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Highlights two of the most common problems in achieving continuous improvement in the service sector; namely the ways in which management needs to be re‐educated to understand its new role in the company. Concentrates on the two lesson to be learned: firstly, that people will cheat if you manage by attention to output; secondly, that if you change a process without being familiar with it, you will probably get it wrong. Maintains that managers′ roles should be designed to ensure that their contributions facilitate, and also drive, quality.