t of that process is a good or a service (Walton, 1988, pp. 248249). Thus, a quality control system must be developed or adopted, and that system must be incorporated into the organizational structure. Control procedures must be established at every stage of the process within a banking organization that is involved in the creation of a service for a customer.
There are a variety of quality improvement strategies in vogue in the 1990s. One of those strategies is TQMTotal Quality Management. TQM requires the involvement of every facet of an organization's operation and every organizational employee in the effort to promote high product quality (Spagnola and Spagnola, 1993, pp. 617). TQM, therefore, tends to produce incremental quality gains, as opposed to dramatic, oneshot improvements. Incremental gains generate longer lasting improvements in quality.
TQM is a logical outgrowth of the quality control strategy promoted for years by American Edwards Deming (Spagnola and Spagnola, 1993, pp. 617). Deming's quality control strategy was developed with
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