Quality Function and Models Notes 2

Ancient Civilizations (~2000 BCE - 1400s CE)
- Early quality control observed in:
- Egyptian pyramids
- Greek and Roman construction
- Medieval guilds
Industrial Revolution (1700s - 1800s)
- Introduction of mass production.
- Transition from craftsmen to factories; inconsistent quality control.
Scientific Management (Early 1900s)
- Frederick Taylor's time and motion studies aimed at improving efficiency and error reduction.
Statistical Process Control (1920s - 1930s)
- Development of SPC charts by Walter Shewhart, marking the start of modern quality control practices.
World War II (1940s)
- Emphasis on quality inspection and statistical methods for military production standards improvement.
Deming & Juran Influence (1950s - 1960s)
- Introduction of U.S. quality concepts to Japan; led to Japanese manufacturing excellence.
Total Quality Management (TQM) (1970s - 1980s)
- Shift from inspection to prevention, with TQM principles gaining traction in the U.S. and globally.
ISO 9000 Standards (1987)
- Launch of international quality management standards by the International Organization for Standardization (ISO).
Six Sigma & Lean (1990s - 2000s)
- Refinements by Motorola, GE, and Toyota aimed at reducing defects and eliminating waste.
Industry 4.0 & AI-driven Quality (2010s - Present)
- Revolution in quality management through automation, AI, and real-time data analytics.

Meeting customer needs by:
- Eliminating failures and increasing satisfaction.
- Reducing errors, field failures, and rework.
- Enhancing market share and profitability.
- Increasing premium prices and improving delivery performance.

Quality Activities:
- Planning: Define the customer & determine customer needs.
- Control: Develop processes to meet product/service feature delivery.
- Improvement: Evaluate performance, compare to goals, and act on differences.
Aims for:
- Unprecedented performance levels; significant improvements over past performance.

Achieve superior quality through:
- Developing product specifications that exceed competitors in meeting customer needs.
- Ensuring superior conformance to product specifications and service standards.

Create constancy of purpose for improving products and services.
Adopt the new philosophy.
Cease dependence on inspection to achieve quality.
End the practice of awarding business on price alone; work with one supplier to reduce costs.
Improve constantly and forever every process for planning, production, and service.
Institute job training.
Adopt and institute leadership.
Drive out fear.
Break down barriers between departments.
Eliminate slogans and targets for the workforce.
Remove quotas for workforce and management.
Remove barriers to pride of workmanship; eliminate merit rating systems.
Institute self-improvement programs for all.
Involve everyone in the company in transformation efforts.

Organization: Any entity providing output (product, service, or information) to a customer, whether for profit or not.
Customer: Anyone external to the organization affected by its products or services.
Product: Goods, services, or information; can be physical or a service performed for someone else.
Feature: Characteristic of a good/service that addresses customer needs.
Critical to Quality (CTQ): Measurable characteristics that must meet customer standards to be satisfactory.

Continual improvement of the quality management system focusing on:
- Resource management.
- Management responsibility.
- Measurement, analysis, and improvement processes.
- Meeting customer requirements for satisfaction.

Core Elements:
- Leadership, Strategy, Customers, Workforce, Operations.
- Measurement, Analysis, and Knowledge Management.
- Organization Profile & Results.