New article found.
Ignoing F.W. Taylor is a blunder. It is only ignorance on the part of writers of the article.
http://nptel.ac.in/courses/110101010/
Total Quality Management: Focus on Six Sigma - Review Notes
Till 1800, production of goods and services was primarily done by single person owned or family owned facilities. The quality of the item was negotiated and set by the individual owner-operator who was in turn also responsible for producing the item. This phase, which continued till Taylor's publication of Shop Management, that is the time period up to 1900, is now called the period of ‘Operator Quality Control’. In operator quality control, controlling and improving quality of the product was aligned with the philosophy of pride in workmanship.
In the early days of factory of production, foreman became the most important managers of the factories. He is responsible for all management activities. So during the early days of factory production, a second phase of quality management evolved, which is now termed as the ‘Foreman Quality Control’ period. Supervisors are now responsible to ensure that quality was achieved. We can imagine that he is doing some inspection. Also, the operator may not be directly talking to the customer now. Foremen or supervisors controlled the quality of the product, and they were also responsible for the shop floor operations.
The next phase of quality is the ‘Inspection Quality Control’. With more complicated products and processes it became impossible for the foreman to keep close watch over the quality dimension. Inspectors were assigned to check the quality of a product after processing. Individual product standards were set, and any discrepancies between standard and actual product features was reported. Defective items were set aside as scrap, and few items with minor defects are reworked to meet the specified standard or specification. This practice was picked up by Taylor, and inspection or quality foreman became one of the functional foremen in Taylor's functional foremanship model. As we know, Taylor's function foremanship model was converted into line and staff model of management and inspection departments were established. They became very big also with plant level quality control or inspection head with many inspectors reporting to him.
In 1924, Walter A. Shewhart of Bell Telephone Laboratories introduced the concept of statistical charts to monitor variability of the process using measurements of product characteristics. These charts were called process control charts. In the latter half of 1920s, H. F. Dodge and H. G. Romig, also from Bell Telephone Laboratories, proposed acceptance sampling plans for inspection. These plans proposed the concept of samples for inspection, thus elimination 100 percent inspection and saving inspection time. It is a productivity improvement innovation in inspection. But, it was stated that sample based inspection will give similar rate of outgoing quality as 100% inspection was giving. Industrial engineers adopted sample inspection plans in their productivity improvement practice. During 1930’s application of acceptance sampling plans was in full flow in industries. In 1929, Walter Shewhart with the help of American Society for Testing Materials (ASTM), American Society of Mechanical Engineers (ASME), American Statistical Association (ASA), and Institute of Mathematical Statistics (IMS) created the joint committee for the development of statistical techniques for application in engineering industries.
http://nptel.ac.in/courses/110101010/
Total Quality Management: Focus on Six Sigma - Review Notes
Deming
If Japan Can, Why Can't We?
Deming's Big Hit TV Program in 1980 on NBC
__________________
https://www.youtube.com/watch?v=vcG_Pmt_Ny4
___________________
Selected Papers By Dr. W. Edwards Deming
Dr. Deming published over 170 articles, wrote numerous unpublished papers for his students and clients, and conducted hundreds of studies for clients. These and numerous other writings by Dr. Deming are in the National Archives, The Library of Congress (LOC) in Washington, DC.
https://deming.org/deming-articles/
Out of the Crisis
William Edwards Deming
MIT Press, 2000 - Business & Economics - 507 pages
Out of the Crisis, originally published in 1982, Deming offers a theory of management based on his famous 14 Points for Management.
Deming offers a theory of management based on his famous 14 Points for Management.
"Long-term commitment to new learning and new philosophy is required of any management that seeks transformation. The timid and the fainthearted, and the people that expect quick results, are doomed to disappointment."
According to W. Edwards Deming, American companies require nothing less than a transformation of management style and of governmental relations with industry. In Out of the Crisis, originally published in 1982, Deming offers a theory of management based on his famous 14 Points for Management. Management's failure to plan for the future, he claims, brings about loss of market, which brings about loss of jobs. Management must be judged not only by the quarterly dividend, but by innovative plans to stay in business, protect investment, ensure future dividends, and provide more jobs through improved product and service. In simple, direct language, he explains the principles of management transformation and how to apply them.
Previously published by MIT-CAES
https://books.google.co.in/books/about/Out_of_the_Crisis.html?id=i2lB09HvPpsC
Out of the Crisis, reissue
Front Cover
W. Edwards Deming
MIT Press, 16-Oct-2018 - Business & Economics - 448 pages
2 Reviews
Deming's classic work on management, based on his famous 14 Points for Management.
"Long-term commitment to new learning and new philosophy is required of any management that seeks transformation. The timid and the fainthearted, and the people that expect quick results, are doomed to disappointment."
—from Out of the Crisis
In his classic Out of the Crisis, W. Edwards Deming describes the foundations for a completely new and transformational way to lead and manage people, processes, and resources. Translated into twelve languages and continuously in print since its original publication, it has proved highly influential. Research shows that Deming's approach has high levels of success and sustainability. Readers today will find Deming's insights relevant, significant, and effective in business thinking and practice. This edition includes a foreword by Deming's grandson, Kevin Edwards Cahill, and Kelly Allan, business consultant and Deming expert.
According to Deming, American companies require nothing less than a transformation of management style and of governmental relations with industry. In Out of the Crisis, originally published in 1982, Deming offers a theory of management based on his famous 14 Points for Management. Management's failure to plan for the future, he claims, brings about loss of market, which brings about loss of jobs. Management must be judged not only by the quarterly dividend, but by innovative plans to stay in business, protect investment, ensure future dividends, and provide more jobs through improved product and service. In simple, direct language, Deming explains the principles of management transformation and how to apply them.
https://books.google.co.in/books/about/Out_of_the_Crisis.html?id=RTNwDwAAQBAJ
The Essential Deming: Leadership Principles from the Father of Quality: by W. Edwards Deming (Author), Joyce Orsini (Editor), Diana Deming Cahill (Editor)
Juran
Juran on Quality by Design: The New Steps for Planning Quality Into Goods and Services
J. M. Juran, JOSEPH M AUTOR JURAN
Simon and Schuster, 04-May-1992 - Business & Economics - 538 pages
Building on the experiences of scores of companies and hundreds of managers, J.M. Juran, the world-renowned quality pioneer, presents a new, exhaustively comprehensive approach to planning, setting, and reaching quality goals. Employing three case examples which encompass the three major sectors of the economy -- service, manufacturing, and support, he offers a practical plan for companies to achieve strategic, market-driven goals by following a structural approach to planning quality.
Quality, according to Juran, has become a prerequisite for business success. He cites the loss of market share, failure of products, and waste as results of poor quality planning. Juran provides a set of universal steps which can be used in the basic managerial process to establish quality goals, identify customers, determine customer needs, provide measurement, and develop process features and controls to improve business tactics.
The author gives new emphasis to setting quality goals, planning in "multifunctional" processes, establishing data bases for quality planning, motivating managers and the work force, and introducing quality planning into organizations.
https://books.google.co.in/books?id=KPUXbZ2Hw1EC
Juran's Quality Handbook: The Complete Guide to Performance Excellence 6/e 6th Edition
The Lean Six Sigma Pocket Toolbook: A Quick Reference Guide to 100 Tools for Improving Quality and Speed: by Michael L. George (Author), John Maxey (Author), David Rowlands (Author), Mark Price (Author)
Quality 4.0
Quality 4.0 - Introduction and Bibliography
A detailed article with multiple references from ASQC
Updated 25.1.2024, 25.4.2022, 21.4.2022, 9.4.2022, 20 May 2021
Pub 25 March 2017
Thank you for sharing this blog post. Its very helpful for me.
ReplyDeleteERP Software for Manufacturing
Dropping by from the A2Z Challenge.
ReplyDeleteThis is all Greek to me, but good luck with the rest of the challenge