The United States cannot be a follower, slavishly copying Japanese practices if it is to recapture world quality leadership. We must extend our horizons far beyond product quality. The new quality universe must include productivity, cycle time and inventory reduction, cost and profitability. Above all, our management itself must start a continuous process of improvement, utilizing the full participative power of employees at all levels. This is the meaning of Company-Wide Quality Control (C.W.Q.C.) - or Total Quality of Performance (T.Q.P.) as it is labelled at Motorola.
This paper describes the major elements of T.Q.P. The concentration will be on innovative T.Q.P. elements, such as the next operation as the “customer;” a “Best-in-Class” standard; cycle time to reduce “process” time and costs; the resolution of chronic problems; a thorough reform of the management “process;” and a participative culture to free the genie of the American worker.