Name : Triandika Rahman
Class : 4EA09
NPM :
17212470
English Business 2
Quality
Management
Quality management is a recent
phenomenon but very important for an organisation. Advanced civilizations that
supported the arts and crafts allowed clients to choose goods meeting higher
quality standards rather than normal goods. In societies where arts and crafts
are the responsibility of master craftsmen or artists, these masters would lead
their studios and train and supervise others. The importance of craftsmen
diminished as mass production and repetitive work practices were instituted.
The aim was to produce large numbers of the same goods. The first proponent in
the US for this approach was Eli Whitney who
proposed (interchangeable) parts manufacture for muskets, hence producing the
identical components and creating a musket assembly line. The next step forward
was promoted by several people including Frederick Winslow Taylor, a mechanical
engineer who sought to improve industrial efficiency. He is sometimes called
"the father of scientific management." He was one of the intellectual
leaders of the Efficiency Movement and part of his approach laid a further
foundation for quality management, including aspects like standardization and
adopting improved practices. Henry Ford was
also important in bringing process and quality management practices into
operation in his assembly lines. In Germany, Karl Friedrich Benz, often called the inventor
of the motor car, was pursuing similar assembly and production practices,
although real mass production was properly initiated in Volkswagen after World
War II. From this period onwards, North American companies focused
predominantly upon production against lower cost with increased efficiency.
Walter A. Shewhart made a major step in
the evolution towards quality management by creating a method for quality
control for production, using statistical methods, first proposed in 1924. This
became the foundation for his ongoing work on statistical quality control. W. Edwards
Deming later applied statistical process control methods in the
United States during World War II, thereby successfully improving quality in
the manufacture of munitions and other strategically important products.
Quality leadership from a national
perspective has changed over the past five to six decades. After the second
world war, Japan decided to make quality improvement a national imperative as
part of rebuilding their economy, and sought the help of Shewhart, Deming and Juran,
amongst others. W. Edwards Deming championed Shewhart's
ideas in Japan from 1950 onwards. He is probably best known for his management
philosophy establishing quality, productivity, and competitive position. He has
formulated 14 points of attention for managers, which
are a high level abstraction of many of his deep insights. They should be
interpreted by learning and understanding the deeper insights. These 14 points include key concepts such as:
·
Break down barriers between
departments
·
Management should learn their
responsibilities, and take on leadership
·
Supervision should be to help people
and machines and gadgets to do a better job
·
Improve constantly and forever the
system of production and service
·
Institute a vigorous program of
education and self-improvement
In the 1950s and 1960s, Japanese
goods were synonymous with cheapness and low quality, but over time their
quality initiatives began to be successful, with Japan achieving very high
levels of quality in products from the 1970s onward. For example, Japanese cars
regularly top the J.D. Power customer satisfaction ratings.
In the 1980s Deming was asked by Ford Motor Company to start a quality
initiative after they realized that they were falling behind Japanese
manufacturers.
A number of highly successful
quality initiatives have been invented by the Japanese (see for example on this
pages: Genichi Taguchi, QFD, Toyota Production System). Many
of the methods not only provide techniques but also have associated quality
culture (i.e. people factors). These methods are now adopted by the same
western countries that decades earlier derided Japanese methods.
Customers recognize that quality is
an important attribute in products and services. Suppliers recognize that
quality can be an important differentiator between their own offerings and
those of competitors (quality differentiation is also called the quality gap).
In the past two decades this quality gap has been greatly reduced between
competitive products and services. This is partly due to the contracting (also
called outsourcing) of manufacture to countries like India and China, as well
internationalization of trade and competition. These countries amongst many
others have raised their own standards of quality in order to meet
International standards and customer demands. The ISO 9000 series
of standards are probably the best known International standards for quality
management.
There are a huge number of books
available on quality management. In recent times some themes have become more
significant including quality culture, the importance of knowledge management,
and the role of leadership in promoting and achieving high quality. Disciplines
like systems thinking are bringing more holistic approaches to quality so that
people, process and products are considered together rather than independent
factors in quality management.
The influence of quality thinking
has spread to non-traditional applications outside of walls of manufacturing,
extending into service sectors and into areas such as sales,marketing and customer
service.
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