This document discusses the history and evolution of quality management. It covers topics like total quality management, quality approaches during different time periods like the Industrial Revolution and post-WWII, key quality thinkers and their contributions, and quality tools like statistical process control, the balanced scorecard, and failure mode and effect analysis. Stakeholders are also discussed as groups that have interest in an organization's performance. Quality is positioned as important for product performance, customer satisfaction, and business processes.
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lectures notes on total quality management for 3rd year college students
This document discusses the history and evolution of quality management. It covers topics like total quality management, quality approaches during different time periods like the Industrial Revolution and post-WWII, key quality thinkers and their contributions, and quality tools like statistical process control, the balanced scorecard, and failure mode and effect analysis. Stakeholders are also discussed as groups that have interest in an organization's performance. Quality is positioned as important for product performance, customer satisfaction, and business processes.
This document discusses the history and evolution of quality management. It covers topics like total quality management, quality approaches during different time periods like the Industrial Revolution and post-WWII, key quality thinkers and their contributions, and quality tools like statistical process control, the balanced scorecard, and failure mode and effect analysis. Stakeholders are also discussed as groups that have interest in an organization's performance. Quality is positioned as important for product performance, customer satisfaction, and business processes.
TOTAL QUALITY MANAGEMENT - Demographic growth and the rise of the
middle class, easier access to consumer
Quality credit, mass consumption - Degree of excellence in a product or activity - Competitive levers were related to how - “Conformity” and “Specification” cheap and how fast products could reach - Refers to product performance, customer yet unserved consumers. satisfaction, or the way you do your daily The 1960s: Different Markets and Different activities Approaches Product quality in its two dimensions The rapid economic expansion of the early At the center: post-war years largely reflected a process of “catch-up growth,” that is, reconstruction, - Quality of the idea (prototype or design) industry reconversion, and war-time - Quality of the technical realization technology deployment. Once these early (conformance) opportunities were exhausted, new avenues Around it: in terms of innovation and efficiency needed to be pursued. - Process quality in terms of: However, quality was not seen as a mean ➢ Effectiveness (Quality of the result) to fuel this growth. As far as the domestic ➢ Efficiency (Time/Cost minimization) market is concerned, for many consumer products, for example, in the rapid Outer circle: developing high-tech electronics sector, - Embraces all previous dimensions of quality demand was still exceeding supply. - Represents the company’s and its product’s Companies were operating under limited impact competitive pressures, as pre-existing corporations were merging into larger, more Approaching Quality in History: influential conglomerates. Quality at Time of the Industrial Revolution The Development of the Western Quality - Changed dramatically with the advent of Movement Since the Early 1980s mechanization. - The Reagan Era began with the goal of - Between the end of the eighteenth century reaffirming American superiority in and beginning of the nineteenth century, international relations by rolling back the steam power and the development of influence of the Soviet Union and economic machine tools impacted the first cluster growth, requalifying the US as a leading of industries, mostly raw materials and high-quality producer against the semi-finished products including textiles Japanese stronghold and the emerging and iron making. export-oriented Four Asian Tigers - Second industrial revolution or mass (Hongkong, Singapore, South Korea, and production, electrification was Taiwan). introduced. Implementation of the moving - The American business community was assembly line by Henry Ford in 1913 and (re)discovering the work of several the conceptualization of scientific "quality gurus"—Deming, Juran, management by Frederick W. Taylor (1911). Feigenbaum, and Crosby, as well as From Inspection to Control: Quality after WWII Japanese experts like Ishikawa and Imai— who influenced the Japanese evolution as - Marked by an unprecedented speed of quality was making headlines. economic recovery. - Many consulting firms entered the debate, - “boom” “miracle” “golden age” each advertising their "unique" approach, as - Demand and productivity were steadily excitement grew. Europe and Australia have increasing similar developments. Total quality management (TQM) encompasses this - The state, intended as a set of local and phase's numerous concepts and ideas. national government bodies, is not directly - Middle management was responsible for involved in the business, but defines quality, while CEOs, who could act more conditions and areas under which the dramatically, were not. Additionally, production processes may take place several cultural and context-related TQM TOOLS components of the Japanese approach are difficult to imitate. This necessitated ~ STATISTICAL TOOLS FOR QUALITY corporate leaders' participation. MANAGEMENT~ - Statistics provides various techniques and Quality at the Turn of the Millennium: A tools to support quality management and Polarization of Perspectives: production processes analysis (e.g., for The most important legacy of the 1990s in monitoring efficiency levels and terms of quality management is the lessons improvements obtained). learnt from when it failed: once quality - These techniques allow to highlight the goes beyond a purely technical domain most important aspects of the data (as in QI or QC), there is no universal available and to reach quantitative recipe for success. conclusions from (large) sets of data. At the turn of the millennium, many - It is worth to use language and methods of believed that quality was a “fallen star”. probability to deal with uncertainty. Alongside many successful companies Descriptive Statistics having adopted TQM models/ISO 9000 standards, a significant number of - Used to describe data. managers were increasingly Inferential Statistics disappointed by the returns of the time and resources invested to implement them. - Methods used to get information about a The lack of success was probably not due population from a sample. to major flaws in the concept, but rather to The Balanced Scorecard the way it had been introduced and used by organizations: ISO 9000 as if a certificate - Most renowned and most used by industries alone could change the way a company was of all sections operating, TQM as some tools and practices - Designed by Robert Kaplan and David with a one-off application. Norton in 1992, the BSC was initially The Concept of Stakeholder conceived as a tool for measuring business performance; however, today it - Literally means “carrier” or “holder” of is recognized as a comprehensive system interest for the management of a company - Group of people who have an interest in the - The BSC, in 1997, was already considered performance or success of the organization one of the most influential management - They may contribute to both strategic tools of the 20th century management and business tactics - Apple Computer, Chrysler, Mobil NAM & R, - Employees are one of the primary assets Nike and Pepsi implemented the BSC because of their involvement in business - This approached surpassed traditional processes and their sharing of the most evaluations based predominantly on relevant choices economic and financial indicators - Suppliers represent another primary asset of the production system as they supplement or complement the basic know-how of the company, providing factors of production, knowledge, and innovation met the customer’s needs and expectations. - Customer satisfaction thus represents the subjective and time-evolving customer opinion on the performance offered by suppliers Failure Mode and Effect Analysis (FMEA) - Used to identify and prevent various problems related to systems, designs, and processes - The main purpose of the technique is to increase the level of service offered to Quality Function Deployment (QFD) the customer, eliminate or reduce costs linked to malfunctions, increase safety, - A methodology that allows to bring and enhance corporate image through a customer’s wants inside the company detailed and stable quality management and and to make sure that they are taken into monitoring system. account from the earliest stages of design - The first application of FMEA dates back to - Minimizes the risk that products or services 1949; the instrument was used in the United returning to customers be far from their States in a military project to assess the needs, because of the steps that the Voice effects of possible failures. of the Customer undergoes within the “circle of corporate communications.” Lean Management - Promotes company integration through - This means creating a mindset and modus the collaboration of all staff under the operandi such that everything, which does company-wide quality control not add value, is eliminated. Professor Yoji Akao (1974) – founding father of - A management philosophy summarized in QFD who lead a research committee whose “more value for less work,” which finds its objective is the development and dissemination of origin in the Toyota production system. what will become the methodology known today Six Sigma Benchmarking - The six-sigma methodology presents some - Benchmarking emerges as a structured limitations which need to be considered comparison, based on the continuous when choosing this approach to implement research and application of the most a quality improvement project advanced methodologies, aimed at The Six Sigma Supporting Structure achieving superior competitive results. - Benchmarking is identified as the set of ➢ Leader - someone at the top of the observation and comparison activities company who has the task of between benchmark and current identifying areas for improvement practices and/or performances undertaken and articulating them into operational by organizations to encourage projects; also, should coordinate and improvements. integrate various projects and superintend through monthly evaluations Customer Satisfaction Analyses and meetings. - Customer satisfaction is defined in literature ➢ Champion - is a senior executive and in many different ways. ISO 9000:2000 has the role of project development describes it as the customer’s opinion of manager, he/she must provide strategic the degree to which a transaction has lines to improvement groups of his/her own area and ensure coordination between groups and the leader Process Mapping and Indicators During the process of standardization, it has to be guaranteed: - The process approach is one of the main innovations introduced by ISO 9001:2000 Transparency, clarifying the fundamental and further emphasized by ISO 9001:2015. stages which concern the approval process The change compared to ISO 9001:1994 is of a standard project; significant and marks the transition from Democracy, allowing all the interested product control to process management. actors to take part to the pro-cess; - Offers a comprehensive vision of the Mutual consent, through the approval of activities within the company: it looks at the the standard text by those who contributed final results that the company wants to to write it. achieve from a single process, combining the individual requirements. ISO 14001 - Pursues an “overall” optimization of ISO 14001 standard has become the main business performances reference in the field of corporate - A procedure consists of a sequence of environmental management. ISO 14001 is stages, each potentially comprising a series the standard developed by the International of activities, which in turn may be broken Organization for Standardization (ISO) to down into sequences of actions. The goal of describe the requirements for a a procedure is thus to illustrate the certifiable Environmental Management arrangement of the actions that different System (EMS) and to encourage its actors should carry out. implementation.
ISO 9000 Quality Standards ISO 14001: Environmental Management
Systems - The first quality standards were developed in the military sector at the end of - An EMS is a part of the management the 1950s. system of a company, and its purpose is to - The International Organization for improve the environmental performance Standardization (ISO) undertook a program and the processes of the organization. of rationalization, unification, and - It includes activities, practices, procedures, harmonization, concluded in 1987 with and resources to maintain and improve the publication of the ISO 9000 standards. environmental policy of a company. - Before analyzing the ISO 9000 standards it ISO 45001 is useful to clarify what the “standard” term means and to define the actors and the - ISO 45001:2018 “Occupational health and phases which take part in a standardizing safety management systems – process. A standard is a document that Requirements with guidance for use” includes guidelines or rules concerning specifies the requirements that an OHSMS specific activities, developed by a must own to allow an organization to recognized institution with the aim of effectively control its own risks and reaching the best possible practice opportunities within this scope. regarding the execution activities. ISO 45001: Certification of the OHSMS The main goals of standards are: - The certification of the safety management Convey information through a clear and system is issued by a certification body univocal mean between all parts interested; following a series of checks carried out at Improve the general economy of the premises of the organization to be production systems, rationalizing the certified. operations, unifying processes, and defining - The meaning of accreditation is, as the word control processes; itself indicates, to make the issued Preserve human and environmental safety certificate truthful and validate it by making and security. it internationally effective. The certification process is divided into the following phases (PICS): - Preliminary audit - Initial audit - Certification audit - Surveillance audit ISO/IEC 27001 - ISO/IEC 27001: An IntroductionISO/IEC 27001 is a voluntary, international, and certifiable standard defining the requirements needed to set up, implement, and manage an Information Security Management System – ISMS including many aspects on: ➢ Logical security – preserve integrity and confidentiality of digital information ➢ Physical security – solutions whose purpose is to prevent unauthorized access to physical location ➢ Organizational security – roles, duties, and responsibilities for defining company security policies and procedures - An ISMS is part of a global management system based on risk approach, with the aim of setting up, implementing, operating, monitoring, re-examining, maintaining, and improving information security. SA 8000 - An international certification standard aiming to ensure specific aspects of business management related to corporate social responsibility (CSR). - A distinctive element of SA 8000 lies in its promoting proactive attitudes: those seeking certification should not simply attain to verifying compliance with the standards, but must define plans aimed at anticipating and thus discouraging those situations