Quality Management: Theory and Application

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His experience in total quality program development and education spans a wide range of industries, including electronics, telecommunications, consumer electronics, data processing, and plastics. Mauch is an international lecturer on total quality management and he teaches courses in all aspects of quality assurance in seminars and at Triton College, Oakton Community College, and College of DuPage, in Northern Illinois. He also serves as an advisor on quality curriculum development at Triton College.

Book: Quality Management—Theory and Application

Stewart and Frank Straka St. CRC Press provides immediate access to information through myriad electronic products.

Productivity Press , a premier source of information and learning tools on organizational and continuous improvement, is part of CRC Press. Copyright on content held by Quality Digest or by individual authors. Contact Quality Digest for reprint information. This Week in Quality Digest Live. Inside Quality Digest Live for November 30, The quality characteristics of services are harder to define. These aspects will be exemplified in Chapter 5. In other words, the quality affects all aspects of the organization.

Interdependencies go beyond organizational boundaries, this influencing environmental quality both through processes and products manufactured, but also through the environmental resources used by the company. In quality management, quality is approached across the organization, taking into account the manufactured products and processes that quality depends on.

This is in fact the approach as a system. Approaching as a system means studying the issues in an integrative vision, starting from the overall objectives.

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In management, the approach of the organization as a system means to see the organization as a whole, considering it as a part of the external environment. Quality management refers to satisfying external requirements but also internal quality, which is focused on reducing losses, defects and errors within the activity of the organization. All these are associated to processes developed inside the organization. Achieving quality is an endless race. Big change rhythms characteristic for developed society oblige organizations to continuously adapt products, processes, structures, system of values to the new requirements.

It is what the customer gets out and is willing to pay for. Broadly interpreted, quality means quality of work, quality of service, quality of information, quality of process, quality of division, quality of people, including workers, engineers, managers, and executives, quality of system, quality of company, quality of objectives, etc. According to Juran, the contextual factors that brought a revolution in the field of quality management from middle of 20th century are the next: The evolution of quality approach is in relationship with the massive movement that is known as Scientific Management Popescu, The most important feature of the quality evolution is synthesized by Juran, who distinguished "Big Q" of "Little Q" to show the transition from product quality approach in terms of compliance with the specifications, to the application of quality concept at organization level.

The evolution of quality approach, shown schematically in Figure 1. C1 —Basic Notions on Quality 11 Social dimension of quality approach Integrated Quality Management Management Quality Assurance Quality Control Customer orientation Orientation to specific Product Product orientation and quality processes of different type orientation and defects prevention improvement of management system Year Scope: Defects Defects Customer satisfaction Satisfying all requirements identification prevention and waste reduction and regulation Figure 1.

The Evolution of Quality Approach Source: In the beginning was achieved the control of goods before delivery, then control was extended to the flow of product manufacturing and supply. Attention is paid to substantiate quality, starting with identifying requirements through marketing activities and establishing specifications and quality plans. There are also created structures and instruments that enable quality control, being promoted new models and concepts such as: In Japan, which since has focused its activities upon quality, there is an intense concern for training and involving people in quality assurance, through promotion of selfcontrol and participation in Quality Circles.

Quality was approached from the perspective of management, and quality systems were created to enable controlling and continuous quality improvement within the enterprise. There were developed international standards for quality systems ISO series , which favored the promotion of scientific methods of quality management in all areas of activity. Large losses caused by scraps, reshufflings, mistakes - characteristic of this approach - came to light only at the past mid-century, within increasing competition and difficulties of firms to sell their products.

It is the period in which is developing the relationship between organizations and market marketing activities , understanding that the existence of the company depends on customer satisfaction. Accordingly, the perception of quality has changed: Customer orientation is a distinctive feature of the stage generically named "Quality Assurance", to which other principles were added - staff involving, continuous improvement, leadership, etc.

Regarding the perception of quality, its evolution has been oriented to the shifting of interest from technical features to the economic, environmental, social aspects, meaning that there are taking into account not only the customers, but also other interested parties stakeholders.

Quality management

The evolution of quality approach is based on theoretical and practical work of specialists, the best known being: Deming, Juran, Feigenbaum, Ishikawa, and Crosby. Eduards Deming — Student of Shewhart, statistician, Deming was particularly concerned by the use of statistical methods in quality. Later, he developed a model to improve quality and productivity dedicated to company management, which Deming considered to be responsible for quality improvement. The idea that quality problems are not due to mistakes in execution, but mismanagement, was at the time of its enunciation a revelation for managers.

Deming offered to managers fourteen key principles for transforming business effectiveness. The fourteen interrelated principles points may be applied in any organization, either small or large, operating in the service industry as well as manufacturing. They are described below, as follows Mandru et al, The aim of leadership is to help people, machine and gadgets to do a better job.

Quality Management: Theory and Application

People must work as a team. Eliminate management by numbers, numerical goals. As Deming said, quality should be checked at each step of a process not by inspecting the product or service once it is completed. Juran - Juran defines quality as "fitness for use" and highlights that, to achieve quality, all aspects of the business have to be taken into account.

One of his outstanding contributions is defining management in terms of "quality trilogy", quality improvement being considered as a function of quality management, along with quality planning and quality control. Another important theory of Juran is related to quality improvement methods: Juran's formula for success is synthesized below: Feigenbaum - Feigenbaum is best known for introducing the concepts of "Total Quality Control" and "Quality Costs".

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His main contribution to the development of quality approach is the assertion that the entire organization should be involved in quality improvement, Feigenbaum being the first in the USA that succeed in the '50s, to extent the concern for quality beyond specialized departments, through operators involvement.

All instructor resources are now available on our Instructor Hub. The student resources previously accessed via GarlandScience. For Instructors Request Inspection Copy. In the past, when goods and services were simpler, measurement of quality was self-evident.

As business became more complicated, so too did the implementation of quality management and our ability to measure it. Ultimately, the practice of quality strayed from being a business practice to become much more of an engineering discipline producing plenty of data, but little actual improvement. Theory and Application , highly respected quality management specialist Peter Mauch shows you how to set up a Quality Management System QMS that will stay aligned with your business goals.

Using examples from actual situations that can be readily applied in any industrial situation, these pages will show you how to:. Plan for quality by setting objectives and metrics, and creating effective flexible blueprints, and procedures. Combining the technical aspects of quality engineering with successful business management practices, this book will teach you that quality is an ongoing practice, and that it must be implemented throughout an organization rather than stand as the responsibility of one department.

Ultimately, through this system, you will align individual departments to continuously maximize quality throughout your entire organization.

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