History And Origin Of Quality Control

However, if the cost of “perfection” is so expensive that the company cannot be profitable, it is not realistic to spend too much on a zero defect mindset. Instead the company must first identify what an acceptable percentage of defects is and where the defect could have been prevented. Then the company can further quantify which cost of quality is presenting the greatest risk and put procedures and policies in place in an attempt to minimize defects. Since prevention costs many times are considered the least expensive and can have the biggest affect on non-conforming products most companies will focus its initial and largest efforts into prevention. The next initiative would be appraisal and last would be identifying

For Andrei Octavian PARASCHIVESCU and Florin Mihai CAPRIOARA, organizations that desire to implement a strategic quality management approach should consider both the strategic dimension of quality and the management strategy (2014, p 19). In fact, both writers stipulate ”Quality Management” aims to advance quality to meet patron’s requirements by controlling processes (Paraschivescu & Caprioara, 2014, p 21). Likewise, their ideas confirm that the production approach demands a strict input from workers. In doing so, quality improvement teams can measure and spot

Deming, on the other hand, had a system he established using a fourteen point formula which recognized the purpose toward improvement, leadership, and training, as well as taking actions to ensure a successful process improvement.

With globalization there are barriers to overcome, those being primarily communication and ideals. Quality production requires a careful at tentative eye from production workers, at all levels, as well as a system of checks and balances with quality assurance auditors.

As employees of an organization we are required to ensure the welfare of the same at all times. Sometimes we see and analyze certain processes carried out and it is understood that there is any way in which these processes can be improved. It happens that we are not prepared to report that such changes are needed for reasons that are varied. There are positions in companies that are responsible for ensuring that all processes, products and services offered comply fully with the expectations of customers. The so-called "quality controls" are the order of the day in different industries thus minimizing the losses that come when we could make a claim for defective product or service. The following provides an example of

The Purpose of this research paper is to become informed and aware of the safety requirements of x -ray equipment there is, to protect the safety of the public and imaging professional’s by improving the technical aspect of radiology technology.

The evolution of quality management first evolved through the works of six philosophers; Shewhart (1924), Feigenbaum (1951), Crosby (1979), Ishikawa (1972), Deming (1982), and Juran (1986). Shewhart was most known for his invention the control chart. Feigenbaum is known for having introduced the concept of total quality control. Ishikawa best known for associating quality circles as a way to achieve continuous improvement and using cause and effect diagrams to solve problems. Crosby is known for defining the 14 steps for quality improvement and introducing the plan-do-check-action cycle. Juran is best known for identifying the three basic functions of the quality management process: quality planning, quality control, and quality improvement.

Also, monitoring the quality of the product during and after the production phase. This area ensures the customer receives the product needed with no faults and is in compliance to the purchase order specifications. In addition, controlling its compliance until the customer accepts the order (Patterson, 1983). “It is ultimately monitored in the field with the contractors strictly adhering to installation specifications and the testing/inspection methods that are in effect as one of the controls in the project” (Patterson, 1983). An example of Quality Control is when an inspector inspects stitching in garment as it comes through the production line. If the stitching is not quality stitching then it is taken off the production line. Subsequently, the defective garment will not be sold to retailers as garment in compliance with their

SOC gave employees the chance to measure quality and make recommendations for changes essential for quality improvement. It was one of the most important key issues in improving the quality level of production and take precautions on time against quality problems.

Dr. W. Edward Deming is best known for reminding management that most problems are systemic and that it is management's responsibility to improve the systems so that workers (management and non-management) can do their jobs more effectively. Deming argued that higher quality leads to higher productivity, which, in turn, leads to long-term competitive strength. The theory is that improvements in quality lead to lower costs and higher productivity because they result in less rework, fewer mistakes, fewer delays, and better use of time and materials. With better quality and lower prices, a firm can achieve a greater market share and thus stay in business, providing more and more jobs.

The system of quality is prevention: This is why management must take the concept of prevention very seriously because it reduces defects and it lowers cost. This absolute state that appraisal, checking and inspection is an expensive and unreliable way of getting quality. Prevention can be achieved if during production process opportunities for error are identified. Prevention can also be achieved using statistical quality control method. Crosby (1995).

Our company should make sure that manufacturers deliver products with the highest design specification, in order to be order-winner quality conformance, by delivering products with no defects (Hill and Hill, 2012). Furthermore, improvements in quality lead to a decrease in cost for the company. According to (Evans, 1997) higher quality products lead to a decrease in costs for the company through higher productivity: ‘improvements in quality leads to lower cost because of less re-work, fewer mistakes, fewer delays and snags’ (Evans 1997, P.55).

One of the foremost and well known philosophers of Total Quality Management is W. E. Deming. Deming attended Yale University and received his PhD in Physics in 1928 and was a well trained statistician. In 1950 he was invited to Japan by the Union of Japanese Scientists and Engineers (JUSE), where he preformed several lectures for executive, managers and researchers. This was a difficult time for Japan, the war had just ended and the county was struggling to keep its ' people employed. Through Deming 's training, flailing Japanese industry was able to compete on a global level and became one of the countries best known for quality products. Deming is credited with establishing the axiom, "work smarter, not harder." His teachings promoted

Even though Deming, Juran, and Crosby all have similarities between their key principles in quality management there are several aspects that are different to the approaches. They all recognize the importance of measurement to improve quality; however, the level of importance each emphasizes is different. Crosby and Juran view the cost of quality as the focus of measurement whereas Deming does not use the cost of quality as a focus (Suarez, 1992, p.18). To Deming, meeting the customers’ needs and expectations about a product or service is of higher importance to quality. He also considers unknown costs such as the impact of lost customers to be more significant than visible costs (Suarez, 1992, p.18).

Implementation of excellent quality comes with a cost. The company must decide if it is really worth compromising the quality for revenue. If the quality costs exceeds the expected revenue of the company then the company must abandon implementing quality control mechanism. If otherwise, the quality would contribute to the product value and hence the revenue.