ABSTRACT
The purpose of this case study is to describe why and how Fuji Xerox introduced TQC in 1976, and four years later was able to go through a rigorous exercise for which it received the Deming Prize.
It is not the writer’s contention that the company president is the best qualified man to speak about TQC in his firm. He has his own version of what happened, but it may well stress the key prerequisite: there is no real TQC without his own personal involvement.
