Total Quality Management (TQM)--also known as Total Quality Control (TQC)--is the application of quality principles to all facets of an organization. In America, most efforts in quality during the 40 years after World War II were relegated to the factory floor. Statistical process control (SPC) became the mainstay of quality efforts in America during this period. SPC is a method for assessing statistical variation and determining if any measurements fall outside what would be expected from the statistical characteristics of the data gathered. Hence, SPC became a methodology used to determine if parts conformed to specification, simply by measuring parameters of parts and comparing these measurements to the specifications. In contrast, TQM is a much broader concept. It is applying quality methods to the entire organization, from management, to accounting, to manufacturing, service, and every other subentity in the organization (for example, see Mizuno, 1982). How is this possible? One clear definition of quality involves satisfying one's customer. This satisfaction has different meanings for different parts of an organization. In manufacturing, conformity to specifications may well satisfy a customer. However, in sales, simply conforming to specifications is unlikely to satisfy the customer. Hence, other metrics of quality must be sought. In the sales example, a customer might well be satisfied if his needs are adequately met; however, if his expectations are exceeded he would surely purchase that company's products again. Thus, another definition of quality: exceeding customer expectations!
