This paper presents an in‐depth case study of a medium sized company's attempt to plan and implement a TQM program. It discusses antecedents to TQM initiation, planning issues, and challenges involved in defining and monitoring quality in such functional areas as manufacturing, sales, marketing, customer service, R&D, accounting, finance, and human resources. The focus of this paper is mainly on the humanistic aspects of planning and implementing a TQM program.
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