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History of quality management

Early 1900s Scientific management (Taylor, Gilbreth)
1920s Statistical process control (Shewart)
QUALITY MANAGEMENT 1930s Acceptance sampling (Dodge, Roming)
1940s Military standards introduced
1950s Quality management in japan (Deming, Juran)
Lecture 2: International Quality Standards
1960s Taguchi method, and quality tools
1970s Quality become strategic (USA)
1980s Introduction of LEAN, TQM, Baldrige Award
Lecturer: To Anh Tho (Ph.D) 1990s Reengineering, Six Sigma
2000s Supply chain management, improvement of
supplier development, LEAN, Six Sigma become
popular, contingency theory
2010s Supply chain quality management gains traction
as a field
Managing Quality: Integrating The Supply Chain
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History of quality management History of quality management

❖ Walter Shewart ▪ Armand V. Feigenbaum

▪ In 1920s, developed control charts ▪ In 1951, introduced concepts of total quality control
▪ Introduced the term “quality assurance” and continuous quality improvement
❖ W. Edwards Deming ▪ Philip Crosby
▪ Developed courses during World War II to teach ▪ In 1979, emphasized that costs of poor quality far
statistical quality-control techniques to engineers and outweigh the cost of preventing poor quality
executives of companies that were military suppliers ▪ In 1984, defined absolutes of quality management—
▪ After the war, began teaching statistical quality control to conformance to requirements, prevention, and “zero
Japanese companies defects”
❖ Joseph M. Juran ▪ Kaoru Ishikawa
▪ Followed Deming to Japan in 1954 ▪ Promoted use of quality circles
▪ Focused on strategic quality planning ▪ Developed “fishbone” diagram
▪ Emphasized importance of internal customer

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What is PDCA cycle?

Deming 14 Points

Edwards Deming Philosophy Plan

1 Create constancy of purpose towards improvement of product and service
2 Adopt the new philosophy. We can no longer live with commonly accepted levels of delay,
mistakes and defective workmanship
3 Cease dependence on mass inspection. Instead, require statistical evidence that quality is built in
4 End the practice of awarding business on the basis of price
5 Find problems. It is management’s job to work continually on the system

6 Institute modern methods of training on the job

7 Institute modern methods of supervision of production workers,
Act PDCA Do
The responsibility of foremen must be changed from numbers to quality
8 Drive out fear, so that everyone may work effectively for the company
9 Break down barriers between departments
10 Eliminate numerical goals, posters and slogans for the workforce asking for new levels of productivity without providing
methods

11 Eliminate work standards that prescribe numerical quotas

12 Remove barriers that stand between the hourly worker and their right to pride of workmanship
13 Institute a vigorous programme of education and retraining
14 Create a structure in top management that will push on the above points every day
Check

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Introduction to PDCA
Where PDCA started.
 PDCA was created by W Edwards Deming in the 1950’s Walter Shewhart
as an easy to follow Problem Solving Cycle. Discussed the concept of the
continuous improvement cycle (Plan
Do Check Act) in his 1939 book,
"Statistical Method From the Viewpoint
 Deming was tasked with helping Japan rebuild its of Quality Control“
economy in the 1950’s.

 His purpose was to use PDCA with a Continuous

W. Edwards Deming
Improvement process to help rebuild Japanese Modified and popularized the Shewart
industries so that they could compete in the world market cycle (PDCA) to what is now referred
in the future. to as the Deming Cycle (Plan, Do,
Study, Act).

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PL
I NVESTI GATE AN
CT

CORRECT &
A

STANDARDI SE CLARIFY OBJECTIVES

Ÿ REVIEW FEEDBACK & IDENTIFY POSSIBLE CAUSES

MAKE CORRECTIONS
BENCHMARK BEST PRACTICE
Ÿ STANDARDISE DO,
CHECK, ACT IDENTIFY TEAM ROLES

IMPLEMENT QUICK FIX

EVALUATE & VALI DATE ENLI GHTEN &

I MPLEMENT
PILOT STUDY SOLUTION
TO VERIFY DATA CARRY OUT TRI ALS TO
PROVE CAUSES
COUNTERMEASURE
ANALYSE DATA TO
UNDERSTAND HOW
CH TRAINING
PROBLEM OCCURS

EC COMMUNICATION I DENTI FY POSSI BLE

O

SOLUTI ONS
K
D

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International Quality Standards

International Quality Standards Quality Improvement: The American Way

➢ Quality Improvement: The American Way

➢ Quality Improvement: The Japanese Way
➢ Quality Improvement: The European Way
➢ ISO 9000

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International Quality Standards International Quality Standards

The Japanese Way -- The Deming Prize The European way: European Quality Award

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Comparison of quality awards Comparison of quality awards

Topic Baldrige Deming European Topic Baldrige Deming European
Definition of Quality defined by the Quality defined by Quality defined by the Criteria 1. Leadership 1. Policy deployment 1. Leadership
quality producers the customers customers, employees, and 2. Strategic planning 2. New product 2. Strategy
other stakeholders 3. Customer focus development 3. People
Primary focus Focus on customer Focus on statistical Focus on total quality 4. Measurement, analysis, 3. Maintenance and 4. Partnerships and
satisfaction and quality quality control management and knowledge improvement resources
management 4. Management system 5. Processes, products, and
Type of Manufacturing, service Private and public Large organizations, 5. Workforce focus 5. Information analysis services
organization and small business manufacturing business units, Operation 6. Operations focus 6. HR development 6. Customers results
units, public sectors, 7. Results 7. People results
independent SMEs, 8. Society results
Subsidiary SMEs 9. Key results
Scope U.S firms only Firms for any country Regional
First award 1987 1951 1992
Sponsor The National institute of Union of Japanese European Foundation for
Standards and scientists and Quality Management
Technology Engineering (EFQM)
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ISO 9000 ISO 9000 Quality Management Principles

ISO 9000
 Set of international standards on quality management
A systems approach to management
and quality assurance, critical to international business Continual improvement
 Adopted in 1987 Factual approach to decision making
 ISO 9000 requires companies “to document everything Mutually beneficial supplier relationships
they do that affects the quality of goods and services and Customer focus
than do as they documented”
Leadership
ISO 14000 People involvement
 A set of international standards for assessing a Process approach
company’s environmental performance

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