Quality planning and strategy.
We have witnessed the benefits a TQM can bring to an enterprise and its global environment; a competitive, changing and dynamic environment in which only the well-adapted survives (on the whole, that which is client oriented and adapted to technological changes). Enterprises can use TQM to acquire a long term competitive advantage. However, this will be effective if it comes han-in-hand with constant improvement plans and techniques, such as benchmarking, and assimilates it in the global strategy of the enterprise, establishing it in its mission. If this weren't so, it would be easily imitated and the competitive advantage would disappear in a short period of time. .
Adding something to Grant's thoughts(1995), we must determine: Who are we?, Who are our clients?, What structure, resources and capabilities do we have available?, Who is our competition?, Where do we want to go?, How are we going to do it?.
Corporation and business strategy and TQM.
Generic Strategies.
To implant TQM, we must determine if our organization is present in different sectors, if we possess different businesses, because this will affect the process of identifying our clients. TQM (normally) must be present in different business strategies in every sector where we are present. Nevertheless, our quality mission, such as client satisfaction, may be present in the organization mission and in the corporative strategy of the enterprise in decisions to exteriorise functions, acquisitions, or strategic alliances focused on total quality. On the other hand, to optimise management, it must be carried out in an independent manner for each business.
