Making Quality Everybody's Business

This article, intended to show that industrial competitiveness depends on an effective strategy for quality improvement, begins by looking at the various definitions of quality to show that quality means different things in different contexts. It then goes on to explain how quality strategies can only be effective if they involve all levels of staff and include both well‐planned and well‐implemented systems of Quality Control. The development of people‐based quality improvement programmes requires the support of management at all levels, and the paper shows how this can be achieved through the creation of management task force teams. These, in conjunction with Quality Circles, can be organised to involve all people at all levels in the process of making their organisation the best in its business.