Page 1: Introduction
British Steel Engineering Steels is committed to Total Quality Management. Many customers perceive the quality of the product or service as being of equal (or greater) importance as price. Total Quality Management has added value to British Steel Engineering Steels’ products and services by addressing customer quality requirements and has made British Steel Engineering Steels (BSES) a world leader in the manufacture of engineering steels.
The commitment to quality has been recognised by the achievement of international quality assurance standards such as the International Standards Organisation’s ISO 9000. In 1998 BSES won a National Training Award, through a scheme run on behalf of the government by the Department for Education and Employment. Such awards can provide market and competitive benefits to an organisation.
This case study examines how British Steel Engineering Steels (BSES) used Total Quality Management principles to establish a training framework to increase the knowledge and skills of Health and Safety, thereby further improving business safety performance.
A Total Quality culture
As well as providing a set of guiding principles and policies, Total Quality Management creates a culture. In this culture every employee, at every level, takes responsibility for meeting the needs of the customer. Total Quality Management concerns people, not just policies and procedures. When companies establish a Total Quality Management culture, they are usually working towards becoming a learning organisation. The learning organisation continually works towards improving its capacity to create its own future.
A learning organisation brings people together to achieve shared objectives; it empowers employees to contribute effectively to the process of continuous improvement. The ability to learn faster than competitors is considered to be the only sustainable way to maintain a competitive advantage. Within this context of continuous improvement, training is a pre-requisite.