Total quality management (TQM) can be summarized as a business management system for a customer-focused organization that involves all employees in continual improvement.
This sample Ishikawa diagram (cause-and-effect diagram, Fishikawa) using the "Fishbone Diagram" Solution from ConceptDraw Solution Park shows the most common causes and effects that occur when assembling a cause-and-effect analysis session. The scope of quality assurance is generally limited to those activities under the direct control of the organization; important activities such as transportation, storage, installation, and service are typically either ignored or given little attention. Quality must be viewed from the customer’s perspective, not as conformance to self-imposed requirements. The TQS makes it clear that the quality specialist shares responsibility for quality with many others in the company. The Swiger Coil Quality Manual, Procedures, and Work Instructions address the requirements of ISO 9001, customer specified requirements, and general good business practices. Swiger Coil recognizes that any outsourced activity is still within the organizations responsibility to ensure that conformity to customer requirements is achieved and all controls associated with outsourced activity maintained.

It uses strategy, data, effective communications and involvment of all level employeess to integrate the quality discipline into the culture and activities of the organization. Yet a quality advantage often cannot be obtained only by soliciting customer input, since customers usually are not aware of potential innovations. For a country so lacking in raw materials, the inability to sell finished goods for export also meant an inability to earn foreign currency and hence an inability to buy the materials needed to create an upward spiral of industrial development. It was stimulated by the need to compete in the global market where higher quality, lower cost, and more rapid development are essential to market leadership. Specifications are developed by the designers, often with only a vague idea of what customers really want. The result is that quality assurance may present a rosy picture, even while quality problems are putting the firm out of business. 41.7), At the end of World War II, the former Japanese military and political leaders were no longer in power, having been replaced in large part by relatively young industrialists who wanted Japan to advance as an industrialized country and not to fall back into the old agricultural economy of the type prevalent in some parts of developing countries.

Today TQM is considered a fundamental requirement for any organization to compete, let alone lead, in its market.
This quality revolution has been taking place in Japan since the early 1950s as the result of efforts to apply the concepts and techniques of statistical quality control on a company wide scale. It is a way of planning, organizing, and understanding each activity of the process and removing all the unnecessary steps routinely followed in the organization. TQM is a philosophy that makes quality values the driving force behind leadership, design, planning, and improvement in activities.

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