In September 1991, Red River Community College (RRCC) in Winnipeg, Manitoba, decided to embrace the concepts of Total Quality Management (TQM) to provide an operational philosophy, enhance program curricula, and establish business opportunities. RRCC adapted W. Edward Deming's manufacturing philosophy to create its own approach, which focused on: (1) the establishment of a clear statement of organizational mission; (2) active commitment of the Chief Executive Officer; (3) employee involvement in planning and implementation; (4) definition and development of processes so employees can do a good job; (5) identification of customers and their expectations; (6) movement of responsibility and accountability far down the organizational chart; (7) a teamwork approach involving the worker knowledge base; (8) the use of data and graphical tools in decision-making; and (9) the establishment of permanent change through continuous improvement. RRCC decided to proceed on a project basis, beginning in the administrative support areas. A 16-member Implementation Team acted as steering committee, and Work Improvement Teams focused on individual projects. The first project undertaken was the development of a "one student number system" to solve the difficulties associated with students having multiple student numbers. Other projects focused on the Market Driven Training Centre processes; ergonomics in the work environment; production of communication and promotional materials; and a divisional approach to management. TQM is an approach that is threatening to some and extremely challenging and rewarding to others regardless of their position in the organization. The implementation of a full TQM approach results in a cultural change for the entire organization--a process which should be viewed in terms of years. (KP)