Management of expectation is vital, and involvement of all is crucial. Societies
and companies that cooperate most effectively will find greatest improvements
in quality, productivity, and wealth generation. Institutionalising teamwork,
and cooperation and collaboration with trade unions and business partners are
absolutely essential. The top management often does not know the true state of
affairs, being far removed from the actual field of activities, and customers.
Reports do not always represent a true picture, hidden or suppressed facts may
have wide repercussions over time. To ensure reporting of true facts, the fear
psychosis must be removed. Every individual plays a triple role of customer,
processor and supplier. This holds true for each activity or process. Realization
of this triple role concept helps to prepare for built-in quality.
1. W. Edwards Deming, Out of the Crisis (Madras: Productivity and Quality Publishing Private,
1992), p. 155.
2. Kaoru Ishikawa, What Is Total Quality Control? The Japanese Way (New Jersey: Prentice-Hall,
1985), pp. 122–23.
3. Philip B. Crosby, Quality Without Tears (New York: Penguin Books, 1985), pp. 98–99.
4. Tom Peters, Liberation Management (London: Pan Books Ltd, 1993), p. 382.
5. W. Edwards Deming, Out of the Crisis, p. 121.

Get Total Quality of Management now with the O’Reilly learning platform.

O’Reilly members experience books, live events, courses curated by job role, and more from O’Reilly and nearly 200 top publishers.