Presents the Japanese initiative of total integrated management and identifies the multiple factors which can influence management quality and business performance in organisations. Explores the UK/European model for business excellence and the process of self‐assessment that can be applied by organisations in all sectors to improve their business results and competitive superiority. Compares the main features of the Japanese and the European frameworks and notes their differences together with their benefits and possible downsides. Uses case examples to demonstrate the application and the implications of these initiatives to practising managers. Concludes that for organisations to be effective they should use the dynamics of the integrated business excellence tools and value the quality level of the management policies and strategies as key success factors

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Japanese firms which long ago realized the importance of product quality have, over the last decade, been focusing on the broader issue of management quality as a way of increasing market share and profits. Management quality has traditionally been difficult to judge, and systematic ways of improving it difficult to implement. To overcome this dilemma, Yahagi Consultants Inc., in Tokyo, has come up with an approach called total integrated management (TIM). It consists of a comprehensive checklist, but no systematic implementation processes have been suggested. Aims to investigate the link between TIM and business process redesign and identify whether the latter methodology can be applied to implement TIM effectively.

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