Performance‐driven quality

Abstract

Considers the relationships between ISO 9000, TQM and business performance. It argues that the correlation between ISO 9000 and success is still weak, and that many organizations still have difficulty reconciling the apparent conflict between the “compliance” philosophy of ISO 9000, and the strong innovative demands of TQM. A way of reconciling these apparent conflicts is suggested, which entails the use of a third package of management tools to provide performance‐driven quality. This additional package harnesses the output of TQ initiatives to the continuous improvement of delivered quality of goods and services, and to the development of new customer‐pleasing products ‐ the elements that are missing from ISO 9000. A specific example of the ISO 9000/ TQM conflicts, and of successful use of a particular third package ‐ all within the same company ‐ is provided.