ervices, as well as in the services of goods.
Deming insisted that true quality control began with a real commitment from top management. The reason that many quality improvement programs fail is that top management all too often fails to provide "unwavering leadership" in the area of quality improvement (Hammonds and DeGeorge, 1991, p. 34). Conflicting goals and priorities often mean that quality takes a back seat once the big announcement is made of a emphasis on quality.
While the Deming system of quality control demands a commitment from the highest management levels, it depends upon the participation of personnel from all levels of the organization involved in the production process. Participation means more than input from production workers. It also means that managers must be a part of the production process, as opposed to being separated from it.
Deming's 14 points define the elements of success for a TQM program. These points are as follows:
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