Quality 4.0 - Introduction and Bibliography

 

Evolution of The Quality Management Philosophy and Practice

https://nraomtr.blogspot.com/2017/03/evolution-of-quality-management.html

QUALITY 4.0

"Quality 4.0" is a term that references the future of quality and organizational excellence within the context of Industry 4.0.

QUALITY 4.0 PRINCIPLES

People

Quality 4.0 is more than technology. It’s a new way for quality professionals to manage quality with the digital tools available today and understanding how to apply them and achieve excellence through quality. By speaking the digital language and making the case for quality in disruption, quality professionals can elevate their role from enforcers to navigators to successfully guide organizations through digital disruption and toward excellence.

Process

As more work is automated the need for flawless processes remains the same, if not more important. Existing processes will be broken and the need to educate the next generation of workers to implement new processes and strategies will be vital to not only the quality professional but also business operations. Quality is a vital link and should be included at the strategic level for sustainability during digital transformation.

Technology

Technology is growing 10 times faster than it used to, and organizations’ platforms, such as processes, systems, data, operations and governance, must keep pace. Technology also is a great leveler because it gives any individual with the right idea and intent the capability that previously was available only to large organizations. Quality professionals must move from data analyst roles to data wrangler roles by engaging with new technologies, understanding these technologic advancements and the potential outputs they create, and determining how and when to use them.

QUALITY 4.0 TOOLS

Artificial intelligence: computer vision, language processing, chatbots, personal assistants, navigation, robotics, making complex decisions.

Big data: infrastructure (such as MapReduce, Hadoop, Hive, and NoSQL databases), easier access to data sources, tools for managing and analyzing large data sets without having to use supercomputers.

Blockchain: increasing transparency and auditability of transactions (for assets and information), monitoring conditions so transactions don’t occur unless quality objectives are met.

Deep learning: image classification, complex pattern recognition, time series forecasting, text generation, creating sound and art, creating fictitious video from real video, adjusting images based on heuristics (make a frowning person in a photo appear to smile, for example).

Enabling technologies: affordable sensors and actuators, cloud computing, open-source software, augmented reality (AR), mixed reality, virtual reality (VR), data streaming (such as Kafka and Storm), 5G networks, IPv6, IoT.

Machine learning: text analysis, recommendation systems, email spam filters, fraud detection, classifying objects into groups, forecasting.

Data science: the practice of bringing together heterogeneous data sets for making predictions, performing classifications, finding patterns in large data sets, reducing large sets of observations to most significant predictors, applying sound traditional techniques (such as visualization, inference and simulation) to generate viable models and solutions.

Quality 4.0

A detailed article with multiple references from ASQC

https://asq.org/quality-resources/quality-4-0

What is Quality 4.0?

Based on phase one of our research, here is our working definition of Quality 4.0 (CQI - IRCA Japana):

Quality 4.0 is the leveraging of technology with people to improve the quality of an organisation, its products, its services and the outcomes it creates.

This definition sees quality professionals as having two roles:

To help organisations adopt and use digital technologies – so they create value for customers and other stakeholders

To adopt and use digital technologies in quality management – to effectively deliver governance, assurance and improvement

https://www.quality.org/quality-4-point-0

Quality 4.0: The Future of Quality?

Juran 

June 15, 2019

https://www.juran.com/blog/quality-4-0-the-future-of-quality/

Evolution of The Quality Management Philosophy and Practice

New article found.

https://www.juran.com/blog/the-history-of-quality/

Ignoing F.W. Taylor is a blunder. It is only ignorance on the part of writers of the article.

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

https://nraomtr.blogspot.com/2024/01/quality-40-introduction-and-bibliography.html

A detailed article with multiple references from ASQC

https://asq.org/quality-resources/quality-4-0

Updated 25.1.2024, 25.4.2022,  21.4.2022,  9.4.2022,  20 May 2021

Pub 25 March 2017

Intel - “IDM 2.0,” - A Major Evolution of Intel’s Integrated Device Manufacturing (IDM) model.

  “IDM 2.0,” a major evolution of Intel’s integrated device manufacturing (IDM) model. 

23 March 2021

https://www.intel.com/content/www/us/en/newsroom/news/idm-manufacturing-innovation-product-leadership.html#gs.35bhm6

Engineering the Future

During a virtual presentation on March 23, 2021, Intel CEO Pat Gelsinger outlined the company’s path forward to manufacture, design and deliver leadership products and create long-term value for stakeholders.

https://www.intel.com/content/www/us/en/newsroom/resources/engineering.html#gs.35fh1l

9 June 2021

https://www.intel.com/content/www/us/en/newsroom/news/idm2-strategy-defined-60-seconds.html#gs.35bhn7

11 October 2022

Intel Embraces an Internal Foundry Model

CEO Pat Gelsinger introduces an internal foundry model for both external customers and Intel product lines.

https://www.intel.com/content/www/us/en/newsroom/news/intel-embraces-internal-foundry-model.html#gs.35fj1n

17 Oct 2022

Intel’s Role as a Systems Foundry, Explained

Intel Foundry Services still makes silicon wafers for customers, but it does more than just that traditional foundry role.

At Intel Innovation in September, Gelsinger said Intel Foundry Services (IFS) is ushering in the “systems foundry era.” Instead of just supplying wafers to customers, which is the traditional foundry model, Gelsinger said Intel offers silicon, packaging, software and chiplets.

“IFS will usher in the era of the systems foundry,” he said, “marking a paradigm shift as the focus moves from system-on-a-chip to system in a package.”

https://www.intel.com/content/www/us/en/newsroom/news/intels-role-systems-foundry-explained.html#gs.35fzvw

21 March 2023

SANTA CLARA, Calif., March 21, 2023 – Intel Corporation today announced the appointment of Stuart Pann as senior vice president and general manager of Intel Foundry Services (IFS), Intel’s commercial foundry business. Pann will report to Intel CEO Pat Gelsinger and drive continued growth for IFS and its differentiated systems foundry offering, which goes beyond traditional wafer fabrication to include packaging, chiplet standards and software, as well as U.S.- and Europe-based capacity.

https://www.intel.com/content/www/us/en/newsroom/news/ifs-march-2023-news.html

29 March 2023

Four Takeaways from Intel’s Investor Webinar

Intel leaders focus on the company’s Data Center and Artificial Intelligence business unit with roadmap and progress updates.

https://www.intel.com/content/www/us/en/newsroom/news/four-takeaways-from-intel-investor-webinar.html#gs.35fmfg

31 May 2023

Intel Foundry Services Ushers in a New Era

New IFS leader shares his point of view on foundry progress, new collaborations and opportunities for success.

 

In April, Intel Foundry Services (IFS) and Arm announced a multigenerational agreement to enable chip designers to build low-power compute system-on-chip (SoCs) on Intel technology. We are excited to provide our customers with the opportunity to design their mobile SoCs on Intel’s leading-edge 18A process technology paired with the latest, most powerful Arm CPU core — the recently launched next-generation Cortex-X4 — for improved power and performance.

https://www.intel.com/content/www/us/en/newsroom/opinion/intel-foundry-services-ushers-new-era.html#gs.35fo59

21 June 2023

Intel Provides Update on Internal Foundry Model

New model represents fundamental change to operations aimed at unlocking significant value.

Intel leaders told analysts and investors during a webinar Wednesday that its transition to a new internal foundry model will be a key enabler to achieving its stated cost savings goal of more than $8-10 billion exiting 2025. In this new operating model, Intel’s internal product groups move to a foundry-style relationship with the company’s manufacturing group. As a result, company execs say they are projecting a broad class of increased efficiencies that will be reflected in greater profitability as Intel pursues its long-term ambition to achieve non-GAAP gross margins of 60%.

https://www.intel.com/content/www/us/en/newsroom/news/intel-update-internal-foundry-model.html#gs.35fpjj

Newroom Intel  https://www.intel.com/content/www/us/en/newsroom/home.html#gs.35b5ny

Keyvan Esfarjani

@KeyvanEsfarjani

Chief Global Operations Officer 

@Intel

 | Shaping the future of #sustainable semiconductor #manufacturing | Purpose and people driven leader

https://twitter.com/KeyvanEsfarjani

https://www.linkedin.com/in/keyvanesfarjani/