When revising the literature on Quality Management Systems (QMS) we are referred to the pioneering works of Shewhart, Crosby, Juran, and Ishikawa, among other authors, who pawed the way to what has become a valuable tool for organizations. A name that always keeps appearing during
any QMS implementation is that of W. Edwards Deming, an American mathematician, defender of the use of statistics in quality management,
and who contributed in a very important way to the economic recovery of the industry in post-war Japan with his ideas on quality control. While in
the rest of the world the interest was focused on producing more so as to satisfy the massive demand of goods, in this country other concept were
beginning to be applied, such as doing things well in the first place, to minimize costs, to satisfy the customer and to be competitive. Thus the need
to inspect the entire production process so as to comply with the technical requirements for the product was made clear; the systems and procedures
were put to the service of quality.

According to Deming, 80% of quality problems in companies have its origin in the established system. As such, the solution corresponds, by 80%, to the top and middle management. This author considers customeroriented approach and continual improvement as fundamental, and states
that the system determines the quality and that the outcome is determined in the long term. These concepts have developed into what is now known
as “total quality” the theory of administration focused on satisfying inside and outside costumers, on continual improvement and competitivity. On
the other hand, quality managements is, in its turn, an organizational strategy and management method that requires the participation of all
persons involved to fulfill its objectives.