relations  and  internal  processes.  This  cultural change  in  management  practices  has  certain  basic elements: Management   must   clearly   state   the organization’s  mission.  It  must  state  the mission clearly and make it available to all employees,  suppliers,  and  customers.  A clear,  public-mission  statement  prevents individuals   from   generating   their   own definitions  of  work  priorities. Managers  and  supervisors  must  ensure their actions clearly support the organiza- tion’s   mission.   This   support   includes setting priorities and assigning tasks. Management must focus its efforts toward a common goal. This focus is an important part  of  team  building. Management   must   make   a   long-term commitment  to  quality  improvement.  In- dividual managers must set an example by providing  consistent,  focused  leadership. Quality  management  achieves  results  by focusing  on  the  procedures  and  processes  that  get the  work  done.  Under  TQM,  management  must strive continuously to improve the work process. The   primary   emphasis   of   this   effort   is   the prevention  of  defects  through  quality  improve- ment  rather  than  quality  inspections.  Quality cannot  be  inspected;  it  must  be  managed  from  the beginning.  Conforming  to  established  specifica- tions   is   only   part   of   quality   improvement. Management  must  not  be  satisfied  with  minimum standards. As standards are met, we, as managers, must look for new ways to improve our product. Find the means to further tighten standards and improve  quality.  That’s  your  job. Customer-Supplier   Relationship Another  aspect  of  the  TQM  concept  is  the necessary   relationship   between   customer   and supplier.  No  matter  what  your  job,  it  probably involves  a  customer-supplier  relationship.  The Intermediate   Maintenance   Department   of   a command  is  a  customer  of  and  supplier  to  the Supply   Department.   Aircraft  squadrons  and supply departments have the same dual roles. At one point, a supply department must establish a working arrangement with a squadron that clearly defines  each  department’s  needs  and  realistic expectations.  A  career  counselor  must  ensure customers’  needs  are  met.  On  the  other  hand, customers must have a realistic understanding of the service the career counselor can render. This mutual understanding of needs and capabilities is  needed  to  achieve  customer  satisfaction. Leadership  and  TQM The  essential  ingredient  of  TQM  success  is leadership  involvement.  Management  controls  the process  that  accomplishes  the  mission.  Quality, however, is in the hands of the workers who do the job. Management, therefore, has the respon- sibility to drive out the natural fear of change and innovation  that  is  part  of  most  people’s  basic psychology. TQM must be supported from the top down.  That  doesn’t  mean  the  department  head level. TQM must start with SECNAV/CNO-level support and be supported and carried out all the way  to  the  bottom  of  the  chain  of  command. From  admiral  to  deck  seaman,  TQM  requires  a total   effort. SUMMARY Effective   management   involves   the   use   of planning,  staffing,  controlling,  organizing,  and leading.  Planning  is  the  use  of  strategic  plans, standing  plans,  and  single-use  plans.  Effective planning  requires  you  to  determine  work  require- ments;   set   priorities;   and   use   the   strengths, weaknesses,  opportunities,  and  threats  (SWOT) analysis. Staffing is a means by which you match the correct  person  to  the  job  for  optimum  perform- ance.   You   should   continually   evaluate   your personnel needs and make sure documentation is updated  when  subordinates  complete  personnel qualifications  standards. You  use  control  to  monitor  your  division  or work  center.  Types  of  control  include  feed- forward,  concurrent,  and  feedback.  Control  also includes  inventory  control  and  quality  control. Types   of   quality   control   include   feedforward, concurrent,  feedback,  statistical,  quality  circle  and zero defects. Methods of control include the plan of  action  and  milestones,  Gantt  chart,  program evaluation  and  review  technique  (PERT),  and critical  path  method  (CPM).  Elements  of  effective control  are  activities,  timeliness,  effectiveness, accuracy,  and  acceptance. 3-22 TQM  Focus  on  Process