Total Quality ManagementUS industry has generally felt that quality management methods, as developed by experts such as Deming, were: · Too theoretical and therefore so difficult to apply that they were not worth it worth · Too bizarre and therefore only short-lived · Too culturally foreign and therefore not able to be applied in North America · A philosophical approach to a practical question and therefore having no useful application Why the top management of US industry had these preconceived notions about this method of quality management, skepticism existed at all levels within the organizations involved. This made change nearly impossible. The shift to quality management is a cultural change, and cultural changes must start from the top down. Furthermore, the shareholder-driven American economy needs immediate results, while in Japanese culture every decision is based on long-term impacts. While the need for change is clear, this situation still exists in the U.S. automotive industry. Having worked as a supervisor at a Ford engine plant, I can say firsthand that the old methods of quality management are still viewed by many, especially senior production workers, as “good enough.” While the need to stay within specifications and meet tight tolerances is often overlooked by top management in order to achieve the required production targets for the day. Meanwhile it should be noted that Japanese automakers are also experiencing some problems. In the past, all Toyota products were automatically recommended by Consumer Reports, but that has also changed and they are no longer automatically recommended. Toyota's enormous size creates a situation where it is imposing... center of paper... h global media coverage, it is more important than ever for a company to recognize the impact it is having on the market. environment. The purchasing department must be the pioneer in this sector. Through the purchasing function, new potential suppliers are found, evaluated and included as partners in the company. And “we didn't know” is not accepted as an excuse when an environmental impact is discovered and brought to the world's attention. When the multiple components of TQM are seen in three dimensions and held in view of the buyer and purchasing organization and ultimately the entire organization as a whole, then internal and external customers, shareholders and employees will all be thrilled of the results. This will ultimately result in a successful company as measured by all internal and external stakeholders.