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Evolution with Quality

During the early days of manufacturing, an operative's work was inspected and a decision made whether to accept or reject it. The focus was just to accept or reject the products based on the specification. No effort was made on defect prevention.

In the 1920's statistical theory began to be applied effectively to quality control, and in 1924 Shewhart made the first attempt of a modern control chart. His work was later developed by Deming and the early work of Shewhart, Deming, Dodge and Romig constitutes much of what today comprises the theory of statistical process control (SPC). However, there was little use of these techniques in manufacturing companies until the late 1940's.

In the early 1950's, quality management practices developed rapidly in Japanese plants, and become a major theme in Japanese management philosophy, such that, by 1960, quality control and management had become a national preoccupation.

In 1969, Feigenbaum presented a paper in a conference and the term “total quality” was used for the first time, and referred to wider issues such as planning, organization and management responsibility. Ishikawa presented a paper explaining how “total quality control” in Japan was different, it meaning “company wide quality control”, and describing how all employees, from top management to the workers, must study and participate in quality control. Companywide quality management was common in Japanese companies by the late 1970's.

Total Quality Management (TQM) came into existence in 1980 by the western world. TQM is now part of a much wider concept that addresses overall organizational performance and recognizes the importance of processes.

As we move into the 21st century, TQM has developed in many countries into holistic frameworks, aimed at helping organizations achieve excellent performance, particularly in customer and business results.

Historical Aspects of Quality

Edward Deming

(i) Postulated Statistical Quality Control Principles

(ii) 14 Points of Quality Management

(iii) these Principles successfully adapted by Japanese Manufactures

William Crosby

(i) Emphasized Humanistic Behavioral Aspects of Quality Improvement

(ii) Becoming More Important Now

Joseph Juran's Quality Trilogy

A. Quality Planning

(i) Set of Quality Goals

(ii) Set Plans for Operations Based on these Goals

B. Quality Control

(i) Responsible for Meeting Quality Goals

(ii) Prevent Adverse Changes

(iii) Set and Observe

1. Performance Measures

2. Compare with Industry Standard

3. Benchmarking

C. Quality Improvement

(i) Moving from Current Level to the Next Higher Level

(ii) Organize Teams, Train Operators to identify and Correct Quality Problems

Quality Control

Inspection, analysis and action applied to a portion of the product in a manufacturing operation to estimate overall quality of the product and determine what, if any, changes must be made to achieve or maintain the required level of quality.

Quality control of a product can be viewed as a system which ensures

• Proper Planning

• Right Design

• Proper equipment

• Proper Inspection

• Corrective action

Traditional Concept: Quality Control has been concerned with detecting poor quality in manufacturing products and taking corrective action to eliminate it.

Modern Concept: Quality Control encompasses a broader scope of activities including:

• Robust design

• Statistical Process Control

Two aspects of quality control

• Off-line quality control

• On-line quality control

Off-line quality control encompasses all those activities that are performed before the actual manufacturing of the product or service rendered

On-line quality control activities start from the manufacturing of a product till it goes in the field and also after sale service. The quality tools used in the phase are Statistical Process control and Acceptance Sampling

Importance of Quality Control

• Quality is vital in all areas of business, including the product development and production functions

• Cost of quality is ultimately reduced by investing money up front in quality design and development

• Typical costs of poor quality include downtime, repair costs, rework, and employee turnover

Benefits of Quality Control

A well-established, committed quality system in an organization will render the following benefits

• Improvement in the quality of product

• Higher productivity

• Cost reduction

• Continuous improvement in quality of product