ations and training programs. The process is essentially the same for both small and large organizations, but because large organizations are more complex and pose more logistical considerations, problems can arise when a TQM program is implemented (Crosby, 1992).
An effective quality management program begins with a commitment from the top level of the organization that quality management will become an overriding philosophy of the organization. This should be reflected in the development of a mission statement for the company as a whole, and supported by mission statements for various departments and divisions. This commitment needs to be augmented by providing the necessary resources to implement a quality program. These resources can include training programs, new equipment, and a shift in the relationship between employees and managers in order to emphasize increased employee involvement.
TQM implementation approaches can be classified in three ways: startup (also called greenfield), incremental, and retrofit (Zairi, 2002). Startup approaches are those that are used with new companies, or with those companies (or departments) that are willing to completely abandon their current system and begin from scratch. These systems are characterized by completely new ways of doing all tasks, including not only those tasks directly related to the product or manufacturing operation at hand, but also to the way the company is organized, how employees are compensated for their efforts, and other factors related to the overall company culture. These startup approaches to TQM are rarely found because few companies can afford to completely stop production and take the time necessary to design a program from the grassroots level; however, new companies are beginning to build TQM into their organizations, which represents a type of startup approach.
The retrofit approach is the approach that most in the field are familiar with, and i...