The simple logic supporting the need for ethical guidelines is that actions in business are the result of decisions by human beings, and human beings tend to seek justification for their actions beyond the rule of value for money. As Hill writes, "top management determines quality priorities, establishes the systems of quality, management and the procedures to be followed, provides resources and leads by example" (Hill 1991, 23). The quality guidelines are crucial to ensure that the service is provided using a consistent process which is described in the quality documents. ISO standards followed by Canbide provide a standard of quality assurance for firms only involved in final inspection and testing of products. Firms using this standard are basically performing the inspection function of the product that would normally be done by the customer when the product is received. For Canbide, Total Quality Management is a strategic approach to quality which permeates the entire organization (Slack 2003).
Basic behavioral science principles and practices are the foundation of excellence through quality programs. The rational for these programs is to motivate workers and increase service quality, e.g. providing clear objectives, participation in decision-making and positive feedback on performance, are established principles which have widespread use in different applications. Thus, the development of these programs demonstrates a sensible application of established theories in a relatively new field.
Within CERG, quality control during the process should involve the use of control charts, which will be discussed in some detail shortly. The number and location of inspections should reflect both the probability of faults or defectives occurring and the consequences of such occurrences, as well as the cost of conducting inspection. Frequently, technical considerations determine the position and number of inspection operations, but nevertheless, within certain limitations, operations management is usually able to design the inspection procedure (Eboch, 1998).
Having looked at the way in which customer relationship management and employee relationship management (ERM) has evolved, it is clear that there is a role assumed by people responsible for projects at various stages of development, connected with business units, as part of defining and producing a project plan. ERM involved in the business to the point at which the project manager and the team take over responsibility for the implementation phases leading to the hand-over of the finished project.
Taking into account the nature of CERG, output and process quality control will be integral part of TQM. Inspection of items between operations should be undertaken, not only to ensure that faulty or defective items do not proceed to the subsequent operations, but also in order to predict when the process is likely to produce defective items so that necessary preventive adjustments can be made. Well-defined procedures should be established for the selection