into one. Taylor's scientific management did away with this by making planning the job of management and production the job of labor. To keep quality from falling through the cracks, it was necessary to create a separate quality depart- ment. Such departments had shaky beginnings, and just who was responsible for quality became a clouded issue. As the volume and complexity of manufacturing grew, quality became an increasingly difficult issue. Volume and complexity together gave birth to quality engineering in the 1920s and reliability engineering in the 1950s. Quality engi- neering, in turn, resulted in the use of statistical methods in the control of quality, which eventually led to the concepts of control charts and statistical process control, which are now fundamental aspects of the total quality approach. Reliability engineering emerged in the 1950s. It began a trend toward moving quality control away from the traditional after-the-fact approach and toward inserting it throughout the design and production processes. However, for the most part, quality control in the 1950s and 1960s involved inspections that resulted in nothing more than cutting out bad parts. World War II had an impact on quality that is still being felt. In general, the effect was negative for the United
into one. Taylor's scientific management did away with this by making planning the job of management and production the job of labor. To keep quality from falling through the cracks, it was necessary to create a separate quality depart- ment. Such departments had shaky beginnings, and just who was responsible for quality became a clouded issue. As the volume and complexity of manufacturing grew, quality became an increasingly difficult issue. Volume and complexity together gave birth to quality engineering in the 1920s and reliability engineering in the 1950s. Quality engi- neering, in turn, resulted in the use of statistical methods in the control of quality, which eventually led to the concepts of control charts and statistical process control, which are now fundamental aspects of the total quality approach. Reliability engineering emerged in the 1950s. It began a trend toward moving quality control away from the traditional after-the-fact approach and toward inserting it throughout the design and production processes. However, for the most part, quality control in the 1950s and 1960s involved inspections that resulted in nothing more than cutting out bad parts. World War II had an impact on quality that is still being felt. In general, the effect was negative for the United
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Quality engineering question
Please read the pages and make a short and clear summary of them with your own words please. Mention only the necessary important parts
Also, you will put your comments and ideas about the topic briefly
It is what you understand
You must prepare neat the summary
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2nd picture is a continuation of the first one
Transcribed Image Text:into one. Taylor's scientific management did away with this
by making planning the job of management and production
the job of labor. To keep quality from falling through the
cracks, it was necessary to create a separate quality depart-
ment. Such departments had shaky beginnings, and just who
was responsible for quality became a clouded issue.
As the volume and complexity of manufacturing grew,
quality became an increasingly difficult issue. Volume and
complexity together gave birth to quality engineering in the
1920s and reliability engineering in the 1950s. Quality engi-
neering, in turn, resulted in the use of statistical methods in
the control of quality, which eventually led to the concepts
of control charts and statistical process control, which are now
fundamental aspects of the total quality approach.
Reliability engineering emerged in the 1950s. It began a
trend toward moving quality control away from the traditional
after-the-fact approach and toward inserting it throughout the
design and production processes. However, for the most part,
quality control in the 1950s and 1960s involved inspections
that resulted in nothing more than cutting out bad parts.
World War II had an impact on quality that is still
being felt. In general, the effect was negative for the United
States and positive for Japan. Because of the urgency to
meet production schedules during the war, U.S. companies
focused more on meeting delivery dates than on quality.
This approach became a habit that carried over even after
the war.
Japanese companies, on the other hand, were forced to
learn to compete with the rest of the world in the produc-
tion of nonmilitary goods. At first, their attempts were un-
successful, and "Made in Japan" remained synonymous with
poor quality, as it had been before World War II. Around
1950, however, Japan decided to get serious about quality
and establishing ways to produce quality products.
Japanese manufacturers overcame a reputation for pro-
ducing cheap, shabby products and developed a reputation
as world leaders in the production of quality products. More
than any other single factor, it was the Japanese miracle-
which was not a miracle at all but the result of a concerted
effort that took 20 years to really bear fruit-that got the rest
of the world to focus on quality. When Western companies
finally realized that quality was the key factor in global com-
petition, they responded. Unfortunately, their first responses
were the opposite of what was needed.
In spite of these early negative reactions, Western com-
panies began to realize that the key to competing in the global
marketplace was to improve quality. With this realization, the
total quality movement finally began to gain momentum.
Transcribed Image Text:ment is the separation of planning and execution A ge-
THE TOTAL QUALITY
APPROACH DEFINED
Just as there are different definitions of quality, there are dif-
ferent definitions of total quality. The authors define total
quality as follows:
CHAPTER ONE The Total Quality Approach to Quality Management
cannot survive, much less thrive, unless they outperform a time line that shows some of the major events in the evolution
the competition in proving superior value. And quality is an of the total quality movement since the days of Taylor. Taylor is
must be improved, continually and forever. What is con-
sidcred excellent today may be just mediocre tomorrow.
Consequently, "good enough" is never good enough.
Another way to understand total quality as a concept is
shown in ligure 1.2. Notice that the first part of the defi-
nition in Figure 1.2 explains the what of total quality: the
second part explains the how. In the case of total quality, the
how is important because it is what separates this approach
to doing business from all of the others.
The total in total quality indicates a concern for quality
in the broadest sense-what has come to be known as the
"Big Q" Big Q refers to quality of products, services, people,
processes, and environments. Correspondingly. "Little Q"
refers to a narrower concern that focuses on the quality of
one of these elements or individual quality criteria within
an individual element.
Customer
now known a "the father of scientific management"
The most fundamental aspect of scientific
ment is the separation of planning and execution. Although
the division of labor spawned tremendous leaps forward in
productivity, it virtually eliminated the old practice of one
highly skilled individual performing all the tasks required
to produce a quality product. In a sense, that individual was
CEO, production worker, and quality controller all rolled
essential ingredient in superior value (quality, cost, service).
The individual characteristics relating to total quality shown
in Figure 1.2 are explained later in this chapter.
Focus
The Historic Development of Total Quality
The total quality movement had its roots in the time and motion
studies conducted by Frederick Taylor in the 1920s. Table 1.1 is
TABLE 1.1 100 Years of Selected Historic Milestones in the Global Quality Movement
Measures
People
Processes
1908
1924
• Continual
improvement
• "Good enough" is
• Statistical proces • Quality is buit-in
control
Ford attains perfect
part interchangeability.
eliminating the need
for skilled craftsmen.
Time reg'd. for a Ford
complete a Ford Fitter's "Assembler to complete his
assigned task: 2.3 minutes
Shewhart identifies
Prior to 1906-1908
• Benchmarking
• Quality is expected,
not inspected
causes of process
variation as common
and special, and
develops the statistical
process control (SPC)
1931
never good encugh How Is Total Quality Different?
All autos assembled by
skiled craftsmen called
Fitters." Time req'd. to
Shewhart publishes
his book Economic
• Quality tools
• Employees are
empowered
What distinguishes the total quality approach from tra-
ditional ways of doing business can be found in how it is
achieved. The distinctive characteristics of total quality are
diese: strategically bascl, custuuer furus (isterual aud ea-
An casy way to grasp the concept of total quality is ternal), obsession with quality, use of the scientific approach
in decision making and problem solving, long-term com-
mitment, teamwork, continual process improvement, bot-
tom-up education and training, freedom through control,
unity of purpoer, and employre invnlvement and empow-
erment, all deliberately aimed at supporting the organiza-
tional strategy. The underlying concept that drives the need
for total quality is competitiveness. Although pride of prod-
uct (or acrvice) ia a philosophical driver of the total quality
concept-organizations that produce a product or provide a
service should want it to represent them in a way they can be
proud of-the practical driver is competitiveness. In today's
"processes" leg of the stool makes the point that processes globally competitive business environment, organizations
Contral of Quality of
Manutactured Products
FIGURE 1.1 Three-Legged Stool of Total Quality.
task was 8.56 hours
chart.
1906
1913
1927
1939
to consider the analogy of a three-legged stool, as shown
in Figure 1.1. The seat of the stool is customer focus. This
means with total quality the customer is in the "driver's
srat" as the primary arhiter of what is acceptahle in terme
of quality. Each of the three legs is a broad clement of the
total quality philosophy (ie., measures, people, and pro-
cesses). The "measures" leg of the stool makes the point that
quality can and must be measured. The "people" leg of the
stool makes the point that quality cannot be inspected into
a product or service. Rather, it must be built in by people
who are empowered to do their jobs the right way. The
Cadilac achieves
perfect interchan-
geability of parts.
Ford introduces the
moving assembly line,
reducing the Assembler's of his ideas to management.
task time to 19 minutes
Deming meets Shewhart,
and sees the relevance
Start of World War I
1941
1946
1950
1960s & 1970s
Deming teaches SPC
to American wartime
production workers.
SPC widely used.
Eiji Toyoda & Taichi
as pent-up demand for Ohno start developmenit of from Western manufacturers.
SPC fades in America
Japan captures market share
manufactured goods the Toyota Production System
seerns boundless.
U.S. loses some market
segments completely.
(TPS). Continues to this date.
1945
1950
1954
1980
End of World War I
NBC Airs TV documentary,
Japancse enginocra, managers, monagoment courses Japan Con, Why Can't We
Brings attertion to Japanese
success with quality and to
Deming. American industry
begins to learn from Japan
Deming trains hundreds of
Juran conducts quality
executives, and scholars in
SPC and quality concepts.
in Japan.
What It Is
Total quality is an approach to doing business that attempts to maximize the
competitiveness of an organization through the continual improvement of the quality
of its products, services, people, processes, and environments.
2010
TOM/Lean/Sx Sigma
generally acknowiedged
worldwide as the
How It ls Achieved
The total quality approach has the following characteristics.
• Strategically based
• Customer focus (internal and extermal)
• Obsession with quality
• Scientfic approach to decision making and problem solving
• Long-term commitment
• Tearmwork
• Continual improvement of people, pracesses, products, services, and environments
Education ond training
• Freedom through control
Unity of purpose
• Employee involvement and empowerment
• Peak performance as a top pricrity
1981
1985
1988
1993
Ford and GM invite
Deming to speak
to executives. Ford
listened better than GM. American organizations.
Beginning of adoption
of total quality
management by
U.S. Dept. of Defense
endorses TOM, causing
DoD contractors
to follow suit.
management system of
the twenty-first century, and are
taught in U.S. coleges practiced by organizations
across the planet.
TOM is widely
and universities
1982
1987
1990
2000
2020
Deming publishes
Quality, Productivity.
and Competibve
Posmon, ns phiosopny Motorola introduces Sa ed by the booK The
of management based Sigma as a more powerful Machine That Changed
on his "Fourteen Points.
U.S. Congress establishes "Lean Production" as ISO 9000, the International Global competitiveness
the Malcoim Baldrige a definition of the Toyota Standard for Quality, was makes total qualty a
National Quality Award. Production System is
rewritten to incorporate
TOM concepts
business imperative in
a maustraized
nations of the world.
FIGURE 1.2 Total Quality: What It Is and How It Is Achieved.
version of TOM.
the World
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