Contained in the following document is the assessment of the mission, goals and objectives of the author's vision for the organization. The author will discuss predetermined questions established by Jeffrey Trapp, a certified University of Phoenix instructor. This article will discuss the differences that emerge between a company that has implemented TQM (Total Quality Management) with that of the management style of the authors' own organization. The organization where the author is currently employed is Frito-Lay. Frito-Lay is owned and operated as part of a larger organization known as Pepsico. Frito-Lay's mission is "to be the world's favorite snack at your fingertips." Frito-Lay is the largest and fastest growing snack food manufacturer in the United States. Frito-Lay sells 8 of the top 10 potato chip brands and sells 600 pounds of Lay's chips per minute. Frito-Lay has a leading market share in all major snack chip categories. As a staple in the snack food industry, Frito-Lay must maintain the quality of its products at high standards. Within Frito-Lay's sales division the management system functions as a chain of command with the sales representative representing the final line of command. defense between company and customer. The sales representative receives his sales plans and product placement orders from the district sales leader who receives his orders from the zone sales manager and so on down the chain. Ultimately, the role of increasing sales and product recognition falls to the sales representative. The company that the author chose to compare his organization to is the Toyota automobile company. The Toyota Company has become a renowned leader in the quality management industry. Toyota's "keep it lean" theory has kept the company at a level that eclipses industry standards. Frito-lay's management style tends to involve a lot of unnecessary and personal procedures that turn out to complicate a simple problem. Toyota company with its keep it lean theory keeps the process of doing business as simple as possible. At Frito-Lay, when there is a problem, the sales person has to call the district sales manager who then partly has to get the necessary information from the people above him. At Toyota, if there is a problem, the person who discovered the problem has the freedom to stop the procedure and do what is necessary to correct the deficiency.