As highlighted in SY Microelectronics, Total Quality Management (TQM) is a management approach aimed at cultivating the culture of providing customers with products and goods that meet their needs. The approach originated in the 1950s and steadily became popular through the 1980s with companies such as Apple Inc. pioneering the use of the technique. According to the technique, culture supports quality in all areas of a company's activity with all processes geared towards achieving the best in its initial phase and eradicating waste from operations. Using this method, a company's management and employees are involved in the continuous improvement of goods and services with the combined goal of increasing business and reducing losses by eliminating waste. As illustrated in the ST case study, TQM operates according to five key principles. First, management commitment through planning, implementation, participation, review, communication and review is the first principle. The second principle involves employee empowerment through training, measurement and recognition. Fact-based decision making is also a guiding principle in TQM. Such methods include statistical process control and team-oriented problem solving. Furthermore, continuous improvement is also the guiding principle of TQM through cross-functional process management and excellence teams. Finally, customer focus is also a guiding principle of TQM. However, to implement TQM, having a set of ideas or a framework is critical to facilitate success. Accordingly, the paper evaluates the TQM implementation framework developed in ST Microelectronics and its application in other organizations. Say no to plagiarism. Get a tailor-made essay on "Why Violent Video Games Shouldn't Be Banned"? Get an Original Essay According to the case study, top management learning TQM and committing to it is the first step in the implementation framework. Therefore, the company defines TQM as one of the corporate strategies. For example, after the semiconductor market hit one of its down cycles in 1990, ST launched TQM the following year. There was total commitment from the CEO and his staff. For example, in December 1991, ST CEO Pasquale Pistorio called TQM a mandatory part of corporate life. In an effort to support the strategy, management quickly identified key components of a successful implementation such as organization, common framework, organizational culture change, and policy development. The second step in developing an implementation framework involves evaluating the current culture, quality management system, and customer satisfaction. From the assessment results, top management then identifies core values ​​and principles compatible with TQM and communicates them accordingly. For example, after ST management felt that the current company mission was not permanent in the minds of staff and did not reflect the needs of the company, they revised the mission to align with TQM. The mission also led to changes in the company's goals, strategic guidelines and future statements. To communicate these values, the company used flyers containing shared values ​​and distributed them to its employees around the world. After communicating the values, the organization develops a TQM-based master plan. For example, in developing the master plan, ST established a TQM support group, allocated the budget to it, and, 2001)..