Presented by: Sushant Kumar

Quality

is excellence that is better than a minimum standard.

It is conformance to standards and fitness of purpose ISO 9000:2000 definition of quality-It is the degree to which a set of inherent characteristics fulfills requirements. Quality is fitness for use of the product Joseph Juran.

The quality movement can trace its roots back to medieval Europe, where craftsmen began organizing into unions called guilds in the late 13th century Before Industrial Revolution, skilled craftsmen served both as manufacturers and inspectors, building quality into their products through their considerable pride in their workmanship.

Until the early 19th century, manufacturing in the industrialized world tended to follow this craftsmanship model. The factory system, with its emphasis on product inspection, started in Great Britain in the mid-1750s and grew into the Industrial Revolution in the early 1800s. In the early 20th century, manufacturers began to include quality processes in quality practices.

After the United States entered World War II, quality became a critical component of the war effort: Bullets manufactured in one state, for example, had to work consistently in rifles made in another. The armed forces initially inspected virtually every unit of product; then to simplify and speed up this process without compromising safety, the military began to use sampling techniques for inspection, aided by the publication of militaryspecification standards and training courses

The birth of total quality in the United States came as a direct response to the quality revolution in Japan following World War II. The Japanese welcomed the input of Americans Joseph M. Juran and W. Edwards Deming and rather than concentrating on inspection, focused on improving all organizational processes through the people who used them.

By the 1970s, U.S. industrial sectors such as automobiles and electronics had been broadsided by Japans high-quality competition. The U.S. response, emphasizing not only statistics but approaches that embraced the entire organization, became known as total quality management (TQM)

During the early days of manufacturing, an operatives work was inspected and a decision made whether to accept or reject it. As businesses became larger, so too did this role, and full time inspection jobs were created.

Accompanying the creation of inspection functions, other problems arose: More technical problems occurred, requiring specialized skills, often not possessed by production workers. The inspectors lacked training Inspectors were ordered to accept defective goods, to increase output Skilled workers were promoted into other roles, leaving less skilled workers to perform the operational jobs, such as manufacturing

These changes led to the birth of the separate inspection department with a chief inspector, reporting to either the person in charge of manufacturing or the works manager. With the creation of this new department, there came new services and issues, e.g. standards, training, recording of data and the accuracy of measuring equipment.

It became clear that the responsibilities of the chief inspector were more than just product acceptance, and a need to address defect prevention emerged. Hence the quality control department evolved, in charge of which was a quality control manager, with responsibility for the inspection services and quality control engineering.

 1920:- statistical theory began to be applied effectively to

quality control. 1924:- Shewhart made the first sketch of a modern control chart. His work was later developed by Deming and the early work of Shewhart, Deming, Dodge and Romig constitutes much of what today comprises the theory of statistical process control (SPC).

late 1940s :- Japans industrial system was virtually destroyed, and it had a reputation for cheap imitation products and an illiterate workforce. The Japanese recognised these problems and set about solving them with the help of some notable quality gurus Juran, Deming and Feigenbaum.

Early 1950s:- quality management practices developed rapidly in Japanese plants, and become a major theme in Japanese management philosophy. 1960:- quality control and management had become a national preoccupation of Japan. Late 1960s/early 1970s:- Japans imports into the USA and Europe increased significantly, due to its cheaper, higher quality products, compared to the Western counterparts.

In 1969 the first international conference on quality control, sponsored by Japan, America and Europe, was held in Tokyo. In a paper given by Feigenbaum, the term total quality was used for the first time, and referred to wider issues such as planning, organisation and management responsibility. Ishikawa gave a paper explaining how total quality control in Japan was different, it meaning company wide quality control, and describing how all employees, from top management to the workers, must study and participate in quality control. Company wide quality management was common in Japanese companies by the late 1970s.

The quality revolution in the West was slow to follow, and did not begin until the early 1980s, when companies introduced their own quality programmes and initiatives to counter the Japanese success. Total quality management (TQM) became the centre of these drives in most cases. In a Department of Trade & Industry publication in 1982 it was stated that Britains world trade share was declining and this was having a dramatic effect on the standard of living in the country.

1979 :- The British Standard (BS) 5750 for quality systems had been published. 1983:- the National Quality Campaign was launched, using BS5750 as its main theme. The aim was to bring to the attention of industry the importance of quality for competitiveness and survival in the world market place.

Since then the International Standardization Organization (ISO) 9000 has become the internationally recognized standard for quality management systems. It comprises a number of standards that specify the requirements for the documentation, implementation and maintenance of a quality system.

TQM is now part of a much wider concept that addresses overall organizational performance and recognizes the importance of processes. There is also extensive research evidence that demonstrates the benefits from the approach.

As we move into the 21st century, TQM has developed in many countries into holistic frameworks, aimed at helping organizations achieve excellent performance, particularly in customer and business results. In Europe, a widely adopted framework is the so-called Business Excellence or Excellence Model, promoted by the European Foundation for Quality Management (EFQM), and in the UK by the British Quality Foundation (BQF).

The concept of Six Sigma was pioneered by Motorola, an American electronic giant, in the early 1980s The concept of zero defects revolves around doing things right the first time and reducing the defects to zero Six Sigma is defined as the improvement or design/redesign of business processes to meet exactly customer requirements, to offer products, which are 100% compliant to the customerrelated specifications, produced at minimum costs. It uses six process standard deviations between the mean value of the process and the customers specification limit, resulting in no more than 3.4 defect parts per million (PPM) opportunities

Important Events In Evaluation Of Quality

1922- Inspection G.S.Redford 1931 Statistical quality control W.A.Shewhrai 1930s Acceptance Sampling Bell Laboratories 1950 Deming goes to Japan 1951 Cost of Quality Joseph Juran 1954 Juran goes to Japan 1956 TQC Arman Feignbars 1957 Reliability Engineering Department Of
Defence

Late 1950s - Loss Function Taguchi 1962 Quality Circle In Japan 1968 CWQC Ishikawa 1972 QFD Kobe Shipyard 1980 - Strategic Quality Management David
Garvin 1987 ISO 9000 put Quality Into a system 1993 Quality Operating System

 www.wikipedia.org www.businessballs.com/dtiresources/qu

ality_management_history.pdf