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The purpose of this paper is to investigate if a firm’s organizational culture affects the set of quality techniques it uses, and if these quality techniques affect the relationship between organizational culture and operational performance.

Based on data collected from 250 firms in Brazil and Denmark, structural equation modeling is used to investigate the relationship between organizational culture and the use of quality techniques, and its impact on operational performance. Four quality technique groups, four cultural profiles adopted from the Competing Values Framework and a set of operational performance indicators are used to operationalize the study.

Culture does not appear to be an unequivocal predictor of the use of quality techniques. Furthermore, while most quality technique groups contribute indirectly to the total effect on operational performance in the developmental, group and hierarchical cultures, the performance effects are insignificant for all four groups in the rational culture.

Managers need to be actively aware of the cultural characteristics of their organization before adopting quality techniques, in order to benefit most from the use of these techniques.

Most previous studies address the relationships between culture, quality management and performance at the level of quality practices. This study takes the unitarist-pluralist discussion to the level of quality techniques and extends that discussion to what should be its core, namely, the influence of quality techniques on the performance impact of culture.

The purpose of this paper is to assess the current quality management practices of service sector SMEs in Pakistan, and to provide an insight for policy development for SMEs.

A focused investigation of 100 SMEs in northern Pakistan was conducted through focused interviews and e‐mail survey. The survey is based on a list of 19 quality management techniques selected through Delphi research.

A significant gap is reported between the knowledge of quality management techniques and their usage by SME entrepreneurs. The results show strong usage of CRM related techniques while low usage of suppliers' development related and statistically extensive techniques. Significant correlation is found between the usage of TQM and other quality management techniques, particularly six sigma and 5S.

The results offer insight into quality management practices in Pakistani SMEs which represent the broader South Asian business culture that is host to a huge share of outsourcing from developed economies. Besides being of huge value to policy makers in the country, the results are useful for firms in developed economies that outsource their businesses to developing economies in South Asia.

The paper provides an insight into the quality management practices of Pakistani SMEs.

The purpose of this paper is to examine the level of use of quality management tools and techniques as well as employees' training in ISO 9001:2000 certified companies.

A research project was carried out in 370 Greek companies, using the questionnaire method. The selected companies have been implementing a quality management system in accordance with the ISO 9001:2000 standard. Independent Samples t‐tests and One‐Way ANOVA tests were used to identify significant differences between selected companies.

The level of quality tools and techniques used in the ISO 9001:2000 certified companies can be characterised as low. The majority of companies use the easiest to understand and implement quality tools. However, the more complex quality tools and techniques are barely used. As far as employees' training is concerned, it mostly addressed specialized issues, while training on quality tools and techniques was not highly performed.

The study was based on the quality manager's perceptions (subjective data) and it did not examine the reasons for not implementing and the difficulties encountered while implementing quality tools and techniques. These constitute research limitations but also future research orientations.

Given the increased rate of companies adopting a quality management system, continuous improvement through a Total Quality programme can be achieved through the implementation of quality tools and techniques.

This paper describes the implementation status of the quality tools and techniques in companies with a four‐year experience in ISO 9001:2000 standard.

Outlines the main findings of a longitudinal study into the use and application of quality management tools and techniques in a speciality chemicals manufacturer. Finds that the use of a particular tool or technique is related to the stage of development of the organization’s improvement process and, in the early phase of the improvement process, tools and techniques were used in a haphazard manner, which improved with operating experience. Points out that those tools and techniques which were introduced in relation to a defined need were better understood and utilized than those which were applied company‐wide and without a specific use in mind at the time of the training. Highlights the fact that soundly based training delivered by credible trainers is vital to early success in the use of tools and techniques.

This paper describes the use and application of a structured approach to the basic implementation of quality management tools and techniques such as the QC7 tools.

A methodology based around the application of a structured approach to the use of basic quality management tools is adopted, and provides a simple yet powerful means by which the steps of problem solving can be sequentially linked together.

Everyday process examples are used to highlight the benefits of such tools and techniques in contributing to a greater understanding of the process by the process operator or owner. For each example, the use of appropriate tools or techniques are examined and their application analysed. The paper then goes on to discuss the wider implications of quality management tool application within industry and business.

It is not suggested the examples detailed are thoroughly scientific in methodology but they do serve to illustrate that by applying the tools in a systematic manner, even the simplest of processes can be understood in greater detail.

The following are key for the successful implementation, use and success of applying the QC and M7 tools and techniques: in‐depth knowledge of the process; formal training in problem‐solving techniques; appropriateness of tools selected for use; and apply simple models at all levels in the organisation to aid communication and learning.

The paper concludes by arguing that the wider use of the tools, ideally by the process operatives themselves, tangibly lead to a fuller understanding of specific processes. This will ultimately impact upon their organisation.

Overview All organisations are, in one sense or another, involved in operations; an activity implying transformation or transfer. The major portion of the body of knowledge concerning operations relates to production in manufacturing industry but, increasingly, similar problems are to be found confronting managers in service industry. It is only in the last decade or so that new technology, involving, in particular, the computer, has encouraged an integrated view to be taken of the total business. This has led to greater recognition being given to the strategic potential of the operations function. In order to provide greater insight into operations a number of classifications have been proposed. One of these, which places operations into categories termed factory, job shop, mass service and professional service, is examined. The elements of operations management are introduced under the headings of product, plant, process, procedures and people.

The topic is restricted to the components of total quality management (TQM), in which a set of values, tools and techniques unites the descriptions of TQM. The purpose of this paper is to discuss the impact on an additional core value of the components of TQM, namely the sustainability of values, tools and techniques.

A strategic perspective of sustainable quality management is applied, rather than tactical and operative ones. The term “sustainable quality management” is used.

The paper contends that quality management (in general) and TQM (in particular) should be scrutinised by stressing the sustainability of values, tools and techniques.

Sustainable quality management provides a potential to improve and extend the theory generation and the best practices of TQM in the future. An important area for further research is to examine the extent of sustainable quality management practices beyond the organisational boundaries and traditional channel structures. Sustainable quality management is complex to implement and evaluate.

The paper provides theoretical and managerial ideas and insights in order to anticipate and avoid the non‐sustainability of TQM practices.

One contribution is a model of a circulation approach to TQM. Another contribution is a model of the sustainability of TQM, which connects and reconnects corporate values, tools and techniques in quality management.

The purpose of this paper is to present good practices of improving quality of educational services through use of innovative methods in order to involve staff in the processes of the organization’s management.

The study of teachers’ and management’s perception of quality initiatives is used as a basis for analyzing main causes of inhibition of the quality initiatives. The authors formulate the issue of a low efficiency of quality management systems (QMS) and make conclusions about why it is important to expand the “quality spirit” among teachers and managers and why it is necessary to implement quality management principles (such as a leadership and staff involvement) in educational organizations.

The innovation and project (IP) technique of training is proposed to solve the tasks of expanding the “quality spirit,” creating leadership and involving educational organization’s staff in the quality management processes. The paper contains description and examples of use of the IP technique in order to create efficient management systems on the basis of leadership and involvement of managers and other staff in the processes of quality management. The authors formulate principles of innovative training and evaluate the effects of its use in the projects aimed at improvement of QMS.

The paper presents the experience of usage of the main component of the technique – an innovative workshop – for development of the strategy of Pastukhov Academy, building a managing team and involving staff in quality assurance activities. The paper presents the practical value of the results achieved by the academy in the process of implementation of the IP technique for development of the managing team and their strategic self-identification, as well as for increasing the quality of educational services. The IP technique is used in the process of implementation of social responsibility standards.

The paper is valuable for educational organizations, which may use the IP technique that will result in providing a real effect on the QMS, improving the educational courses and a positive impact on improving the quality of life.

Outlines the key factors in the successful use of quality management tools and techniques in a process of continuous improvement. Examines some of the common difficulties in use and application together with tips to overcome and steer around them. Details of a health check for assessing tools and techniques is also given.

Reviews the development of systems and techniques in the hospitality industry. Describes the transfer of quality management applications from the manufacturing sector to hospitality and discusses their further development to cope with the diverse, tangible/intangible product mix. Also deals with the repertoire of techniques which have grown up within the industry.