Q: I am a consultant trying to explain to a commercial sign company president what a quality management system and total quality management (TQM) can do. Determining cost savings versus current costs is difficult. This company has a main office and three other branches in the United States. The branches are all operating separately-there is no uniformity and problems are just solved and forgotten until it happens again. How do I sell a quality program to the decision-makers of the organization, including HR?
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