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Evolution of Quality Control

The document discusses the evolution of approaches to quality from four perspectives: 1) quality concepts, 2) quality control systems, 3) total quality management thinking, and 4) references. It describes the shift from viewing quality as conforming to standards to meeting customer needs and expectations. The approaches progressed from quality inspection to quality control, assurance, and total quality management involving all employees. Total quality management advocates like Deming, Juran, and Crosby emphasized statistical process control, prevention, continuous improvement, and management commitment to quality.

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Cent Lopez
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210 views40 pages

Evolution of Quality Control

The document discusses the evolution of approaches to quality from four perspectives: 1) quality concepts, 2) quality control systems, 3) total quality management thinking, and 4) references. It describes the shift from viewing quality as conforming to standards to meeting customer needs and expectations. The approaches progressed from quality inspection to quality control, assurance, and total quality management involving all employees. Total quality management advocates like Deming, Juran, and Crosby emphasized statistical process control, prevention, continuous improvement, and management commitment to quality.

Uploaded by

Cent Lopez
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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EVOLUTION OF

QUALITY CONTROL
JOHN VINCENT R. LOPEZ, UAP, PIA, RMP
CONTENTS
Evolution of Quality Concepts

Evolution of Quality Control Systems

Evolution of TQM Thinking


EVOLUTION OF
QUALITY CONCEPTS
EVOLUTION OF
QUALITY CONCEPTS
1. Fitness to Standard
2. Fitness of Use
3. Fitness of Cost
4. Fitness to latent requirements
1. FITNESS TO STANDARD
A product is of quality if it is what it is

supposed to be

Methods: standardization, statistical

quality control, inspection

Drawbacks: inspectors are 'enemies';

inspections do not add any value;

conformance to specification does not

mean conformance to needs


2. FITNESS TO USE
A product is of quality if it

performs as expected

Methods: market research / contact

Drawbacks: inspectors are

'enemies'; inspections do not add any

value
3. FITNESS OF COST
A product is of quality if it conforms

to the expected use at the

expected price

Methods: feedback at each step,

participation of workers in design and

improvement, quality control steps &

tools

Drawbacks: can be copied


4. FITNESS TO LATENT

REQUIREMENT
A product is of quality if it

conforms to expected and

unexpected use at the expected

price

Methods: specifications should be

based on what consumers need;

quality mechanisms to assure

specifications are met


EVOLUTION OF
QUALITY CONTROL SYSTEMS
4 STAGES

1. Quality Inspection
2. Quality Control
3. Quality Assurance
4. Total Quality Management
1. QUALITY INSPECTION

Started in 1910s when Ford's 'T'

Model car was produced


1. QUALITY INSPECTION

Ford employed teams of

inspectors to compare or test the

product with the project standard

On all stages (production up to

delivery)
2. QUALITY CONTROL

Started during the advancement

of industrialization

During WW2 (1940s),

manufacturing systems became

complex and quality began to be


verified by inspectors
2. QUALITY CONTROL

Controlled through supervised

skills, written specification,

measurement, and standardization

Statistical quality control: post-

production effort to separate the

good product from the bad

product.
2. QUALITY CONTROL

Shewhart and Dodge-Roming

developed control charts and

accepting sampling methods

2 types of process variation:


From random causes
From special causes
2. QUALITY CONTROL
3. QUALITY ASSURANCE

Contains all the previous stages in

order to provide sufficient confidence

that a product or service will satisfy

customers' needs

Development of comprehensive

quality manuals, cost of quality,

process control and auditing of

quality systems
3. QUALITY ASSURANCE

Emphasis on prevention of bad

quality rather than detection

activities
4. TOTAL QUALITY MANAGEMENT

Involves the understanding and

implementation of quality

management principles and

concepts at every level, at

every stage, and at every

department of the

organization
4. TOTAL QUALITY MANAGEMENT

It is also applied beyond the

organization in order to develop

close collaboration with suppliers


4. TOTAL QUALITY MANAGEMENT

Started from 1950s onwards by

various American experts:


Dr. Edward Deming
Dr. Joseph Juran
Philip Crosby
4. TOTAL QUALITY MANAGEMENT

According to Deming,

organizational problems lie

within the management

process

Statistical methods can be used

to trace the source of the

problem
4. TOTAL QUALITY MANAGEMENT

Deming's 14 Management

Points
a. Constancy of purpose
b. Adopt New Philosophy
c. Cease dependence on

inspection
d. End 'lowest tender' contracts
e. Improve every process
4. TOTAL QUALITY MANAGEMENT

Deming's 14 Management

Points
f. Institute training on the job
g. Institute leadership
h. Drive out fear
i. Break down barriers
j. Eliminate exhortations
k. Eliminate targets
4. TOTAL QUALITY MANAGEMENT

Deming's 14 Management

Points
l. Permit pride of workmanship
g. Encourage education
h. Top management commitment
4. TOTAL QUALITY MANAGEMENT

Juran emphasizes the

customer's point of view of

products' fitness for use or

purpose
4. TOTAL QUALITY MANAGEMENT

Juran's 10 steps for Quality

Improvement
a. Build awareness of the need &

opportunity for improvement


b. Set goals for improvement
c. Organize to reach the goals
d. Provide training
e. Carry out projects to solve

problems
4. TOTAL QUALITY MANAGEMENT

Juran's 10 steps for Quality

Improvement
e. Carry out projects to solve problems
f. Report progress
g. Give recognition
h. Communicate results
i. Keep score
j. Maintain momentum through
annual improvement
4. TOTAL QUALITY MANAGEMENT

Deming and Juran were both in

favor of using statistical process

control for understanding TQM

According to Crosby, quality is

conformance to requirements

and can only be measured by the

cost of non-conformance
4. TOTAL QUALITY MANAGEMENT

Crosby's 4 Absolutes:
a. Definition of quality - conformance

to requirements
b. Quality system - prevention
c. Quality standard - zero defects
d. Measurement of quality - price of

non-conformance
4. TOTAL QUALITY MANAGEMENT

Crosby's 14 Steps for Quality

Improvement:
a. Management Commitment
b. Quality Improvement Team
c. Measurement
d. Cost of Quality
e. Quality Awareness
f. Corrective Action
g. Zero Defects
4. TOTAL QUALITY MANAGEMENT

Crosby's 14 Steps for Quality

Improvement:
h. Employee Education
i. Planning and Zero-Defects Day
j. Goal Setting
k. Error-cause removal
l. Recognition
m. Quality councils
n. Do it all over again
4. TOTAL QUALITY MANAGEMENT
EVOLUTION
OF TQM THINKING
1. FOCUS ON CUSTOMERS
Who are my customers?
What are their needs?
What is my product or service?
What are my customers' measures or

expectations?
What is my process for meeting their

needs?
Does my product or service meet these

needs?
What actions are needed to improve?
2. CONTINUOUS IMPROVEMENT
7 Quality Control Steps
a. Select a goal
b. Collect and analyze data
c. Analyze causes
d. Plan and implement solutions
e. Evaluate effects
f. Standardize the solution
g. Reflect on process
3. TOTAL PARTICIPATION
Workers can greatly improve the

system.
What do workers want?
Clear, challenging, and reachable goals
Outcome responsibility
Information on the corporate goals
Participation in decisions
Salary
Job Security
Interesting work
Self-development
4. SOCIETAL NETWORKING
TQM assumes that the company also

positively interacts with the society:


National organizations
Training
Knowledge Dissemination
Promotional activities
National Standard Certifications
Development of new methods
SUMMARY & TAKEAWAY
REFERENCES
J. Dahlgaard, K. Kristensen, G. Kanji,

Fundamentals of Total Quality Management,

Taylor & Francis, 2002


J. Oakland, Total Quality Management and

Operational Excellence: Text with Cases,

Routledge, 2014
Ph. Smans, G. Ver Elst, Qualite Assuree, VIF

Editions, 1994
S. Shiba, A. Graham, D. Walden, A New

American TQM, Productivity Press, Portland,

Or, 1993

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