This paper attempted to suggest that Korean corporations are to infuse their TQC practice with strategic component. The general concept of TQC was reviewed. Then the nature of TQC systems in the two coon tries. U.S. and Japan. were analyzed. QC circles and the rank and file members of factories are the driving force of Japanese TQC whereas TQC in U. S. tends to be specialist-oriented in practice. Japanese market strategies were also discussed in order to examine the possible connection of Japanese TQC with Japanese corporations' competition strategies.