Since the general manager likely did not implement this process, his company failed to identify these issues until a customer complains about the lack of quality of service. There was also a lack of continuous process improvement, which involves examining an organization's processes and redesigning them to improve throughput, the flow of goods and services to customers, and revenue collection. The general manager should immediately investigate the cause of the poor performance. This can be achieved through the implementation of statistical process control (use of control charts) and continuous process improvement. Using these methods, the CEO can determine areas where quality within the company is lacking and how best to remedy the problem in question. Once these issues are eliminated, quality can be restored to a nominal level and, in turn, produce satisfactory results for the customer. As total quality management suggests, improved quality leads to reduced warranty costs, repair costs, greater efficiency and greater customer satisfaction, which in turn leads to customer loyalty and 'increasing profits, a mutually beneficial scenario for all parties. The GM's long-term goals should be to implement these procedures well in advance so that quality always remains at optimal performance levels. The GM should try to avoid