| Understanding and making commitment both at the | | | | company. It shows that they pay attention to the |
| same time, especially by the senior managers, is the | | | | activities and also is a commitment of their |
| foundation for the structure of TQM. In many situations | | | | responsibility to them. Consequently, all the staffs will |
| and under any model, this is the basic step to carry out | | | | be drawn into actively participating in the quality |
| quality control programs. | | | | program. This commitment is expressed in the Quality |
| In order to effectively apply TQM, matters of quality, | | | | Policy of the company. |
| management principles and skills must be well | | | | 2. The commitment of intermediate level managers: |
| understood first. Then, clearly identifying goals, positions | | | | The commitment of intermediate level managers |
| and roles of TQM in the company; identifying | | | | (foreman; plant manager; captain) is made to ensure |
| management and examination methods to control the | | | | the development of Quality Program in departments |
| standardization and evaluation of quality. | | | | and plants and to connect tasks with relations |
| That understanding must be spread to the whole | | | | throughout the organization. This commitment is the |
| organization by proper indoctrination, training and | | | | bridge between the policy makers (directors) and |
| education to create individual's sense of responsibility | | | | policy executors as well as an important catalyst in |
| about quality. TQM is only started only when everyone | | | | Quality Control activities in the company. |
| in the company has actually well understood and had a | | | | 3. The commitment of Employees |
| rightful knowledge about wuality, especially as to the | | | | Employees are the main force in Quality control. The |
| board of Directors of the company. | | | | result of TQM program depends much on the |
| However, knowledge only is not enough to make up | | | | commitment of employees at departments and plants |
| the strength in quality. An enduring commitment and a | | | | in the company. If they didn't make commitment to the |
| determination to pursue a quality program or goal are | | | | quality at their departments (not satisfy customer |
| also necessary. Additionally, each management level | | | | requirements at their department), all the effort of |
| needs a different commitment level. | | | | senior managers would not bring back an expected |
| 1. The commitment of directors (senior managers): | | | | result. |
| The commitment of directors is very important in | | | | All the commitments are usually made voluntarily, |
| facilitating the environment for quality activities of the | | | | openly and are recorded in the Quality Documents. |