This paper describes some lessons learned from the first 2 years of Total Quality Management (TQM) implementation at the Coast Guard Academy (New London, Connecticut). Key issues for TQM adoption at the Academy included leadership, training, organization, total involvement, and measurement. It was found that top management must define the institution's direction and support change. To implement TQM the Guard invested heavily in training 5 percent of its work force. The Academy provided a 3-day training course for 32 senior and middle managers and a 9-day course to 10 facilitators from every division. New organization efforts included formation of a Quality Management Board (QMB) to prioritize and coordinate projects. To lay the groundwork for total involvement the Academy started by implementing TQM first in the service departments and by chartering a study group to recommend a process for adding TQM to cadets' educational and professional development programs. Difficulties were found with measuring change and efforts are continuing to work to improve and simplify quantitative documentation. Early efforts have used surveys and measures of timeliness and dollars saved. A conclusion emphasizes that TQM implementation is a long range project with great potential benefits to the institution and its customers. (JB)