Scarce resources, changing customer expectation, and the changing role of top management are all factors that have contributed to the implementation of total quality management (TQM) in libraries. Instructional articles, conferences, and videos can alleviate some concerns of cost and time commitment. Many libraries already practice some of the techniques of TQM, including an emphasis on good customer service, staff participation in decision making, and investigating user needs and levels of satisfaction, but do not have systematic methods for insuring that these things happen as a matter of course. TQM, perhaps with slight modifications tailored to specific library settings, can provide such methods. Among other things, those designing the program must keep in mind that starting small and simple is a good idea, that TQM should not be used as a panacea for personnel problems or for a sick organization in general, that teams should be made up of people who actually do the tasks and have ownership in the results, and that some staff will dislike the hype surrounding TQM and the application of business practices to a library setting. The hallmark tools in TQM include teams, customer surveys, flow charts and diagrams, and data. Brief details of experiences with TQM at Oregon State University are incorporated into the discussion. (BEW)