The TQM Magazine

Duffin, Murray

1992 The TQM Magazine

doi: 10.1108/09544789210034112

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 fivestep method of gradually changing corporate culture through management behaviour.

Davies, Paul

1992 The TQM Magazine

doi: 10.1108/09544789210034077

Answers the question When can we stop placing special emphasis on quality by stating that organizations can never relax, that continuous improvement does not just happen, it needs constant attention and initiatives in order to keep moving. States that a change in culture, making TQM part of an organizations natural ethos, is the only way to make it part of the daytoday routine. Demonstrates how corporate values can be used as a means of legitimising and explaining organizational change.

CoulsonThomas, Colin J.

1992 The TQM Magazine

doi: 10.1108/09544789210034121

Draws on the results of recent Surveys which highlight the need for clear vision and sustained top management commitment in culture change. Suggests that in order to gain the necessary skills, management should adopt more of the attitudes, approaches, tools and techniques that have transformed management performance in benchmark companies. Uses the case of Rank Xerox to illustrate how a quality culture might be created.

LeeMortimer, Andrew

1992 The TQM Magazine

doi: 10.1108/09544789210034149

Demonstrates how management consultancy CMG has conserved its open culture, despite having grown dramatically in size. Identifies the ways in which the company transfers its strong culture to newly acquired companies through Training and education. Notes that the adoption of a TQM policy over the last few years has been seen as the next step in maintaining and improving the working environment, and also as a way of helping staff to approach the issue of quality in a more specific way.

Creelman, James

1992 The TQM Magazine

doi: 10.1108/09544789210034185

Describes the efforts made by Newcastle Breweries to improve its competitiveness by implementing TQM and therefore achieving superior customer satisfaction. Follows the company through its introduction of a quality customer package outlining the range of services available to the customer the creation of time for open forum discussions involvement of all employees and the implementation of its quality council, quality improvement teams and bright ideas suggestion scheme. Shows that the latter, with its rewards for employee initiatives, and other new ideas, such as a day in the life appreciation courses, have significantly changed the companys culture.

Ipacs, Miklos

1992 The TQM Magazine

doi: 10.1108/09544789210034167

Profiles a Hungarian company which produces electric lighting equipment, and examines the ways in which it has escaped the constraints of its cultural background by implementing TQM tools and techniques. Shows how the emphasis placed on quality, Customer service and cost reduction, together with reevaluation of jobs and plenty of staff Training has led to the creation of a quality culture.

Creelman, James

1992 The TQM Magazine

doi: 10.1108/09544789210034130

Reports on the way in which TNT Express Worldwide is using TQM to bridge the culture gap created by the amalgamation of three branches of the business. Looks at Internal audits carried out to assess levels of Service quality and efficiency of internal communications on a global scale, culminating in the listing of each depots points of excellence and points for improvement, which then form the basis for an action plan. Employee and customer Surveys are also used to assess Service quality and cultural differences. Emphasises the need for Training and communication in order to spread the culture of TQM from the top down.

Bodart, Dominic

1992 The TQM Magazine

doi: 10.1108/09544789210034086

Describes a more effective way of changing culture in industry and examines why so many companies are doing it wrong. Looks at two approaches to change and at the circumstances in which each of them should be used. Addresses the reasons why companies should initiate change from the bottom up.

Delsanter, Judith M.

1992 The TQM Magazine

doi: 10.1108/09544789210034158

Examines the quality programme initiated by freight train company Southern Pacific Lines in order to become more competitive. Chronicles the design, introduction and implementation of their quality initiative. Looks at the measures taken to improve on problem areas and at the importance of Training and education in implementing the quality programme.

Seath, Ian

1992 The TQM Magazine

doi: 10.1108/09544789210034176

Reports on the adoption of total quality methods by RNAY Fleetland, a company which undertakes repair and maintenance of military helicopters, and which had to contend with the hurdle of taking the two cultures, military and civilian, within the business and turning them into a quality culture. Focuses on the customersupplier chain and possible areas for improvement, especially in Customer service. Argues that effective communication and total employee involvement are the keys to the success of their quality initiative. States that the main change in the company culture has been to focus on prevention rather than failure.