Evolution of Quality Concepts:

History of Quality Concepts 1875 1925 1930s 1950s 1950s 1980s 1990s 2000s Taylorism (inspect, detect defects) Shewhart (statistical process control) od!e"#omin! acceptance samplin! methods emin!$s approach to %&ality and prod&cti'ity mana!ement Ta!&chi$s ro(&st desi!n The )*S* or!ani+ations reco!ni+e T&r,ish or!ani+ations reco!ni+e emin!$s approach emin!$s approach

-any T&r,ish or!ani+ations e.cel at T/-, (&t (&ildin! %&ality &pstream is not emphasi+ed yet

Walter A. Shewhart pioneer and 'isionary of modern %&ality control de'eloped control charts (e*!*, 01(ar and # charts) statistical contri(&tions define two common aspects of %&ality o(2ecti'e %&ality3 independent of e.istence of man s&(2ecti'e %&ality3 relati'e to what man thin,s, feels or senses W. Edwards Deming

descri(ed the 4chain reaction4, Out of Crisis better quality -> higher productivity -> more market share -> more jobs proposed a 151point %&ality architect&re, Out of Crisis 1* 6reate and p&(lish to all employees a statement of the aims and p&rposes of the company or other or!ani+ation* The mana!ement m&st demonstrate constantly their commitment to this statement* 2* 7earn the new philosophy, top mana!ement and e'ery(ody* 3* )nderstand the p&rpose of inspection for impro'ement of process and red&ction of cost* 5* 8nd the practice of awardin! (&siness on the (asis of price ta! alone*

5* 9mpro'e constantly and fore'er the system of prod&ction and ser'ice* :* 9nstit&te trainin!* 7* Teach and instit&te leadership* 8* ri'e o&t fear* 6reate tr&st* 6reate a climate for inno'ation*

9* ;ptimi+e toward the aims and p&rposes of the company the efforts of teams, !ro&ps, staff areas* 10* 8liminate e.hortations for the wor,force* 11* a)8liminate n&merical %&otas for prod&ction* 9nstead learn and instit&te methods or impro'ement* 11 ()8liminate mana!ement (y o(2ecti'e* 9nstead, learn the capa(ilities of process, and how to impro'e them* 12* #emo'e (arriers that ro( people of pride of wor,manship* 13* 8nco&ra!e ed&cation and self1impro'ement for e'eryone* 15* Ta,e action to accomplish the transformation* Witness how Deming influenced Japanase and US manufacturers bu watching this video and its successors.

creatin! a wor, en'ironment that is cond&ci'e to %&ality impro'ement and pride in wor,manship stressed process sta(ility and system chan!es as ,eys to %&ality impro'ement &nderstandin! and &se of statistical tools de'eloped the < 6= cycle (<lan, o, 6hec,, =ct)

You may find more on Deming at Deming Web Site.

oseph !. uran %&ality mana!ement >&ran trilo!y, Juran on Leadership for Quality 1* %&ality plannin! 2* %&ality control 3* %&ality impro'ement (asics of /? (/&ality ?&nction eployment)

"hilip #. Cros$y

=&thor of the (oo,3 4Quality is ree4 6ros(y$s %&ality philosophy, Quality !ithout "ears 1* /&ality is defined as conformance to re%&irements, not !oodness or ele!ance* 2* The system for ca&sin! %&ality is pre'ention, not appraisal* 3* The performance standard m&st (e +ero defects, not 4that$s close eno&!h4* 5* The meas&rement of %&ality is the price of nonconformance, not inde.es* 151step pro!ram, Quality is ree 1* -ana!ement commitment 2* /&ality impro'ement team

3* /&ality meas&rement 5* 6ost1of1%&ality inno'ation 5* /&ality awareness :* 6orrecti'e action 7* =d1hoc committee for the +ero defects pro!ram 8* S&per'isor trainin! 9* @ero defects day 10* Aoal1settin! 11* 8rror1ca&se remo'al 12* #eco!nition 13* /&ality co&ncils 15* o it o'er a!ain

Evolution of Quality Concepts %cont.&

Armand '. (eigen$aum =&thor of the (oo, "otal Quality Control Total /&ality 6ontrol concept and strate!ies %&ality1de'elopment %&ality1maintenance %&ality1impro'ement ?&ll c&stomer satisfaction, System approach to %&ality, Total %&ality control as a cross1f&nctional concept, )arou *shi+awa

pro'ided leadership in shapin! the >apanese %&ality mo'ement : %&ality control characteristics, !hat is "otal Quality Control# "he Japanese !ay 1* 6ompany1wide %&ality controlB participation (y all mem(ers of the or!ani+ation in %&ality control 2* 8d&cation and trainin! in %&ality control 3* /&ality control circle acti'ities 5* /&ality control a&dits (for effecti'eness) 5* )tili+ation of statistical methods :* Cationwide %&ality control promotion (incl&din! trainin!) acti'ities tr&e %&ality characteristics3 the c&stomer$s 'iew of prod&ct performance s&(stit&te %&ality characteristics3 the prod&cer$s 'iew of prod&ct performance proposed the (asis of /? de'eloped se'en tools of %&ality control, $uide to Quality Control 1* 6a&se1effect (9shi,awa) dia!ram 2* Stratification 3* 6hec, sheet 5* Disto!ram 5* Scatter dia!ram :* <areto chart ('ital few, tri'ial many) 7* Araphs and statistical control charts 9shi,awa$s concept of T/6 1* /&ality first 1 not short1term profits first 2* 6ons&mer orientation 1 not prod&cer orientation (thin, from the standpoint of other party) 3* The ne.t process is yo&r c&stomer 1 (rea,in! down the (arrier of sectionalism

5* )sin! facts and data to ma,e presentations 1 &tili+ation of statistical methods 5* #espect for h&manity as a mana!ement philosophy, f&ll participatory mana!ement :* 6ross1f&nctional mana!ement ((y di'isions and f&nctions) ,enichi -aguchi

8n!ineerin! approach to %&ality importance of 'ariance de'eloped ro(&st desi!n, loss f&nction, SC#s (si!nal1to1noise ratios) identified noise factors that affect 'ariation foc&sed on 3 desi!n le'els, %ntroduction to Quality &ngineering' (esigning Quality into )roducts and )rocesses 1* System desi!n (primary) 1 f&nctional desi!n foc&ses on pertinent technolo!y or architect&res 2* <arameter desi!n (secondary) 1 a means of (oth red&cin! cost and impro'in! performance witho&t remo'in! ca&ses of 'ariation 3* Tolerance desi!n (tertiary) 1 a means of red&cin! 'ariation (y controllin! ca&ses, (&t at an increased cost Shigeo Shingo

maintains that statistical1(ased %&ality control is not cond&ci'e to +ero defects

proposes the po,a1yo,e (mista,e1proofin!) system, *ero Quality Control' +ource %nspection and the )oka-,oke +ystem 1* )se so&rce inspection 1 the application of control f&nctions at the sta!es where defect ori!inate (real1time feed(ac, " feed1forward information) 2* =lways &se 100 percent so&rce inspections (rather than samplin! inspections) 3* -inimi+e the time to carry o&t correcti'e action when a(normalities appear 5* Set &p po,a1yo,e (mista,e1proofin!) de'ices, s&ch as sensors and monitors, accordin! to prod&ct and process re%&irements