This document discusses the history and development of quality management. It outlines several eras: the Craft Era focused on skilled workers and meeting customer needs; the Standardization, Mass Production, and Quality Assurance Era emphasized factories, unskilled labor, and 100% inspection; the Quality Control Era developed statistical process control and supplier assessment. The Total Quality Management Era emphasized leadership, systems thinking, customer focus, and employee involvement/empowerment through the works of Deming, Juran, Feigenbaum, and Crosby. Quality management has evolved from a focus on outcomes to developing processes that deliver customer value through continual improvement and learning.

1. Quality Management
BACKGROUND AND HISTORY

2. Theoretical
Lenses of
Quality

3. TO SUMMARIZE THE “QUALITY”
DEFINITION
- It is defined by the customer, and as such will change
overtime, often in unpredictable ways.
- Quality is associated with creating customer value.
- A quality good or service meets or exceeds the whole
range of customer expectations, some of which may be
unspoken
- As a complex concept, quality can only be addressed by
the whole organization working together (synergy / esprit
de corps)

4. VALUE, is the ratio between the benefits received over
the cost incurred.
Benefits are functional, emotional, physical and
psychological
Cost such as money, effort, and time.

5. UNDERSTANDING QUALITY
MANAGEMENT
“Quality is the end point, as quality management is the
approach and process of getting there.”

6. PRINCIPLES: CENTRAL TO THE
PRACTICE OF QM
• Customer focus. In creating value to the customer
management should be obsessive in understanding
customers and their requirements and expectation.
• Strategic focus. If delivering value is a key strategic
objective, then company should create a strategic
vision and deploys this with goals and actions.

7. • Leadership focus. Quality invokes commitment with
active driving strategy and positive engagement.
• Process focus. Outcomes are driven the effective
application of appropriate process. There should be a
movement from the outcome-based performance to
the development and control of processes that
delivers customer value.

8. • People focus. Management is all about people. All other aspects can
only be effective in delivering customer value if they are associated
with appropriate behavior from the individuals involve. An important
aspect of managing quality is the creation of a motivated and
empowered workforce.
• Scientific focus. QM is based on the scientific method – plan, do,
study, act. – where decisions are evaluated based on evidence with
the use of analytical tools derived from information.

9. Continual Improvement, Innovation, and Learning. At the
heart of Quality Management is dissatisfaction with the
status quo. Improvement is not all about responding to
the problems but on seeking to learn about customers,
processes, and behavior.

10. • Systems thinking. Senge (1999) had systems thinking
as his fifth discipline. It is integrative qualities.
Creating synergy through integrating key concepts
and in between elements of the thinking and deliver a
whole which is much greater than the sum of the
parts.

11. The History and Development of Quality Management
Lecture 2
Mr. Illeyt R. Silva,
Master in Management, Human Resources Management (CAR)
Master of Science in Economics
PhD in Management

12. DEVELOPMENT OF QUALITY
THINKING
Craft Era – skilled workers, peer – assessment (up to 1900)
- On this era, people were the once who made things and sold
directly to the customers within the same vicinity.
- Services were less sophisticated, as the person providing the
service dealt directly with the customer that if the craftsman is
good at his work it would attract customers from other localities.
- Marketing is through the word of mouth.
- Quality is all about meeting the needs of the customer.
- The group of craftsmen then were called the guilds.

13. Standardization, Mass Production, and Quality Assurance (1900 – 1930)
- industrialization, scientific management, unskilled labor, 100%
inspection
- Work became progressively de – skilled and more repetitive with the
formation of factories and automation.
- The supplier – end user relation was lost.
- Employment of inspectors who could differentiate between
conforming and nonconforming items, known as the 100%
inspection.

14. Frederick Winslow Taylor – legitimized the use of inspectors to
ensure adequate quality of finished product. Known as the
father of scientific management. His emphasis were; work
output, labor efficiency, and work – study.

15. Quality Control Era (1930 – 1950)
- Statistical Process Control, Supplier assessment
- An era of the scientific management, where prominent TQM scientists
emerges.
Walter Shewhart – develops the statistical process control
William Edwards Deming – transformed Japan into becoming a market
leader. Referred to as the father of the third industrial revolution.
The make – test – study process is arguably the most dominant
approach in delivering quality until today.
- The key issue in this era was that inspection is an activity that takes
place after a defective product is made and this defective product are
not dispatched to the customer. Hence, quality cannot be inspected
into a product – quality has to be built into each process.

16. THE PRINCIPAL FOCUS OF THE
QUALITY CONTROL ERA
To replace inspection with a more informative process
control systems which aimed to reduce variation in
output and deliver more consistency by focusing on
inputs, its modern-day concept is known as the six
sigma.

17. THE TOTAL QUALITY MANAGEMENT
1950 - 1970
Deming cycle, leadership, systems thinking, customer
focus, involvement and empowerment of staff.
W.E. Deming – believes on the need to build the human
element into quality. He attempted to define the
transformation of western style of management to
accomplish the necessary change through his 14
points.

18. Joseph Juran – believes on the management of quality
and thus concentrated his effort on the executive and
senior management who he believed as responsible for
the majority of quality problems.
- His book the Quality control Handbook regarded as
the practitioners Quality bible is in full of management
and planning techniques as the well as the technical
aspects of quality.

19. Armand Feigenbaum – published the book Total Quality Control, was
the first to express the view that quality was not about manufacturing
(refer to the definition, 1st slide)
He further stresses that quality is from the cradle to the grave, from the
womb to tomb.
He also developed the technique in measuring cost of quality.
Philip Crosby – he promotes the concept Right first time as a way of
changing the management culture of an organization.