The TQM Magazine

H. James Harrington

1999 The TQM Magazine

doi: 10.1108/09544789910246552

Managers are people who accomplish tasks through others. For the twenty‐first century, managers should be defined as people who accomplish tasks through their effective use of processes and enablers. This paper defines what the new manager will look like in the twenty‐first century. It is the second of a two‐part paper.

Rick King; Michael Gildea; Rick L. Edgeman; George Mansfeld; Pavla Macurová

1999 The TQM Magazine

doi: 10.1108/09544789910246561

The Czech Republic has a long history of product excellence recognizable in such diverse areas as beer, weapons and shoe manufacture. Moreover, many of the ideas regarded as central to contemporary expression of TQM such as empowerment and primacy of the organization’s human resource are to be found in the 1920s and 1930s speeches and essays of Czech industrialist and organizational behaviorist Tomas Bata. Nevertheless, the Czech Republic faces distinct challenges brought about by the Velvet Revolution ‐ challenges common to many Central and Eastern European nations. Challenges, practices, trends and the future promise of quality in the Czech Republic are discussed.

Ron Masson; Robert Raeside

1999 The TQM Magazine

doi: 10.1108/09544789910246570

Gives an extensive historical overview of the industrial history of Scotland. Goes on to look at quality in Scotland today. Reports on a survey of 200 enterprises in Central Scotland with regard to the benefits of various quality practices. Concludes that quality is now instilled in the operations of Scottish companies and suggests that this will develop in the future.

Antero Ollila; Markku Malmipuro

1999 The TQM Magazine

doi: 10.1108/09544789910246589

Maintenance is not usually noticed in the context of quality. Some quality philosophies recognize that production equipment must be maintained in order to manufacture quality products. So‐called quality gurus have not emphasized that maintenance could have a significant role in quality. The studies on maintenance have concentrated on the cost effects. There is no idea what could be the magnitude of maintenance on quality deficiencies in different industries. The study carried out in five Finnish industries revealed that, in the process industries, maintenance is usually among the three most important reasons why there are quality problems. In the heavy industries utilizing continuous processes maintenance seems to have the highest impact on quality.

S. Regan; B.G. Dale

1999 The TQM Magazine

doi: 10.1108/09544789910246598

This paper outlines the key events and changes which have resulted in the transformation of the RHP Bearings Blackburn foundry from potential closure to a successful business unit within the NSK‐RHP European operation. It deals with aspects such as people development, policy deployment, teamworking, new technology and total productive maintenance. The paper also describes some of the company’s achievements such as the 1997 North West Quality Award and its ISO 14001 registration. The issues which have been crucial to the success of the foundry are highlighted and examined.

Geraldine Hammersley; Ashly Pinnington

1999 The TQM Magazine

doi: 10.1108/09544789910246606

Continuous improvement groups are teams of employees with special responsibility for improving quality. This paper reports on the first 12 months of a pilot implementation by Land Rover and gives the main results of initial interviews with team members. The analysis concentrates on the attitudes of members who were previously active participants in the quality circle programme, which was formally closed at the end of 1996. The main finding at this stage of the pilot was that these employees welcomed the increased structure and management control of continuous improvement groups where it facilitated improvements to quality consistent with Rover Group’s business goals. Such willingness to accept reduced autonomy in exchange for increased employee involvement and contribution is explained by characterising continuous improvement groups as a stewardship approach to quality management.

Laetitia Radder; Lynette Louw

1999 The TQM Magazine

doi: 10.1108/09544789910246615

Total quality management resulting from total customer satisfaction today can mean giving every customer a product tailored specifically to his or her needs. In the past, manufacturing was usually characterized by keeping costs down with economies of scale. Mass customization can result in a challenging manufacturing environment typified by both high volume and an excellent product mix, where customers expect individualized products at the same price as they paid for mass‐produced items. Meeting this challenge requires profound changes in the manufacturing process and in organizational dynamics. Despite the potential offered by mass customization it is necessary that organizations ensure that such a strategy is the optimal route for their business before embarking on full scale mass customization.

Tadato Onitsuka

1999 The TQM Magazine

doi: 10.1108/09544789910246624

Over the past several years, the Standards Department of the Agency of Industrial Science and Technology, MITI has rendered technical aid to ASEAN countries: promulgating total quality management (TQM) systems that Japan had developed and found to be very successful; developing human resources; and contributing to the development of industries and economy as a whole. This project was designed to facilitate the implementation and promotion of TQM activities in ASEAN countries in order to develop their industries and promote international trade. This article describes the project.

Pilcher, Terry

1999 The TQM Magazine

doi: 10.1108/09544789910246633

European competitiveness on world markets is being eroded. The Council of Ministers invited the European Commission to present proposals on developing the use of benchmarking as a means of improving the competitiveness of European industry. Three levels of benchmarking were considered a framework conditions b sector benchmarking and c company benchmarking. The European Company Benchmarking Forum was formed in February 1997 and presented a framework to a workshop of key players in Dublin in June 1997. It has now instigated an Internet site containing a database of key players and has developed a plan which is aimed at increasing the awareness and usage of benchmarking within companies, particularly SMEs.

H. James Harrington; Joseph J. Carr; Robert P. Reid

1999 The TQM Magazine

doi: 10.1108/09544789910246642

Discusses a simple overview of systems and systems theory. Describes what a system is and does. Suggests seven principles to use when designing or evaluating a system including tips such as: organize to reduce complexity, do not over‐optimize the system, and leave details of managing sub‐elements to the specialists who know how. Illustrates with graphic examples.