In an effort to increase U.S. competitiveness in the global market, many American businesses have begun using TQM (Total Quality Management) strategies. The basic idea of TQM is to improve the quality of goods and services and to thereby increase customer satisfaction and sales. Various specific TQM implementation strategies have been developed over the years. For example, Dr. W. Edwards Deming created a fourteen-point program for managers to use in implementing a TQM system. The key characteristics of Deming's strategy include: an emphasis on management commitment in making the program work, the importance of worker participation in decision-making, and the value of maintaining an attitude of "continuous improvement." Another implementation strategy has been suggested by Dr. Joseph M. Juran. Juran's approach also stresses the importance of management commitment in implementing TQM. In his view, this commitment often requires a "breakthrough in attitudes" on the part of the managers. In addition, Juran urges implementation on a project-by-project basis, as well as the use of a problem-solving formula of studying the symptoms, diagnosing the causes, and applying appropriate remedies. A third strategy has been developed by Philip B. Crosby. According to Crosby, one of the major keys to a successful implementation is the creation of a "quality culture" throughout the organization. Like Deming and Juran, Crosby emphasizes the importance of management commitment in the form of a "top-down approach." Furthermore, Crosby advocates the development of a new management attitude which strives for "zero defects." There are other approaches to quality implementation, such as the Japanese approach, in which managers strive to instill a "habit of constant improvement" in their workers.
The Total Quality Management Guide describes a general strategy for implementing TQM improvement. This strategy involves twelve types of activities...