The TQM Magazine

Jerry Hines

1995 The TQM Magazine

doi: 10.1108/09544789510087670

In March 1990, AT&T entered the credit card business under a unique set of circumstances; from its first day in existence, the company’s credit card subsidiary built itself up, based on total quality management principles. While most firms embracing total quality management have had to fit their principles into an already dynamic business environment, AT&T Universal Card Services (UCS) has never existed without them. Thus, UCS’s story may provide a fresh perspective for those interested in quality implementation. Coming into an industry not noted for high levels of customer service, UCS saw that it could distinguish itself by focusing in this area. A formalized programme for collecting a broad array of information from customers helps UCS keep apprised of what customers value in their credit card companies. Processes are in place for applying this information and measuring the company’s performance in key customer‐impacting areas. UCS, which won the Malcolm Baldrige national quality award in 1992, is currently the second‐largest issuer of bank credit cards in the USA with 15 million accounts. The company credits its use of total quality management for its business success – and is confident the same methods will continue to serve it well in its increasingly competitive future.

Steve McKenna

1995 The TQM Magazine

doi: 10.1108/09544789510087689

Re‐engineering presumes that organizational structures and processes govern behaviours in an organization; seen as, essentially, a North American approach to management. Investigates the transferability of the re‐engineering concept, as proposed by Hammer and Champy, to two companies in Thailand and Singapore. Concludes that, while BPR is difficult to introduce successfully at the best of times, it is close to impossible in a non‐Western culture in the forms suggested by its US proponents.

James D. Gilbert

1995 The TQM Magazine

doi: 10.1108/09544789510087698

Gives a practical approach to setting up a training programme, delivering that training, and how that approach may be imitated by other cities. Memphis is a city of about three‐quarters‐of‐a‐million population, with all the problems of a growing city. Governing a city is difficult at best and demands approaches which will outwit the best minds. The TQM programme of the City of Memphis is an effort for the city to become more efficient and productive for its customers, the taxpayers. Describes how the training was done and gives an idea of what kinds of quality improvement projects were selected as priorities by the quality improvement teams.

John Macdonald

1995 The TQM Magazine

doi: 10.1108/09544789510087706

Continuous improvement is no longer sufficient to meet customer expectations. The need is for a radical change in the way we work. Business process re‐engineering (BPR) can help organizations make that change. Defines BPR, traces its evolution, and explains how to use the elements of BPR to achieve effective transformation. Emphasizes that BPR is complementary to TQM, not an alternative to it.

Murray Duffin

1995 The TQM Magazine

doi: 10.1108/09544789510087715

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

Michael Sanderson

1995 The TQM Magazine

doi: 10.1108/09544789510087724

Outlines the early beginnings of the total quality movement and summarizes its history up to the present day. Relates total quality issues to the relevant British Standards and examines likely future total quality trends. Considers “quality” as a work philosophy from ancient times, through the craft guilds of the Middle Ages, to the present day. Suggests that the driving force for quality is competition. Proposes a four‐part model of TQM drawn from a historical perspective.

Cyril Atkinson

1995 The TQM Magazine

doi: 10.1108/09544789510087733

Draws an analogy between a successful work team and a successful soccer team. Identifies several team types which support TQ operations. Suggests that work is evolving from reactive problem‐solving teams towards proactive process improvement teamworking. Illustrates the development of problem‐solving teamworking and suggests that this style is now moving into self‐supervising teams. Models the various team types being utilized within the UK.

Mohamed Zairi; Rob Hutton

1995 The TQM Magazine

doi: 10.1108/09544789510087742

Suggests that successful TQM initiatives are frequently spurred by “stretch” goals created by benchmarking an organization’s performance and practices with others. Differentiates results and process‐driven benchmarking. Explains how TQM and benchmarking link with the philosophy of continuous improvement

Amrik Sohal; Michael Morrison

1995 The TQM Magazine

doi: 10.1108/09544789510087751

Focuses on an attempt to determine whether or not there is a link between TQM and learning organizations. Data from three TQM companies are tested against a series of building blocks for developing learning organizations. Total quality management tends to create the environment necessary for organizational learning to occur. The learning organization creates competitive advantage by adapting to changing environments, continually improving and being able to absorb new concepts and innovations.

L. David Weller

1995 The TQM Magazine

doi: 10.1108/09544789510087760

Addresses quality in schools, and looks specifically at teacher teams, and the problems facing them as they seek to improve quality systems. Suggests that facilitators of quality improvement initiatives identify problems as they are occurring and use various interventions to “unfreeze” troubled or ineffectual teams.