Evolution of Quality Systems

Early Stages (19th Century - 1930)

Initially, quality was intrinsically linked to the craftsman. During the Industrial Revolution, artisans evaluated their own work. This era marked a shift from manual to mechanized production.

1912: Taylorism

Frederick Wilson Taylor introduced his system of scientific management, aiming for maximum efficiency in machines, tools, and labor. This involved task planning, division, and incentive-based compensation to boost worker engagement. Taylor's system separated planning and execution: workers executed, while management planned, directed, and organized. This optimization of resources reduced costs.

Fordism

Henry Ford's assembly line production system further divided labor, leading to increased specialization and the rise of a middle class. This reduced costs and allowed for higher production at lower selling prices.

These inspection-based systems led to the development of sampling techniques focused on buyer and supplier risks and acceptable quality levels. Quality control departments emerged, tasked with detecting and removing defective products.

Statistical Quality Control (1930-1949)

World War II spurred mass production and the development of statistical methods. Walter Shewhart pioneered the use of control charts to measure and improve production stability.

Alongside Shewhart, Edward Deming and Joseph Juran made significant contributions. Kaoru Ishikawa introduced quality tools like the cause-and-effect diagram (fishbone diagram).

Total Quality Management (1950-1979)

Deming's PDCA (Plan-Do-Check-Act) cycle, building on Shewhart's work, provided a framework applicable to all processes. This era saw influential books by Armand Feigenbaum, Juran, and Ishikawa. The focus shifted from mere inspection to controlling all process factors.

The emphasis transitioned from maximizing production for sales to producing higher quality products. The 1970s saw Philip Crosby's"Zero Defect" concept and the first quality management program.

Strategic Quality Management (1980s Onward)

This era prioritized continuous process improvement and understanding customer needs and expectations.

Total Customer Service (1990s - Present)

The distinction between product and service blurred, leading to the concept of Total Customer Value. The European Foundation for Quality Management (EFQM) model, based on Total Quality Management, gained prominence.

Objectives of Quality Management

• Satisfy customer expectations (both external and internal customers)
• Minimize costs through process efficiency and resource optimization