The first edition of Managing Quality sold well and the second and third editions sold even more copies which, according to the publisher, is unusual for a book of this type. The fourth edition builds on the success of these previous editions. In the book the term total quality management (TQM) is used to describe the process of transformation by which all parts of the organization have a focus on quality with the ultimate objective of customer satisfaction and delight. Some people argue that the term TQM has fallen out of use, with directors and managers regarding it as a fallen star and a jaded concept. They have then moved on to what they perceive to be newer, more fashionable concepts (for example, excellence, benchmarking, business process re-engineering and customer focus). Other companies are persevering in their attempts to make progress on their TQM journey but struggling to ensure that the initiative survives and that benefits are still being derived. Another set of companies has carried on operating to the principles of TQM, sometimes unknowing, under the umbrella of what are perceived to be more fashionable themes such as excellence and organizational performance improvement. However, irrespective of what an organization terms an initiative, quality as a competitive reality in the global marketplace remains as powerful as it was when the first edition was launched. There is little doubt that in a number of companies and industries the issue of improvement in the quality of products and services remain urgent. Therefore in this book I am sticking to the term TQM.
