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History of the Quality Movement

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Presentation on theme: "History of the Quality Movement"— Presentation transcript:

1 History of the Quality Movement
Chapter 2 Achieving Quality Through Continual Improvement Claude W. Burrill / Johannes Ledolter Published by John Wiley & Sons, Inc., 1999 Prepared by Dr. Tomi Wahlström, University of Southern Colorado Chapter 2

2 History of Quality There are lessons to be learned from the experiences of the successful companies. The common factors are: Focusing on customer needs, upper management in charge of quality, training the entire hierarchy to manage for quality, and employee involvement - Joseph Juran, World War II and the Quality Movement Chapter 2

3 Modern Quality Management
Bell Laboratories was the birthplace of modern quality management Walter Shewhart: Process Oriented Quality Control Both Deming and Juran worked for Bell British Standards 600 established 1935 Chapter 2

4 World War II Large expansion in quality control activities
“One may even speculate that the second World War was won by quality control and by the utilization of modern statistics. Certain statistical methods researched and utilized by the allied powers were so effective that they were classified as military secrets until the surrender of Nazi Germany.” - Kaoru Ishikawa, What is Total Quality Control Chapter 2

5 The Postwar period ASQC was established at 1946
Changed name to ASQ at 1997 After war the attitude was that American manufacturers could sell whatever they produced, so who needed quality Joseph Juran deserves lot of credit: “It is important that top management be quality-minded. In the absence of sincere manifestation of interest at the top, little will happen” Chapter 2

6 The 1960’s Baby boomers with increased incomes were not interested in quality Only positive direction was the change of focus from the factory floor to the entire production process - Armand V. Feigenbaum, Total Quality Control: Engineering and Management No focus on people like Japanese Chapter 2

7 The 1970’s Troubled time for US manufacturers due to Japanese increased success Excuses: Japan depends of cheap labor, Japanese workers are exploited, there is something in their culture, Americans are lazy Motorola and Whirlpool were good examples of poor quality Chapter 2

8 The 1980’s Discovery of quality circles and Phil Crosby
Crosby’s book Quality is Free a huge success Ishikawa brought the Japanese way of quality to US through his book What is Total Quality Control Still, American managers still didn’t get the message Chapter 2

9 Total Quality Management
Concept emerged during the 80’s from a variety of different sources SEMATECH’s definition: TQM is a holistic business management methodology that aligns the activities of all employees in an organization with the common focus of customer satisfaction through continuous improvement of all activities, goods and services Chapter 2

10 Early TQM successes Nashua Xerox Motorola Intel Dayton-Hudson Corning
Hewlett-Packard Chapter 2

11 The 1990’s First clear signs of the payoffs of TQM finally emerged
Small number of US companies raised the quality in a world class level However, there were also problems Hubble Space Telescope “The Seal of the Navel Academy is hereunto affixed” - US Naval Academy diplomas Chapter 2

12 World Trade Growing importance of the world trade caused need for world wide quality standards and accelerated unification of Europe and development of third world countries ISO 9000 standards were developed Chapter 2

13 Five American Quality Leaders
Shewhart Deming Juran Feigenbaum Crosby Chapter 2

14 Questions? Chapter 2

15 Copyright© 1999 John Wiley & Sons Inc. All rights reserved.
Reproduction or translation of this work beyond that permitted in section 117 of the United States Copyright Act without the express written permission of the copyright owner is unlawful. Request for further information should be addressed to the permission department, John Wiley & Sons, Inc. The purchaser may make back-up copies for his/her own use only and not for distribution or resale. The Publisher assumes no responsibility for errors, omissions, or damages, caused by the use of these programs or from the use of the information contained herein. Chapter 2

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