The document discusses the evolution of different quality paradigms over time: 1) A pre-industrial paradigm of "caveat emptor" or "let the buyer beware" where quality was the responsibility of the consumer until the industrial revolution. 2) An industrial paradigm of "Quality Control" that emerged in the late 1800s/early 1900s with mass production where quality control departments and statistical process control methods were developed. 3) A post-industrial paradigm of "Total Quality Management" that began in the late 20th century which emphasized quality as the responsibility of management and a organization-wide approach.

1. Evolution of the discipline “Quality”
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2.  Paradigm of “Quality” was different in different period
 Quality paradigms can be divided into 3 main
categories:
1. A pre-industrial paradigm of caveat emptor.
2. An industrial paradigm of Quality Control.
3. A post-industrial paradigm of Total Quality
Management (TQM).
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3. 1800 1850 1900 1950 2000 2006 +
Pre-industrial paradigm Industrial Post-industrial
paradigm paradigm
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4. 1. Pre-Industrial Paradigm of “caveat emptor”
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5.  The first paradigm of quality, starts from ancient times until industrial
revolution; and is best described by “caveat emptor.”
 Caveat emptor is a principle; “that the buyer is responsible for checking
the quality of goods he or she buys.”
 Primitive food gatherers learned with time which fruits were edible and
which were poisonous.
 Primitive hunters learned with time which trees supplied the best wood
for making bows or arrows.
 The resulting know how was then passed down from generation to
generation.
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6.  According to 17 th centur y Economist Nicholas Barbon,
“the qualities of goods are known by their colors, sound, smell, taste, make,
or shape. The differences in qualities of goods are very difficultly
distinguished; those organs that are proper judges of those differences, do
very much disagree; some men have clearer eyes, some more have
distinguishable ears, and others have nicer noses and tastes; and every
man having a good opinion of his own faculties, it is hard to find a judge to
determine which is best.”
Quality was thought of as an instantaneous phenomena,
arising from the basic senses.
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7.  Caveat emptor was not feasible in all situations. For more complex products
it was not feasible for the consumer to observe quality prior to purchase.
 Mechanisms like : Punitive measures, trademarks and guilds were used to
extend “caveat emptor” to situations where it was not feasible.
 Punitive actions were taken against those craftsmen or workers who
produced poor quality work.
For example: In Germany “ bakers who reduced the weight of bread, cakes,
and pastry were punished by being locked up in a basket and lowered into
the river in front of the whole town.”
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8.  “Myster y of Trade ”, became an important element in providing quality
products. (Traders serves as an apprenticeship to learn the skills)
 The passing down of the procedural knowledge through an
apprenticeship became a mainstream component.
 In many European countries Guilds were formed that formalized the
profession and its embedded expertise.
 In China the names/marks of craftsmen, slaves, and officials were
inscribed in weapons to ensure traceability of poor product.
 These marks became more than just tracers, however, they became a
source of pride and when coupled with trades, they quite literally became
“Trade marks” and were a source of great professional pride.
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9. 2. Industrial Paradigm of “Quality Control”
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10.  Industrial revolution and the factory system gave rise to
increased product and process complexity and hence
difficulties with the Control of Quality .
 All aspects of organizational management evolved like: issues
of complexity, control, motivation, separation of labor and
management, piece pay compensation schemes, and
eventually the system of scientific management system.
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11. Scientific management
 Frederick W. Taylor father of scientific management.
 As Engineer with Midvale Steel in late 1800’s, he observed and
identified following:
1. Problem of little standardization.
2. Unclear responsibilities.
3. No incentive/rewards for performance.
4. No training.
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12.  By 1911 he had developed these ideas into four key managerial
principles:
1. Develop a science for each man’s work,
2. Train and develop the workman,
3. Hear tily cooperate with others, and
4. Divide work responsibility between labor and management.
 Taylor emphasized on :
1. Time study,
2. Standardization,
3. Compensation schemes, etc.
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13.  Organizational structures changed as a result of division of labor and
management.
 Inspectors worked along with workers under Production Foreman.
 Since productivity was the first priority of the production foreman, quality
suffered.
 Blame for poor quality was likely to go from the production foreman, and
back to workers, thus making inspection an enemy of production.
 Much unfit material was delivered to military customers during World war I
because of this structure, and many firms took the inspectors out of
production’s control and put them under inspection foreman and a chief
inspector.
This was the beginning of the Quality Control department
JURAN,1980
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14.  These revolutionary changes in the work environment led to a
new paradigm of the “Quality discipline”- Paradigm of Quality
Control.
 And the responsibility for controlling quality characteristics
shifted from the consumer back to the producer, and it became
systematized and functionalized.
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15.  The inception of Inspection Engineering department at Western
Electric’s Bell Telephone Laboratories (Hawthorne Works) in 1924
marked the beginning of a new era in the management of Quality.
 Among the department members were Walter Shewhart, Harold Dodge,
George Edwards, Joseph Juran, and Harry Romig.
 This group gave following contributions to the practice of quality control
and management:
1. Acceptance sampling,
2. Statistical Process control,
3. Responsibility of Management. (Edwards Coined the term
“Quality Assurance” and advocated quality as par t of
management's responsibility ).
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16. 1929 to 1946
1929 Shewhart began the Joint Committee for the development of
Statistical Applications in Engineering and Manufacturing.
1930 American Society for Testing Materials (ASTM) formed a
committee on “Interpretation and presentation of data.”
1931 British Standards Institution was formed.
1935 British Standards Number 600 entitled “Application of
Statistical methods to industrial standardization and Quality
Control.”
1938 U.S Food, Drugs, and Cosmetics Act.
1941 Guide for Quality Control (Z1.1-1941), Control Charts
methods for analyzing data (Z1.2-1941).
1942 Control Charts methods for controlling quality during production
(Z1.3-1942), MIL-STD-105D 16

17. 1929 to 1946
1943 Courses were established to teach military suppliers.
A Stanford professor and key instructors in the program,
estimated 7553 people for training ( 409,000 hours of
instruction).
31,000 students went through statistical quality control training.
1946 Formation of the American Society of Quality Control.
(gathering of quality professionals)
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18.  The great influx of newly trained quality practitioners changed once again
the organization structure designed to managed quality.
 New procedures, quality control manuals, in house statistical
trainings, quality data systems, formal problem solving
approaches, measurement standards, quality audits and
quality reports.
 The carrying out of these new functions became the task of
the “Quality Engineer”, and associated quality control
department.
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19.  The Quality control department eventually gave way to the Quality
Assurance department, which typically had elevated status and reported
directly to the Vice President of manufacturing.
 One must cer tainly question why such wide-spread training
and application of modern statistical methods did not have
more impact on industr y?
“The Top Executives could usually not afford to attend an
Eight day course on Statistics…” Wareham and Stratton, 1991
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20.  W.Edwards Deming; student of Walter Shewhart, also
observed the relative ineffectiveness of wartime training, and
this became a theme in his later trainings.
 Juran states several reasons for the decline of Statistical
quality Control in the 1950`s:
 The Control Chart applications were not appealing to upper
management.
 When recession came, companies down sized their quality Control
groups, which had been previously funded.
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21. Unfortunately,
When the discipline began to evolve beyond
the paradigm of Quality Control, the
business Environment was not suppor tive of
or ready for such development.
JURAN
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22. It's most impor tant that top-management be
statistics minded .
In the absence of sincere manifestations of
interest at the top, little will happen below……
JURAN
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23.  There was also realization that the management of Quality
of manufactured products require Quality Control of all
functional areas of the organization.
 This gave Concept of “Total Quality Control” or TQC i.e.,
“QUALIT Y IS EVERYBODY`S JOB IN A BUSSINESS ”
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24. 3. Post-Industrial Paradigm of “TQM”
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25.  It was in Japan, where the seeds of the next paradigm
were sewn most strongly.
 After World War II ,Japan's industry had to be built from
the ground up.
 In 1950, JUSE(Japanese Union of Statistics and
Engineer's) Managing Director “Kenichi Koyanagi”
requested Deming, who had been in Japan
several years, to deliver lectures concerning
quality control methods and Statistical techniques.
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26.  Deming's Courses included:
1. Training of Q.C Engineers and Statisticians in
industry.
2. Several lectures for Top Management on the
importance of Decision Making based on factual
data.
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27. It was here that Deming told them:
“… You could Capture markets of the world over within 5
years”.
And as a result
“they beat that prediction; and with in 4 years, buyers
all over the world were screaming for Japanese
products”.
WALTON,198
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28.  Deming donated the royalties from publications of his
Japanese lectures back to JUSE,where they were used to
initiate the Deming prize in 1951.
 The purpose of Deming prize was to recognize those
Companies that have successfully applied TQC based on
Statistical Quality Control.
 JURAN was subsequently invited to Japan in 1954 , where he
taught Managers, Engineers and Professors; the organizational
structures and functions for management of quality.
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29.  In 1962,the phenomena of “Quality Circles”
which began in Japan is considered as an
impor tant step in the revolution towards a new
“Paradigm of Quality”
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30. The purpose of “Quality Circles” was to gather a small
group of departmental workers together to spend time
solving departmental Quality problems.
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31. In Japan, by 1966 there were 8000 registered Quality
Circles (QC) and some 200,000 by 1984
JUSE;1985
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32.  Japanese TQC was responsible for innovations like:
 Kanban system
 Just in time (JIT) manufacturing
 Zero Defects (ZD).
 Quality Function Deployment (QFD)
 Management By Objectives (MBO)
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33. Japanese TQC represents the
third Paradigm of quality
discipline.
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34. The rise of consumerism, and thus higher quality
requirements, began in the late 1960`s and had a profound
impact on the management of quality from the customer
Perspective.
JURAN,1970
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35.  Many companies found competitive success when
quality dimensions were brought into consideration
during the strategic planning process.
Example in 1970`s, Xerox's share of the U.S copier market
fell from 96% to 46 % due to Japanese Competitors.
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36.  A new emphasis on benchmarking Competitors
performance, attending to customer satisfaction, and focus
on new product development helped regain Xerox's status
as an industry leader.
 Thus, the new emphasis on “Strategic Quality Management”
placed new demands on the organization in terms of:
 Market research
 Bench marking
 Life cycle costing
 Measurement of customer satisfaction.
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37. As a nation we are just beginning to understand the power
of “Quality as a competitive weapon”.
We are just beginning to fully realize that we are faced with never-
ending spiral of increased competition and heightened customer
expectation.
DAVID KEARNS
(XEROX)
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38.  An important event which crystallized Quality as a organizational
strategy was the inception of Malcolm Baldrige National Quality Award
(MBNQA) in USA and the subsequent development of National awards in
Australia,France,Canada,Great Britain & Mexico.
 In 1988,the MBNQA has had several hundred corporate applicants, tens
of thousands of companies have requested the application guidelines.
 Organizational “Quality Practices” become the benchmark
requirement for supplier certification, star ted by Ford
with the Q101 program and made famous by Motorola's
request that all supplier's make plans for pursuing the
MBNQA.
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39.  European Economic Community set forth organizational
Quality system Standards which must be met in order for
firms to access EEC’s markets.
 The ISO 9000 Series embodied comprehensive Quality
Management concepts and guidance
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40. Future of QUALITY? …What's
Next??
 The constant improvement of Quality in a particular market segment
makes it increasingly difficult for a firm to create new value with its
products. In order to enhance competitive stance, companies have to
focus on getting better at understanding the unarticulated needs of
their customers, and develop solutions aimed at total value creation.
 Another way is “to broaden its scope and focus on the
community/Society i.e., Green manufacturing efforts, and other
Environmental health and safety programs/standards.”
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