IntroductionChina is potentially a huge market for small diesel engines. Sales of diesel-powered agricultural machinery and vehicles have grown more than 10 percent annually since 1985, and this growth rate is expected to continue until at least 2000. 85 percent of the equipment uses single-cylinder diesel engines, while the remainder uses multi-cylinder engines. those. In the multi-cylinder diesel market, competition is less intense due to excessive demand. The outlook is much more promising. Longxi has a certain competitive advantage in this market, resulting from its popular product such as SL2100. Quality of machinery on the market Before 1978, both manufacturers and customers had paid little attention to the quality of diesel. Subsequently, they understood the importance of quality. Poor quality products may cause customers to lose production time due to engine failure. They could also cause manufacturers to delay engine production and incur high repair costs. Therefore, quality will have increasingly significant implications for the future operations of all manufacturers, including Longxi. Total Quality Management at Longxi Total quality management is a valuable asset for Longxi as it represents a competitive advantage over most other competitors. However, Longxi needs to further improve the quality control system to meet the industry accepted standards, namely ISO9002, to further expand into overseas markets. First of all, top management was clearly aware of the importance of quality control. The company is one of the first companies to carry forward a vision of quality control in China. And the GM had undergone modern management training from abroad, which led him to focus on establishing quality control procedures. Secondly, after years of quality control practice, the company has established a well-known quality control procedure, "the Method". It has great value for the company as it includes detailed best practices for manufacturing procedures that ensure and improve the quality of the products. It serves as an efficient decision measurement tool and as an excellent training material. Third, Longxi conducts an intensive training program for its employees, and there is a well-established reward system to incentivize people to improve quality. This policy is effective enough to involve all employees in quality improvement procedures, which will result in great profits for the company. But there are still some concerns about quality management: First, there are no external quality or process auditors. Internal auditors often faced intense pressure to disclose quality defects. For example, quality control should close affected product lines when they find defects, but in real cases they hardly have the courage to do so.