Running a university is fast becoming more challenging than managing a large corporation, in part due to greater quality demands by more groups in the face of shrinking resources and budget cuts. This paper argues against universities conducting business as usual in the face of societal change and increasingly greater challenges, and presents ideas on how a multi-campus public university can use Total Quality Management to meet quality goals. It is suggested that the President of the institution must first ask for volunteer faculty and staff to establish a quality think-tank on campus. This group's responsibilities would include: developing a vision statement, articulating a mission, developing procedures, training, providing a forum for groups to report their experience, and being "on call" to answer questions. When using the many tools used for quality measurements (check sheets, control charts Pareto diagrams, etc.) care must be taken to consider the school's special needs and to ensure that the tools are not used inappropriately. Cost and benefit analyses for various projects are also important to control any serious long-term negative consequences for campus and student well-being. Employee empowerment in conducting continuous improvement contributes in making quality a discipline. (GLR)