In 1993 I attended a seminar on education and training in the management of quality, sponsored by the Department of Trade and Industry. The message was clear: people bought Japanese products because of their quality and reliability. Now we had to learn from their methods to make British industry more competitive and to ‘take the heads off the opposition’. We would make more profit and everyone would be happy: the customers, the bosses and the workforce (who would deserve a rise). I was there to see how the principles of Total Quality Management (TQM) might apply in the health service, particularly in the field of education.
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