Abstract
The main objective of this article is to provide a critical review of the quality movement in Brazil. The Japanese quality movement has been considered a model for developing countries such as Brazil, and several Japanese tools and methodologies for quality have been imported by companies. Quality discourse emerged in Brazil at the end of the 1970s in a peculiar context. It was initialised by the implementation of quality control measures. After this, total quality control and total quality management (TQM) were implemented in a specific way, which is detached from teamwork. A critical review has shown that quality programmes in contemporary Brazilian companies seem to lead them to a strategic means of management that emphasises more contact and interaction between top managers and the shop floor. Nevertheless, companies seem to be more preoccupied with obtaining ISO certification than with implementing holistic approaches to quality such as TQM.
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