During the 20th century taylorism has been dominating as a production. concept. But lately the companies has started to look for new concepts. Examples of these are presented in the report: Flexible taylorism, Computer Integrated Manufacturing, Socio-technic, Anthropocentric Production Systems, Lean Production, Time Based Management, Total Quality Management (TQM) and Reengineering. Quality as a strategy is getting stronger and stronger and the prior focus on work organization. and better jobs have now turned towards TQM. TQM consists of, except of different techniques and methods, development of organization, work and personnel.

The main question in our study concern the connection between the development of quallity and work. The efficiency in changes is in many parts depending on the organization of work and the motivation and knowledge of the employees. In accordance to this we have used a model in six case-studies that distinguish the technical system and different quality methods used, but mainly the changes concerning personnel and organization. The results are:

* The companies follow three quality strategies that affect the employees situation: Control, Motivation and Work development.

* The choice of strategy depends on experiences from Work development and the production philosophy in the company.

* The Control strategy can give better quality but poor productivity. There are no belief in workers and the work is controlled in detail.

* The Motivation strategy upgrade the workers but only optimize the existing system. It can give contradictory work demands if the responsibility for quality inspection is not based on authorities.

* The Working development strategy gives possibilities to a flexible manufacturing system and a good work. In ideal the development of work and quality is one process with the same persons involved.

* Quality systems based on ISO 9000 have limited effects on the inner efficiency and bring a risk for a new hierarchy.

* TQM-work can change the quality organization and create two different organizations. One that is working with product quality and one that is working across the traditional organization.

* Kaizen-work has in the study only been seen on the shop floor and as a tool for optimizing the direct work/working place.

* TQM is to make all processes in a company better. That makesmeasuring and feedback important. It can affect in total managementcontrol or give the opportunity to management by objectives.

* The unions has no strategy for have to deal with quality strategies.