ce of quality and the ways of achieving quality management are as useful in a wide range and variety of organizational systems and structures. As Grote (1996) suggests, TQM concentrates on system factors and PM (or, more directly, PA) concentrates on individual performance; these strategies for managing organizational transformations and enhancing quality function in parallel, not in conflict. In well-managed organizations committed to both system quality and individual experience, they can serve as dual and mutually supportive pillars of organizational effectiveness.
TQM and CQI emerge from Deming's "14 Points," presented by Stahl (1995):
3. Cease dependence on mass inspection.
4. End the practice of awarding business on the basis
5. Find problems that create product variation.
6. Institute modern methods of training.
7. Institute modern methods of supervision.
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