vital to understand whether and how the programme generates value for the organization. It is evident from the quotation above that China, the world's largest emerging economy, consisting of 1.2 billion potential consumers, is treating quality not just as an organizational issue but as a national one.

To be successful in the introduction of TQM many attitudes need changing, thinking developed and perception

One company that has implemented quality and has a had success from it is British Gas. British Gas has a comprehensive business management system in place that encompasses quality management, environmental management and Investors in People. This system is subjected to regular external review by specialist independent assessment bodies as well as internal challenge, providing a framework for continual improvement. All operations employees are regularly assessed for safety and technical competence and improvement actions put in place where appropriate.

Total Quality- what it is and what it is not has been debated endlessly by people involved at all levels. Many are still confused, and whilst confusion reigns the opportunities continue to slip away.

As competition in the global marketplace increases the importance of quality and in particular Total Quality Management (TQM) has become a key management issue within most major corporations. More and more companies are applying the principles of TQM and the topic is well publicised in many books and papers. The procurement function plays a key role within any company, as they are the link between the business and its suppliers. In essence the buyers interpret the requirements of the business and convert this into the materials required to satisfy the needs of the customer.

A total quality management environment aims to get it right first time, and this means that quality, not faults must be designed into the organisations products and operations from the outset.

The successful pursuit of a quality programme requires the dedication of substantial organizational resources, and it is vital to understand whether and how the programme generates value for the organization. It is evident from the quotation above that China, the world's largest emerging economy, consisting of 1.2 billion potential consumers, is treating quality not just as an organizational issue but as a national one.

To be successful in the introduction of TQM many attitudes need changing, thinking developed and perceptions

All operations employees are regularly assessed for safety and technical competence and improvement actions put in place where appropriate.

Total Quality- what it is and what it is not has been debated endlessly by people involved at all levels. Many are still confused, and whilst confusion reigns the opportunities continue to slip away.

As competition in the global marketplace increases the importance of quality and in particular Total Quality Management (TQM) has become a key management issue within most major corporations. More and more companies are applying the principles of TQM and the topic is well publicised in many books and papers. The procurement function plays a key role within any company, as they are the link between the business and its suppliers. In essence the buyers interpret the requirements of the business and convert this into the materials required to satisfy the needs of the customer.

A total quality management environment aims to get it right first time, and this means that quality, not faults must be designed into the organisations products and operations from the outset.

The successful pursuit of a quality programme requires the dedication of substantial organizational resources, and it is vital to understand whether and how the programme generates value for the organization. It is evident from the quotation above that China, the world's largest emerging economy, consisting of 1.2 billion potential consumers, is treating quality not just as an organizational issue but as a national one.

To be successful in the introduction of TQM many attitudes need changing, thinking developed and perception

quality and in particular Total Quality Management (TQM) has become a key management issue within most major corporations. More and more companies are applying the principles of TQM and the topic is well publicised in many books and papers. The procurement function plays a key role within any company, as they are the link between the business and its suppliers. In essence the buyers interpret the requirements of the business and convert this into the materials required to satisfy the needs of the customer.

A total quality management environment aims to get it right first time, and this means that quality, not faults must be designed into the organisations products and operations from the outset.

The successful pursuit of a quality programme requires the dedication of substantial organizational resources, and it is vital to understand whether and how the programme generates value for the organization. It is evident from the quotation above that China, the world's largest emerging economy, consisting of 1.2 billion potential consumers, is treating quality not just as an organizational issue but as a national one.

To be successful in the introduction of TQM many attitudes need changing, thinking developed and perception

he business and convert this into the materials required to satisfy the needs of the customer.

A total quality management environment aims to get it right first time, and this means that quality, not faults must be designed into the organisations products and operations from the outset.

The successful pursuit of a quality programme requires the dedication of substantial organizational resources, and it is vital to understand whether and how the programme generates value for the organization. It is evident from the quotation above that China, the world's largest emerging economy, consisting of 1.2 billion potential consumers, is treating quality not just as an organizational issue but as a national one.

To be successful in the introduction of TQM many attitudes need changing, thinking developed and perception

vital to understand whether and how the programme generates value for the organization. It is evident from the quotation above that China, the world's largest emerging economy, consisting of 1.2 billion potential consumers, is treating quality not just as an organizational issue but as a national one.

To be successful in the introduction of TQM many attitudes need changing, thinking developed and perceptions broadened. TQM is a continuing process of organisational improvement and therefore requires an organisation wide commitment. TQM is about setting standards (in everything!) and getting (product and process) quality right first time, every time! TQM is about a shared vision and success.

Four principal barriers to quality: systems and procedures, culture, organization design, management perspectives.

TQM has three major components:

* People (teams)

* Quality tools and techniques

* Quality policy and management commitment

TQM has evolved from the Japanese understanding of the importance of people as a resource in the persuit of CQI aimed at customer satisfaction.

Total Quality, with the vital attitudes ingrained in the workforce, is possible. However it is a gradual process requiring top down management support, commercial commitment, and a firm will to make it succeed.

There are many business that have implemented quality management successfully and have turned them around. The results of implementing quality cannot be seen straight away it is a continuious improvement and the results can only be seen over time.

Strategic Quality goals are established at the highest company levels and are part of the companies business plans. This concept of strategic quality goals is a logical result of the movement to give quality the top priority among the companies goals.