By the middle of the last century, manufacturers started to consider the quality of their products and services as a competitive market advantage. By the 1980s even consumers started to realize their own advantages in that concept. Quality can be observed from two sides: quality from the point of view of consumers is related to valuation, usefulness and price; while from the point of view of manufacturers it means forming and manufacturing of a product or service. In accordance with that, manufacturers are trying to permeate quality in every single segment of the production process so they developed different tools, methods and, in the end, systems for quality management. To boost quality improvement, governments introduced norms and standards that products and services have to satisfy before they appear on the market. As an additional incentive for manufacturers different national and international rewards systems were introduced for manufacturers with the most successful quality management of products and services. Some of the most popular systems of quality management which appear as initiatives on company levels are TQM – Total quality management, QFD – Quality function deployment, benchmarking, six sigma and lean manufacturing. Known methods of quality management are flow diagram of the process, pareto diagram, correlation diagram, cause and effect diagram, list of faults or test list, histogram and quality control chart. Some of the tools include affinity diagram, interrelation diagram, matrix data analysis, matrix diagram, programmed card for decision process, arrow diagram and tree diagram. For a better perception of what management of quality really means in an organization this work uses an example of a call center which uses COCP, a commercialized standard of quality management, in providing customer support for customers who use the mobile network of one of the leading telecommunications companies in Croatia. The standard has four segments of quality management in the organization: leadership and planning, processes, employees, and performance.