Is quality management working in the UK?

Article Abstract:

An examination of the state of quality management in the UK is conducted. Results show that 71% of the respondents were working for companies that have introduced formal quality programs while 11% were intending to implement one. Of those that already have quality initiatives, the approaches most favored were mission statement (66%), quality awareness training (62%), customer satisfaction surveys (61%), quality improvement projects (57%) and customer needs survey (53%). They measure the effectiveness of their programs in terms of customer feedback (69%), number of complaints (50%), delivery performance (39%) and failure reject rate (38%). The factors that influenced their decision to implement quality programs are customer demand for quality (63%), and pressure from competitors to improve service (57%) and cut cost (54%). The respondents report better quality awareness (60%), customer satisfaction (29%) and less customer complaints (23%).

Corporations, Corporations, British

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Financial services - every which way but quality?

Article Abstract:

The implementation of quality initiatives in the UK financial services industry is investigated. Competition in this market has intensified considerably since the mid-1980s after deregulation and re-regulation with the passage of the Financial Services Act 1986. Findings indicate that 91% of surveyed financial institutions were pursuing at least one quality program. The most common initiatives implemented as of mid-1994 were business process reengineering (75%), customer care (69%), service quality (59%) and total quality management (51%). The specific techniques most often used to achieve quality included customer satisfaction surveys (82%), management workshops (81%) and customer care training (80%). However, the results also indicate that there is a gap between the perceptions of the financial services providers and those of customers regarding the quality initiatives.

Financial Services, Finance and Insurance

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Here, there and everywhere: rhetoric of re-engineering in financial services

Article Abstract:

The use of business process re-engineering (BPR) techniques within the UK financial services industry is evaluated. Topics include the various definitions of BPR, the process' focus on radical change, and BPR's impact on the management of financial services companies.

United Kingdom, Methods, Analysis, Management, Business planning, Reengineering (Management)

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