uality Management brings two other management systems together with a behavioral and cultural commitment to customer quality. There are three basic approaches to implementing TQM. This approach can be looked upon as a "concept of management" that fine tunes and revitalizes management in producing bottom line products or services resulting in customer satisfaction. With this approach management and individuals of the organization are usually operating fairly effectively and Total Quality Management becomes the "accepted advantage." Kawamoto, who became CEO of Honda, implemented Total Quality Management after the founder, Soichiro, told him to because times had changed. When they implemented TQM, production lines were reconfigured to speed the process and allow greater flexibility. Engineers were expected to create designs that could be manufactured more efficiently. Honda's new strategy, which Kawamoto describes as customer focused, has increased sales and improved profits. The second approach can be approached as a "system of management" that provides processes and competencies currently lacking and needed by management. This approach is used when TQM is already in place but needs to be brought up to speed. The basic areas are conflict resolution, decision making, and meeting management, as well as in traditional areas of measurement and continuous learning. In these cases, companies benefit from well designed "TQM Initiatives" that have all the external power for "changing culture to a supportive role" while getting the necessary immediate behavioral changes needed for quality performance and expense justification. With this approach, the Q-S.T.E.P. is used. The Q-S.T.E.P., simplifies quality into five basic competencies (Quality Performance, Skill Maximization, Team Participation, Excellence for Customers, and Prevention of Waste). The Q-S.T.E.P. works with existing culture and takes advantage of current "good practices"...
