ABSTRACT

Implanting total quality programs, whichever the nature and origin of the enterprises, has in common the aim many times explicitly undeclared of bettering the gestion of the processes which compound them.

In this sense, comes to the scene the decisive role of the managing function named standardization, making use of TQC concepts and of model developed at Companhia Siderúrgica Nacional ( Brazilian National Steel Company ), company where the author works.

The subject approach begins by integrating the standardization itself to the total quality control context, and approaching its participation in the day-by-day routine domain, in such a way one perfectly understands the need of stablishing the fundamental differences between standard, standardization and standardization system, connecting to this context the expertise of the cited company, by the occasíon of the implantatíon of its total quality program. Through the teory of Hersey`s and Blanchard`s "Situational Leadership"one explains the manegerial styles adopted during this implementation.