QUALITY what & why

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Quality
A subjective term for which each person has his or her own
definition.
In technical usage, quality can have two meanings:
1. the characteristics of a product or service that bear on its ability
to satisfy stated or implied needs.
2. a product or service free of deficiencies.
Eug Campo: QUALITY what & why

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Categories
by Aristotle
Quality is a term that is used in many senses.
One sort of quality let us call 'habit' or 'disposition'.
The various kinds of knowledge and of virtue are habits……By a disposition, on the
other hand, we mean a condition that is easily changed and quickly gives place to its
opposite. Thus, heat, cold, disease, health, and so on are dispositions.
Another sort of quality …..includes all those terms which refer to inborn capacity
or incapacity……. Hardness is predicated of a thing because it has that capacity of
resistance which enables it to withstand disintegration; softness, again, is predicated of
a thing by reason of the lack of that capacity.
A third class within this category is that of affective qualities and affections…..
What is meant is that these said qualities are capable of producing an 'affection' in the
way of perception.
The fourth sort of quality is figure and the shape that belongs to a
thing; and besides this, straightness and curvedness and any other qualities of this
type; each of these defines a thing as being such and such.

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The History of Quality (1/2)
The quality movement can trace its roots back to medieval Europe,
where craftsmen began organizing into unions called guilds in the late
13th century.
Until the early 19th century, manufacturing in the industrialized world
tended to follow this craftsmanship model. The factory system, with its
emphasis on product inspection, started in Great Britain in the mid-1750s
and grew into the Industrial Revolution in the early 1800s.
In the early 20th century, manufacturers began to include quality
processes in quality practices.
After the United States entered World War II, quality became a critical
component of the war effort: Bullets manufactured in one state, for
example, had to work consistently in rifles made in another. The armed
forces initially inspected virtually every unit of product; then to simplify
and speed up this process without compromising safety, the military
began to use sampling techniques for inspection, aided by the
publication of military-specification standards and training courses in
Walter Shewhart’s statistical process control techniques.

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The History of Quality (1/2)
The birth of total quality in the United States came as a direct response to
the quality revolution in Japan following World War II. The Japanese
welcomed the input of Americans Joseph M. Juran and W. Edwards
Deming and rather than concentrating on inspection, focused on
improving all organizational processes through the people who used them.
By the 1970s, U.S. industrial sectors such as automobiles and electronics
had been broadsided by Japan’s high-quality competition. The U.S.
response, emphasizing not only statistics but approaches that embraced
the entire organization, became known as total quality management
(TQM).
By the last decade of the 20th century, TQM was considered a fad by
many business leaders. But while the use of the term TQM has faded
somewhat, particularly in the United States, its practices continue.
In the few years since the turn of the century, the quality movement seems
to have matured beyond Total Quality . New quality systems have evolved
from the foundations of Deming, Juran and the early Japanese
practitioners of quality, and quality has moved beyond manufacturing into
service, healthcare, education and government sectors.

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Walter Andrew Shewhart
(1891- 1967)
Shewhart successfully brought together the disciplines of statistics, engineering,
and economics and became known as the father of modern quality control. The
lasting and tangible evidence of that union for which he is most widely known is the
control chart, a simple but highly effective tool that represented an initial step
toward what Shewhart called “the formulation of a scientific basis for securing
economic control.”

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Joseph M. Juran, Romania (1904-2008)
Pareto principle
It was in 1941that Juran discovered the work of Vilfredo Pareto. Juran expanded the
Pareto principle applying them to quality issues (e.g. 80% of a problem is caused by 20%
of the causes). This is also known as the "vital few and the trivial many". In later years
Juran has preferred "the vital few and the useful many" to signal that the remaining 80% of
the causes should not be totally ignored.
Contribution to management
When he began his career in the 1920s the principle focus in quality management was on
the quality of the end, or finished, product. The tools used were from the Bell system of
sampling, inspection plans, (tables), and the Shewhart control charts. The ideas of
Frederick Winslow Taylor dominated.
Juran is widely credited for adding the human dimension to quality management. He
pushed for the education and training of managers. For Juran, human relations problems
were the ones to isolate. Resistance to change - or, in his terms, cultural resistance - was
the root cause of quality issues.
Juran credits Margaret Mead’s book Cultural Patterns and Technical Change for
illuminating the core problem in reforming business quality. Juran wrote (published 1964)
Managerial Breakthrough outlining the issue.
In 1966 Juran promoted the Japanese idea of quality circles.
He also developed the "Juran's trilogy," an approach to cross-functional management that
is composed of three managerial processes:planning, control, and improvement.

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Pareto was born of an exiled noble family in 1848 in Paris, the epicentre of the
popular revolutions of that year. His father was an Italian civil engineer, his mother
a French woman. His family returned to Italy in 1858.
In 1867 he earned a degree in mathematical sciences and in 1870 a doctorate in
engineering from what is now the Polytechnic of Turin. His dissertation was entitled
"The Fundamental Principles of Equilibrium in Solid Bodies".
For some years after graduation, he worked as a civil engineer, meanwhile he
became increasingly interested in social and economic problems.
In 1886 he became a lecturer on economics and management at the University of
Florence.
In 1906 he made the famous observation that twenty percent of the
population owned eighty percent of the property in Italy, later generalised by
Juran and others into the so-called Pareeto principle (also termed the 80-20 rule)
and generalised further to the concept of a Pareto distribution.
He died in Geneva in 1923.
Vilfredo Pareto

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W. Edwards Deming
statistician
1900-1993
By adopting appropriate principles of management, organizations can
increase quality and simultaneously reduce costs (by reducing waste,
rework, staff attrition and litigation while increasing customer loyalty). The
key is to practice continual improvement and think of manufacturing as a
system, not as bits and pieces.
When people and organizations focus primarily on quality, then quality tends
to increase and costs fall over time.
However, when people and organizations focus primarily on cost, then costs
tend to rise and quality declines over time.

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TOTAL QUALITY
The birth of total quality was in direct response to a quality revolution in Japan . At
first, Japan had a widely held reputation for shoddy exports, and their goods were
shunned by international markets. This led Japanese organizations to explore
new ways of thinking about quality.
The Japanese welcomed input from foreign companies and lecturers, including
the quality experts Deming and Juran.
Japan’s strategies represented the new “total quality” approach. Rather than
relying purely on product inspection, Japanese manufacturers focused on
improving all organizational processes.
By the end of the 1970s, the chief executive officers of major western
corporations stepped forward to provide personal leadership in the quality
movement. The response, emphasizing not only statistics but approaches that
embraced the entire organization, became known as Total Quality Management
(TQM).
The ISO 9000 series of quality-management standards, for example, were
published in 1987.

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 In 2000 the ISO 9000 series of quality management standards was
revised to increase emphasis on customer satisfaction.
 Six Sigma, a methodology developed by Motorola to improve its
business processes by minimizing defects, evolved into an
organizational approach that achieved significant results.
 Sector-specific versions of the ISO 9000 series of quality
management standards were developed for such industries as
automotive (QS-9000), aerospace (AS9000) and telecommunications
(TL 9000 and ISO/TS 16949) and for environmental management ISO
14000.
 Quality has moved beyond the manufacturing sector into such areas
as healthcare, education etc..

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SIX SIGMA
Six Sigma is a philosophy— This perspective views all work as processes
that can be defined, measured, analyzed, improved and controlled.
Processes require inputs (x) and produce outputs (y). If you control the
inputs, you will control the outputs: This is generally expressed as y = f(x).
Six Sigma is a set of tools— The Six Sigma expert uses qualitative and
quantitative techniques to drive process improvement. A few such tools
include SPC, FMEA, flowcharting….
Six Sigma is a methodology— This view of Six Sigma recognizes the
underlying and rigorous approach known as DMAIC define, measure,
analyze, improve and control. DMAIC defines the steps a Six Sigma
practitioner is expected to follow, starting with identifying the problem and
ending with the implementation of long-lasting solutions. While DMAIC is not
the only Six Sigma methodology in use, it is certainly the most widely
adopted and recognized.

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Zen and the Art of Motorcycle Maintenance
AN INQUIRY INTO VALUES
Robert M. Pirsig
………people disagreed about Quality because some just used their
immediate emotions whereas others applied their overall knowledge.
……………………………………………………………………………………..
Quality is not a thing. It is an event.
…………………………………………………………………………………
It is the event at which the subject becomes aware of the object.
And because without objects there can be no subject...because the
objects create the subject's awareness of himself...Quality is the event
at which awareness of both subjects and objects is made possible.
………………………………………………………………………………………
This means Quality is not just the result of a collision between subject
and object. The very existence of subject and object themselves is
deduced from the Quality event. The Quality event is the cause of the
subjects and objects, which are then mistakenly presumed to be the
cause of the Quality!

QUALITY what & why

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