Ah, I see what you're saying. The point of TQM, or Deming, is not to focus on failure or success, in fact, but on process. The process is supposed to account f

Ah, I see what you're saying. The point of TQM, or Deming, is not to focus on failure or success, in fact, but on process. The process is supposed to account for all the details. The reason the Space Shuttle didn't fall apart at every single joint was due to engineering and construction process-based quality control. This is the same, but extended to business. The point is to fixate on the process, not the success or failure, and not to do it piecemeal. Implement process at all levels. Another example: the reason Japanese cars are such high quality (especially when compared to US manufacturers a few decades ago) is not due to just parts or engineering, but also fundamentally management style. Few US CEOs would reach this conclusion. This was Deming's fundamental point: the workforce is part of the process; every part is important to the end result.