Review on the development of the theories and practices of Quality Management

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Review on the development of the theories and
practices of Quality Management
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Four phases

• Quality Inspection phase
• Statistical quality control phase
• Total quality control phase
• After TQM phase

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Quality Inspection phase

• Before World War II, what people knows about QM
  is the inspection of product quality.
• Who is responsible for quality inspection?
• Operator Small workshop was the major
  production model before the 20th century. The
  worker then was both the operator and inspector.
  Problem?

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Quality Inspection phase

• Foreman The Foreman system, which advances the
  division of labor between the operator and
  manager, was established at the beginning of the
  20th century by F. W. Taylor, the founder of
  scientific management. In that system, it is the
  foreman that inspects the product quality,
  leading to the separation of operation and
  inspection and the strengthened inspection
  function.

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Quality Inspection phase

• Inspector The concept of Division of Management
  gradually formed with the progress of technology
  and productivity. Then special quality inspection
  positions came into being. So the role of quality
  inspection transferred from the foreman to the
  special quality inspector. Whats more, the
  department of quality inspection was thereafter
  set up in some enterprises.

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Quality Inspection phase

• The development of QM from the operator to
  inspector has contributed greatly to the
  enhancement of product quality. However, some
  problems could not be solved in the quality
  inspection phase
• Inspection after the event -- hard to save the
  loss caused by quality problems no prevention
  and control in the manufacturing process
• Total inspection high cost for the mass
  production
• Destructive inspection contradiction between
  quality judgment and product reservation

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Statistical quality control phase

• For the weaknesses of quality inspection, more
  attention was paid to the application of the
  Mathematics Statistic.
• In the 1920s, there were two research groups in
  the American Bell Lab.
• -- Working Process control group headed by
  Dr. W. A. Shewhart the Quality Control Chart
  embodying the idea of preventing the defected
  product with control in advance Economic Control
  of Quality of Manufactured Product
• -- Product control group headed by Dr. H. F.
  Dodge the Sampling Inspection Table to address
  the problems of total and destructive inspection

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Statistical quality control phase

• In the 1920s, a series of quality control
  standards were issued in USA.
• AWSZ1.1-1941 Guidelines for quality control
• AWSZ1.2-1941 Control chart for data analysis
• AWSZ1.3-1942 Control chart for working process
  control
• With the advancement and application of the above
  standards, the QM had evolved into the phase of
  statistical quality control. And the spread of
  the statistical quality control methods brought
  much profit to the enterprises after World War
  II.

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Statistical quality control phase

• Since the 1940s, Dr. Deming, as the consultant of
  Japanese industry introduced the statistical
  quality control methods to Japanese enterprises.
• Japanese enterprises did a lot of efforts in
  popularizing the statistical quality control
  methods with advancing a set of simple and
  practical seven tools for quality control.
• The Deming Prize was established in 1951 by the
  Japanese Science and Technology Union to thank
  Demings contribution in reconstructing Japan
  after World War II.

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Statistical quality control phase

• It is big leap in the theories and practice of QM
  from the QI phase to SQC phase.. Not only the
  control after the event was changed to
  pre-control, but also the problems of total
  inspection and destructive inspection could be
  addresses well. Owing to too much emphasis on the
  role of statistics methods, however, people
  gained a misunderstanding that QM was actually
  statistics methods and QM was the job of
  statistician since statistics methods are so
  complex. Such misunderstanding restricted both
  the spread of statistics methods and the field of
  QM.

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Total quality control phase

• Since the 1960s, there are some social factors in
  forming the theory of TQC.
• -- Higher quality requirements for
  technology-intense products and the huge products
  in particular, such as rocket, airship, manmade
  planet.
• -- Concept change caused by social progress.
  Campaigns for consumer rights presented to the
  companies the problem of quality responsibility.
  Mar. 15th
• -- Some new theories such as system theory and
  behavior theory promoted QM
• -- More intense competition with focus on the
  delivery time and price

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Total quality control phase

• A. V. Feigenbaum, general quality manager of GE,
  and J. M. Juran, famous QM expert, advanced the
  concept of TQC in 1960s. Its big with impact on
  today.

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Total quality control phase

• TQC refers to an effective system which
  integrates the activities of developing,
  maintaining and improving quality of different
  departments in order to conduct market research,
  design, production and service at the most
  economical level while satisfying the customer
  requirements. (Total Quality Control, 1961)

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Total quality control phase

• TQC emphasize that
• It is not enough to implement QM only with
  inspection and statistic control and there must
  be a systematic organizational management
  involving various methods and tools to deal with
  quality problems.
• Quality is everybodys responsibility within the
  company.
• QM should be implemented through the whole
  process of forming and realizing quality to
  eliminate the roots of quality problems.
• QM should take into account the factors of price,
  delivery and service, not focusing obly on the
  functional quality of products.

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Total quality control phase

• In absorbing the concept of TQC, Japanese
  enterprises are very successful. They created the
  theory of Company wide QM based on combining the
  American TQC theory with their own practice.
  Since 1980s, TQC has received more attention and
  application in a lot of countries and further
  evolved into TQM with more focus on the
  management side.

Involvement of People
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After TQC phase

• ISO 9000 Family Standards
• -- the whole standards for QM issues by ISO
  (International Organization for Standardization.
• Background
• Social market economy
• Economic barriers in the international trade
  market access
• Legal laws and regulations to establish the
  quality assurance system
• Consumer consumer rights campaign all over the
  world
• Practical development of American standards of
  war industry in 1940s

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After TQC phase

• ISO 9000 Family has experienced three stages
• 1980s ISO 8402-1986 ISO 9000-1987 ISO
  9001-1987 ISO 9002-1987 ISO 9003-1987 ISO
  9004-1987
• 1990s ISO 90001994 ISO 90011994 ISO
  90021994 ISO 90031994 ISO 90041994
• 21st century
• -- ISO 9000QMS - Fundamentals and Vocabulary
• -- ISO 9001QMS - Requirements
• -- ISO 9004 QMS - Guidelines for Performance
  Improvements
• -- ISO 19011Guidelines for QMS EMS Audit

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Advantages of ISO 9000 Family Standards2000

• Enhanced generality
• Simplified structure
• Terse words easily understood
• With requirements of all the interested parties
  in mind
• Weakened demand in forming documents
• Combining the QMS with the management process of
  an organization
• Emphasis on continuous improvement in quality
  performance
• Focus on customer satisfaction
• Identical structure in ISO 9001 and ISO 9004
• More compatibility with the EMS and OHSMS

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Eight quality management principles

• Principle 1 Customer focus
• --Organizations depend on their customers and
  therefore should understand current and future
  customer needs, should meet customer requirements
  and strive to exceed customer expectations.

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Eight quality management principles

• Principle 2 Leadership
• --Leaders establish unity of purpose and
  direction of the organization. They should create
  and maintain the internal environment in which
  people can become fully involved in achieving the
  organization's objectives.

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Eight quality management principles

• Principle 3 Involvement of people
• --People at all levels are the essence of an
  organization and their full involvement enables
  their abilities to be used for the organization's
  benefit.

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Eight quality management principles

• Principle 4 Process approach
• --A desired result is achieved more efficiently
  when activities and related resources are managed
  as a process.

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Eight quality management principles

• Principle 5 System approach to management
• --Identifying, understanding and managing
  interrelated processes as a system contributes to
  the organization's effectiveness and efficiency
  in achieving its objectives.

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Eight quality management principles

• Principle 6 Continual improvement
• --Continual improvement of the organization's
  overall performance should be a permanent
  objective of the organization.

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Eight quality management principles

• Principle 7 Factual approach to decision making
• --Effective decisions are based on the analysis
  of data and information.

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Eight quality management principles

• Principle 8 Mutually beneficial supplier
  relationships
• --An organization and its suppliers are
  interdependent and a mutually beneficial
  relationship enhances the ability of both to
  create value.