The Quality System

Extracts from
The Management and Control of Quality & Operations Management

Early Quality
Egyptian Pyramids 1450 BC
Hieroglyphics show evidences of measurement tools and instruments. Stones for pyramids were cut so precisely that even today it is impossible to put a knife blade between the blocks

Quality in Middle Ages

Craftsmen Guilds
Consists of Master, Journeymen and apprentices Skilled craftsperson dealt directly with the customer. Manufacturer handled customers Considerably skillful work. Customized for each order

Quality in early Eighteenth century

French Gunsmith, Honore Le Blanc, developed a system for manufacturing muskets to a standard pattern using interchangeable parts. Thomas Jefferson bought the idea to the US. Eli Whitney got an order from US gov to manufacture 10,000 muskets in 2 years time. No customization / tweaking possible. He developed special tools and trained unskilled workers. He took 10 years to fulfill the order.

Quality in early nineteenth century

Frederick W. Taylor, Also known as Father of Scientific Management. Separated the planning function from the execution function.
Planners: Manager and engineers Execution: Supervisors and Workers

Job segmentation led into efficiency and specializations but new problems Quality assurance fell into the hands of inspectors

Quality in early nineteenth century

The first job we have is to turn out quality merchandise that consumers will buy and keep on buying. If we produce it efficiently and economically, we will earn a profit, in which you will share.

- William Cooper Procter (1887 Grandson of Founder P&G)

Post World War I

Walter A. Shewart Developed control charts, PDCA

Post World War II

Dr. Joseph M. Juran Transfer technology from West to East Application of Pareto Principle Top management support, involvement and commitment. Continuous quality improvement Focuses more on customer and Defines quality as fitness for use Four costs of quality

Post World War II

Dr. W. Edwards Deming 14 points Japanese Union of Scientists and Engineers started the Deming award

Post World War II

Phillip B. Crosby Crosby's response to the quality crisis was the principle of "doing it right the first time" (DIRFT). He would also include four major principles:
the definition of quality is conformance to requirements the system of quality is prevention the performance standard is zero defects the measurement of quality is the price of nonconformance

Crosby's prescription for quality improvement was a 14-step program. His belief was that a company that established a quality program will see savings returns that more than pays off the cost of the quality program ("quality is free"). Cost of Quality

Post World War II

Armand Figenbaum Book Total Quality Control 40 steps to quality improvement. Viewed quality not as a set of tools but as a total new field that integrated the processes of a company. Cross functional teamwork

Awards
Malcolm Baldridge award Singapore Quality Award Deming Prize Shingo Award

Standards
National Standards International Standards Industry standards Proprietary standards

Quality Professional Certification / Standards Organizations

Assignment Due next week initial 10 minutes only. Printed 1 page Times new Roman Name of organization : Professional Certification or Standards: 1 -2 line description

Misconceptions
There are several misconceptions about quality

Misconception 1
Quality is expensive
Investment needed, not necessarily capital intensive Cost benefit Negative consequences far out weigh cost

Misconception 2
Quality is a luxury
Only considered important in the West

Misconception 3
Quality is difficult to implement

Misconception 4
Quality requires consumer awareness
Manufacturers can introduce quality and thus create awareness rather than the other way round

Misconception 5
Product / Service prices go up due to quality

Misconception 6
Product vs Process Three Aspects Quality. Quality of Design Quality of Conformance Quality of Performance

Misconception 7
Quality implemented by the QA department Entire organization needs to participate A whole new way of thinking

Misconception 8
Quality Assurance (QA) vs Quality Control (QC)

Misconception 9
Quality is introduced at the end

Misconception 10
Acceptance Vs Desirability Acceptance is following specs Desirability is following customers perceptions

Misconception 11
Quality is a one time process, once quality is implemented, the product/process will always be of good quality

Defining Quality
Judgmental Criteria Product based criteria User based Criteria Value based criteria Manufacturing based criteria

Quality and Personal Values

Personal initiative has a positive impact on business success Quality begins with personal attitudes Quality-focused individuals often exceed customer expectations Attitudes can be changed through awareness and effort (e.g., personal quality checklists)