ve focused directly on the bottom line-“profit.” While TQM presents an indirect method of approching the same goal. Mathematics and Physics point to a direct approach, much like an accountant works to maximize profits by adjusting numbers and calculating. TQM also works against the more traditional business models with centralized leadership under where an elite group directs and organizes all efforts for the masses to execute. In all cases TQM requires the organization to evaluate itself. Organization examination is often mentioned as the most critical element in the TQM process. With this technique utilized a company can measure all aspects of its output in relation to the mass input. These all include all external and internal inputs from the accountant to the delivery truck driver. All members and service providers must be looked at so as to acquire a complete overall view of the performance of the given organization. In most cases weaknesses are not something Executives want to focus on, so they perform weak internal evaluations. In any change program you must comprehend where you are before you can chart a course for where you want to be. Therefore, before executing TQM, or another program it is important to add the total value of the organization in terms of its current quality or performance class and too define the level of performance or quality you wish to achieve. Without the full involvement of key players, the method is not as effective as it could be. Dr. Deming’s methods in the 1950’s were instrumental in building Japan’s business infrastructure after World War II, but his methods were only successful based on the absense of any type of established business culture. Total Quality Management has become a cardinal concern of management. Much of this attention was initially focused on the auto industry, which experienced declining sales and increasing product disappointments. Companies...
