Ricoh has faced two business turning points, once in the late 1960s and another in the early 90s. Both times we have achieved serious management reforms to shift from an extreme "Product-out" constitution to becoming "Market-out" through our challenges for the Deming Prize and the Japan Quality Award. With the former, we learned such things as "Facing the facts", "Root cause analysis of unevenness", or "Full participation organization". With the latter, we have learned "Market-out", "Value creation", and "Self-assessment". As a result, our company has become more flexible to correspond to the changing environment, and we were successful to grow both our top line and bottom line for 13 consecutive years regardless of the tough economic environment. Through TQM activities, Japanese companies have established a certain recognition of Japan as a brand for high quality. Today, within this highly competitive global world, we have a new challenge we must face which is "Management to create customer value." To do so, further understanding of TQM and strong leadership are essential for top management.