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ForewordThe Quality Gurus: help or hype for British industry?To the cynical observer it may seem that every few years a different Quality Guru becomes flavour of the month, offering little more than a new set of slogans for business to adopt.Separate marketing of the Gurus has led to lack of comparison between them. The information which is available is often limited or confusing. The belief is encouraged that you can only follow the teachings of one Guru. In contrast to this approach, DTI promotes Total Quality Management, emphasising Management Best Practice as appropriate within each British company rather than allegiance to a single Guru. The current document forms part of the DTI's 'Managing in the '90s' programme and aims to provide a comparative insight into the philosophy and tools of the various Gurus and the part that these can play and are playing within companies in the British manufacturing and service industries. The intention is to reach, amongst others, Chief Executives and senior managers and to clarify the benefits to them for their companies. This document therefore has the aim of providing brief accounts of the messages of some of the most influential Quality Gurus on current quality thinking. It attempts to outline each Guru's rise to fame, his main areas of work, the unique aspects of his message and what benefits might be extracted by following his teachings, either in isolation or in combination with the teachings of other Gurus. It illustrates the ways in which the Quality Gurus can contribute individually and collectively to business today. In this way it encourages renewed success of their messages in the '90s - perhaps the best possible accolade to their lives and work.
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