After decades of effort the quality movement has had patchy success in transferring into routine management practice the understanding, skills and management behaviours necessary for continual improvement.
 
At one extreme we have the award winners and the best-in-class companies, where these things have become ingrained second nature. At the other extreme there are maybe, a few organisations that for whatever reason, are destined never to adopt such modern practices.

But, in between we have a large number of organisations served by in-house or external quality professionals and often employing methodologies such as ISO 9000 or the EFQM Excellence Model.
 
More often than not the managers of these organisations don’t exhibit the behaviours, knowledge and skills that are implied by the principles on which such methodologies are based.
 
As a result, the organisations make only limited progress towards making continual improvement a productive reality.
 
This site is dedicated to understanding why such a gap often exists between the theoretical promise of the quality movement and the practical delivery of that promise, and to taking the actions necessary to close the gap.