[This article is excerpted from a draft of an upcoming book. It is the second in a series on the establishment and implementation of lean manufacturing, Six Sigma, ISO 9000 and Baldrige criteria to enhance company survival and to provide direction for companies seeking success and excellence. If you missed the first four parts: Part 1 Part 2 Part 3 Part 4]

One of the things I have tried to communicate in the preceding four articles of this series is that any defined quality system initially provides important basic survival tools and skills that, over time, leads naturally to success and excellence. In these tough times, the first order of business is survival and, once that is assured, to continue in the direction of success and excellence. It seems almost too simplistic to state that the more any company is able to move in the direction of quality enhancements the more many positive benefits accrue to them, thus insuring a continuing upward spiral of survival toward excellence. We all know that nothing worthwhile is easy and these tough times are clearly a test of our mettle.

Quality systems are not a new nor unique solution, but more a solution that seems to be passed over by the constant press of daily business activity and management passiveness that everything will be all right as long as we keep doing what we are doing now. Based on many years as a professor, author, speaker, consultant and industry observer, I conclude that there is truly no other viable management option for a company than to move to some type of quality system. Our industry is being structurally reshaped, downsized if you will, with change occurring at every level and in every nook and cranny. The solutions offered by each of the quality systems provide essential viability, strength and discipline to meet the increasingly daunting task of survival.