EVOLUTION OF QUALITY

MANAGEMENT
Learning Outcomes
To explore the history of quality as a discipline
and how it has evolve over the years
To describe the methods used to achieve quality
To analyse the lessons learnt with each method
of managing quality during the evolution
To demonstrate how to manage quality in this
contemporary times.
 THE ANCIENT CRAFTSMEN
Throughout great ancient civilizations such as
EGYPT, ROME, GREECE, CHINA, INDIA,
SOKOTO,TIMBUCKTU etc when Kings and
Queens like Imhotep, Alexander the Great,
Julius Caesar, Cleopatra, Nefertiti etc Ruled
there existed some special skilled workforce
called the CRAFTSMEN.
The CRATSMEN were people who were
highly skilled and specialized in their trade or
Craft.
 CHARACTERISTICS OF THE
CRAFTSMAN
 Highly skilled
 Creative
 Innovative
 Patient
 Takes Pride in workmanship
 Service oriented
 Highly Professional
 Customer Focus
 Operates within a GUILD SYSTEM ( consists of
masters, journeymen and apprentices)
 Both the Manufacturer and Inspector of Quality
 Does CUSTOMIZATION
 SOME HISTORICAL FACTS OF
THE CRAFTSMEN AT QUALITY
Ancient craftsmen provided ancient Greece and
Rome with goods that weren't easily made in the
average home. Among the ancient craftsmen of
the Greeks were builders, carpenters, workers
in leather and metal, and potters.
Egyptian wall paintings “circa” 1450B.C show
evidence of measurement and inspection.
Stones for the pyramids were cut precisely that
even today it is impossible to put a knife blade
between the blocks. This was due to the use of
consistent well developed methods and
procedures and precise measuring devices.
CONTDN..
In the reforms of the second king of ancient Rome,
the King (Numa Pompilius) divided the craftsmen
into 9 guilds (collegia opificum), the last of which
was a catch-all category. The others were:
 Flute players
 goldsmiths,
 coppersmiths,
 carpenters,
 fullers,
 dyers,
 potters, and
 shoemakers.
 HOW THE CRAFTSMAN
ACHIEVED QUALITY
The craftsman takes and understands the
customer’s
REQUIREMENTS/SPECIFICATIONS
He benchmarks these specifications into a
PRODUCT & PROCESS DESIGN for the
customer
He works with the customer throughout the
production process through consultations
because the aim here is to meet customer
requirements and exceed expectations
The final output is a CUSTOMIZED
PRODUCT
 WHY THEY WERE
SUCCESSFUL AT QUALITY
They were organized into the GUILD
SYSTEM which was highly regulated at entry
and a rigorous entry criteria which ensures that
prospective members met the criteria and pass
all the criteria usually through test or practical
exams
This rigorous system guaranteed high skills
and professionalism in work execution
They use customer specifications as a basis for
building PRODUCT DESIGN & PROCESS
DESIGN
The Acropolis & the Pyramids at Giza
Taj Mahal & Timbuktu Mosque
 THE CRAFTSMEN &
EXCELLENCE MANAGEMENT
Any time we think about the craftsman we
should think about how these highly skilled
individuals through the guild system used
customer and product specifications to build
landmarks such as the Taj Mahal, the
Pyramids, the Timbuktu mosques etc that has
stood the test of time.
The Craftsman is indeed the true certified
Quality Professional!
 THE INDUSTRIAL
REVOLUTION AND MASS
PRODUCTION
The Quality themes that characterized the
craftsman era disappeared with the advent of
the industrial revolution thus a massive
paradigm shift from the usage of
SPECIFICATIONS to STANDARDS.
In-fact during the middle of the eighteenth
century, a French gunsmith Honore Le Blanc
developed a system of manufacturing muskets
to a standard pattern using interchangeable
parts.
 CONTDN..
The use of STANDARDIZATION in industry
now implied a shift from CUSTOMIZATION
to MASS PRODUCTION.
The first world war in 1914 ruined most of the
industries and further drove demand for goods
on a larger scale hence re-enforcing the need to
produce a MASS scale. This certainly had it
own quality implications due to the methods
used. The methods however evolved with time.
 QUALITY INSPECTION-fitness to
standard
The first method used for managing quality
in the early 1900s was quality inspection
Note: how we defined the method tells us how
quality was achieved in that era!

QI defined: A method of achieving quality by

doing total inspection of all the items
produced against the set standard to check
for defects after production
 CONTDN...
This era was significantly shaped by Frederick
Taylor(scientific management). Taylor
introduced a new philosophy of production that
separated the planning function from the task or
execution function.
This worked well at the turn of the century
where workers lacked the education for doing
planning
Through task segmentation, assuring for quality
became the task for people called “Quality
Inspectors”
 CHARACTERISTICS OR FLAWS
OF THE QI ERA
Managers set the requirements for
customers, product designs and the process
hence they set the standards for the
customer. (they did the planning)
REACTIVE: total inspection was done
after production is over to DETECT faults,
100% inspection is not 100% quality and
would still not assure quality, this was the
fire fighting approach to managing quality.
 CONTDN...
It reduced workers morale
It was not customer focus
Focused on the product
Time consuming and expensive
Wastefulness which comes in three forms
Scrap (so defective that it is beyond repairs)
Rework (minimum defects that can be
corrected)
Sale by concession (negligible defects that the
customer can ignore and use the product but the
firm concedes the original price to a reduced
price)
 QUALITY CONTROL-fitness to
use
Following the lessons learnt from QI, the
western electric group led by Walter Shewhart
ushered in the era of statistical quality control
in an attempt to control or reduce the defects of
products after production.
The method of control was still not
significantly from QI, the shift was in two fold
the first was that QC focused on the customer,
the managers now sought for customer
requirements that's why its known as fitness to
use.
 CONTDN..
QC defined: This is a method of achieving
quality by taking samples at intermittent
stages of production to check for defects.

The second shift from QI has to with the

method thus it took samples at intermittent
stages of production to check for defects
 CHARACTERISTICS OR FLAWS
OF QC
Even though the customer was given
attention, the focus was still on the product
and not the process
It was still REACTIVE detected faults
intermittently within the process
The waste was still there in the form of
scrap, rework and sale by concession
 WHAT GOOD DID QC DO?
Despite the challenges of QC it did some
good to production for example it attempted
to reduce defects by taking samples to check
for defects and ensure that the product meets
its design specifications (it is in control).
It focused on the customer by taking their
requirements and hence reduced the
tendency of product rejection at the market
even though not entirely.
DID QUALITY INSPECTION
AND QUALITY CONTROL
MISS ANYTHING???
 QUALITY ASSURANCE-fitness to
cost
 What QI and QC lacked was the PROACTIVE and
PREVENTIVE approach to managing quality, that
gap was exactly what QA sought to fill. In fact it
was a response to the waste generated by both QI
and QC which translated to huge cost for the
organization that QA addressed.
Quality Assurance departed completely from the
practice at both Inspection and Control. The points
of departure were:
 Proactive and not reactive and
 The focus on the Process and not the Product
 CONTDN..
QA defined: it is a method of achieving quality
by guaranteeing customer satisfaction through
defect prevention at a reduced reasonable cost.
It emphasis on doing it right the first time and
always
The philosophy of QA is indeed built on the
practices of the craftsman who plans for quality
by taking customer requirements and
benchmarking them into product and process
designs, so in essence the method is trying to
achieve the highest form of quality in MASS
production adapting customization.
 STEPS FOR ASSURING
TheQUALITY
proactive way of assuring quality for a product or service is
 Have a constancy of purpose
 Identify the customer
 Identify the needs and requirements of the customer
 Understand those needs and requirements
 Design the service or product based on those needs and
requirements
 Think through the process and design the process of production
 Anticipate the likely problems to occur during production
 Put in place preventive mechanisms
 Gather resources for production
 Start production
 Monitor the process
 Put in place corrective mechanisms
 Monitor the process again
 Use feedback to improve the process
 DEMING’S CYCLE FOR
PROCESS IMPROVEMENT
QA focuses on the PROCESS mainly because it
is only a right process that would generate a
quality product hence Deming’s process
improvement cycle is crucial
The cycle basically talks about Planning (QA),
Doing (implementation), Checking (QC) and
Acting (taking corrective action). This means
that QA still needs QC to function therefore
some functions of QC are still relevant or useful
when doing QA. (PDSA or PDCA cycle)
 CONTDN..
Note that Proper Planning and
Preparation Prevents Poor Performance.
So begin by planning carefully what should
be done, next carry out the plan (do it) or
implement. Study the results to check
whether the results were as intended or
different from the plan. Finally act on the
results by identifying what worked and what
didn’t.
 TOTAL QUALITY
MANAGEMENT-fitness to latent
requirements
Quality Assurance would guarantee
organisations survival but in today’s
competitive business environment survival is
just not enough, strong emphasis should be
laid on growth. Growth would only occur
through innovation and that is what TQM
does.
TQM focuses on PEOPLE, PROCESS and
PRODUCT
 CONTDN..
TQM defined: Total Quality management is
defined as meeting and exceeding customer
expectations through continual improvement.
The ability to create and innovate makes the
difference.
Innovation is creating something new that solves
a problem or meets a hidden (latent) need of the
customer. The ability to innovate is the ability to
find out the hidden needs of the customer
TQM = QUALITY ASSURANCE +
INNOVATION
 CONTDN..
The JOHARI window Model below is used
to explain the hidden requirements of the
customer

1 2

3 4
THE JOHARI WINDOW MODEL
 CONTDN..
The four windows or quadrants describes the
extent to which we know ourselves
Window 1. (The Known Self): Things we
know about ourselves and others know about
us
Window 2. (Hidden self): Things we know
about ourselves that others do not know
Window 3. (Blind self): Things others know
about us that we do not know
Window 4. (Unknown self): Things neither
we nor others know about us
 PRINCIPLES OF TQM
Focus on the customer
The customer is the reason why every
business exists. To be able to be relevant in
today’s competitive business environment,
the customer must be ‘KING’. This requires
knowing and anticipating the needs and
requirements of the customer so that they
are met and exceeded.
 CONTDN..
Focus on facts
To achieve excellence, all decisions must be
based on facts and not on ‘Feelings’ or on
personal whims. As soon as emotions sets
in, it clouds ones judgements from the true
picture and it would lead to managing only
the symptoms of the problem instead of the
root cause of the problem. This is what
Deming calls ‘Tampering’
 CONTDN..

Everybody’s involvement
The management of quality is not a
responsibility of a department, but a
collective responsibility. Everyone must
buy into the idea of quality management
and empowered to do so. This requires
strong leadership. (Eg the story of the
security man who took the keys home
because he was not informed of an
impending interview the next day)
 CONTDN..
Continual improvements
Excellent organisations are those that have
the ability to re-invent themselves when the
times changes to be relevant. They do this
through continual improvement. Continual
improvement means to pause and take stock
of what has been done against what was
intended to see if results are on track or
there are some Gaps to fill. The aim of the
evaluation is to sustain customer interest in
the business.
 CONTDN..
Leadership
 Leadership is crucial in getting everybody involved
to focus on the customer, to continually improve and
to focus on the facts. Strong and good leadership
influences people empower them through education
and training and above all provide the vision
necessary to achieve the quality goals.
 Total Quality Management emphasises doing it right
the first time and always but doing it better the next
time. It also focuses on the employees doing the
work because achieving quality is everybody’s
responsibility.
 Timeline showing the differences
between old and new concepts of
quality
EARLY 1940s 1960s 1980s and Beyond
TIME 1900s

FOCUS Inspection Statistical Organisational Customer driven

Sampling Quality Focus Quality

Old concept of quality: New Concept of

Inspect for quality after production quality: Build quality
into the process.
Identify and correct
causes of quality problems
 QUALITY EVOLUTION
SUMMARISED
The Craftsman- Customization
Quality Inspection- Fitness to standard
Quality Control- Fitness to Use
Quality Assurance- Fitness to Cost
Total Quality Management- Fitness to latent
Requirements