Abstract
Reviews developments in total quality management (TQM), business process re‐engineering (BPR) and world‐class manufacturing (WCM). Using modern systems, service quality and operations management theory, proposes an integrating model for managerial use which unifies existing approaches and helps managers navigate through the maze by presenting them with an integrating map. The model is called the Integrated Quality System. Compares the model with Beer’s five systems for viability. The Integrated Quality System enables the relative positions of TQM, BPR and ISO 9000 to be re‐appraised. It also incorporates systemic views of WCM. To date 35 organizations have been analysed using this model. The results have indicated many organizational deficiencies.
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