By applying all these principles throughout a company, there is TQM management.
Deming did not like the idea of management objectives with the emphasis on chains of command, and work standards and quotas (Schlenker). He believed that with managing-by-objectives (MBO), people get caught up in projecting themselves and worry about the product more than about what the customer wants. With the change in focus brought about by employing TQM, the managerĂs role is to enable employees to do the best possible job, foreseeing and eliminating barriers that get in the way, and learning to apply their expertise they have gained through working with processes and customers on a daily basis. Deming projected the demand for Japanese products using this system would grow significantly in the next five years - it took only four, proving the success of TQM in increasing productivity.
Arroba, Tanya, & Kim, James. ˘Helping others cope with pressure at work.÷ Target Management Development. 5(5) (1992): 30-33)
Schlenker, Judith Ann. ˘Total Quality Management.÷ 2005. 22 Apr. 2005.