufacturing and service; looks at the suggestion schemes launched at each site. Summarizes the SGS‐Thomson quality journey as of 1991, when the organization formally recognised the need to become a TQM company; includes the problems incurred and the lessons learned.

Includes comments on a previously published series attempting to answer the question: “Japan ‐ myth or miracle?”, as well as suggesting new theories on the subject. Considers the previous articles to be misleading and inconclusive. Asserts the need to understand why the Japanese have been driven to total quality control and what has been considered as unfair trade practices. Contends that Japan have no advantages that are innate ‐ they are responding to their needs, using their rules of social conduct, and driven by their value system. Asserts that the Japanese are not going to cooperate to help put other competitors on the same footing as themselves. Concludes that it is important to understand what is being done and why, and make them understand too, ‐ in an effort to win through to peace, co‐operation and prosperity.

Reviews a study carried out over several months on the performance of change agents and change attempts when introducing TQM.

Looks at the development of producing organizations, stretching from the earliest sole craftsman through to the modern day. Notes that “two‐dimensional” organizations have evolved over the last 200‐300 years ‐ the dimensions representing hierarchical and process elements. Suggests that a third dimension ‐ inter‐organizational transfer of knowledge ‐ is now emerging and points to future implications of this for the worker, the manager and the organization.

Suggests a list of TQ “giants”, with some notable exceptions (Deming, Taylor), and concludes that Joseph Juran was pre‐eminent among them.

Discusses aspects of the Japanese economic miracle, where industry and business are seen as superior in quality. Argues, briefly, that Westerners fail to understand Japanese business behaviour because they do not realize that the Japanese are not constrained by Western concepts, but are bound by a different culture. Argues for an intelligent recognition of the economic war between Japanese and Western companies – and a change of tactics from the Westerners.

Describes the origin of TQC (Japanese TQM) and explains the principles of TQC and design quality. Defines the principles of TQC and outlines its primary mechanisms. Concludes that all approaches mentioned are applicable to TQC, but does not provide an exhaustive list.

Since its inception in 1992 the annual European Quality Award has provided a showcase for continuous improvement through self‐assessment against the European model for business excellence. But while the winning companies are all advocates of the model, each also has its own system and set of measures for monitoring and managing its business. The class of 1997 offers a variety of exemplary practices.