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INTRODUCTION
International Computers Ltd (ICL) is one of the most successful British information technology companies, yet during the early 1980s it teetered on the brink of bankruptcy[1,2]. One of the management innovations which saved it was a company-wide quality improvement initiative, introduced in stages from 1983 onwards. This article describes developments at the Kidsgrove Manufacturing Operation, which has been at the forefront of quality implementation.
DEVELOPMENT OF THE QUALITY TEAM STRUCTURES
The quality team structure at Kidsgrove has grown up by two distinct routes. A system of quality circles (QCs) was introduced throughout the manufacturing division in 1983. A quality circle support committee (QCSC) and a full-time QC facilitator were also instituted. In 1986, ICL embarked on a company-wide quality improvement process (QIP) based on the "14-step" plan recommended by Philip Crosby[3]:
(1) management commitment;
(2) quality improvement team;
(3) measurement;
(4) cost of quality;
(5) quality awareness;
(6) corrective action;
(7) zero defects planning;
(8) employee education;
(9) zero defects day;
(10) goal setting;
(11) error cause removal;
(12) recognition;
(13) quality councils;
(14) do it over again.
Senior managers attended courses delivered by Crosby Associates Inc. Structures were set up across the whole organization for assessing and managing quality, and arrangements were made for the quality training of all employees. Installation of the QIP also involved setting up a new management-driven system of corrective action teams (CATs), quality improvement teams (QITs) and a quality council. Manufacturing subsidiaries such as the Kidsgrove Operation had to integrate their established, employee-driven QC system with the new, management-driven structures and processes recommended by Crosby associates.
QUALITY CIRCLES
As elsewhere[4], Kidsgrove QCs consist of voluntary groups of employees engaged in similar work, which identify and resolve processing problems within a single department. They do not have to include a member of management, but many QCs do prefer to include a supervisor because this helps them to get quicker action in solving problems. QCs have a mandatory right to meet during working hours, but are expected to negotiate meeting times with their supervisor, because of the strain which this might otherwise put on production.
QCs may present their work to senior managers at the Kidsgrove site, or to their area supervisor, but there is no formal requirement for them...