A new philosophical thinking has emerged in the management Literature which demands that quality should be treated as a management philosophy rather than a sub-goal which is handed down to middle management.
Total Quality Control is a new approach to work. It involves every member of an organisation, from the top executive down. It takes most of the responsibility for quality off the shoulders of the quality control specialist and makes i t everyone's responsibility.
Through the application of statistical quality control at all stages of production along with everybody's involvement, T.Q.C. aims at achieving disruption-free, error-free activities that produce defect-free products and services at a quality suited to the market.
The involvement and commitment of top management cannot be overemphasized in any T.Q.C. programme. To put this more colloquially: "T.Q.C. is not an easy thing to keep going unless the boss wants it."
Quality Control Circles are an integral part of T.Q.C. It encourages cooperation between management and employees. It strives to have people working smarter, not harder.
T.Q.C. has been successful wherever it has been adopted. The Australian experience has shown that T.Q.C. helps improve the quality of products, services and procedures. It reduces waste, lifts productivity, and reduces cost.