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into one. Taylor's scientific management did away with this by making planning the job of management and production the job of labor. To keep quality from falling through the cracks, it was necessary to create a separate quality depart- ment. Such departments had shaky beginnings, and just who was responsible for quality became a clouded issue. As the volume and complexity of manufacturing grew, quality became an increasingly difficult issue. Volume and complexity together gave birth to quality engineering in the 1920s and reliability engineering in the 1950s. Quality engi- neering, in turn, resulted in the use of statistical methods in the control of quality, which eventually led to the concepts of control charts and statistical process control, which are now fundamental aspects of the total quality approach. Reliability engineering emerged in the 1950s. It began a trend toward moving quality control away from the traditional after-the-fact approach and toward inserting it throughout the design and production processes. However, for the most part, quality control in the 1950s and 1960s involved inspections that resulted in nothing more than cutting out bad parts. World War II had an impact on quality that is still being felt. In general, the effect was negative for the United

into one. Taylor's scientific management did away with this by making planning the job of management and production the job of labor. To keep quality from falling through the cracks, it was necessary to create a separate quality depart- ment. Such departments had shaky beginnings, and just who was responsible for quality became a clouded issue. As the volume and complexity of manufacturing grew, quality became an increasingly difficult issue. Volume and complexity together gave birth to quality engineering in the 1920s and reliability engineering in the 1950s. Quality engi- neering, in turn, resulted in the use of statistical methods in the control of quality, which eventually led to the concepts of control charts and statistical process control, which are now fundamental aspects of the total quality approach. Reliability engineering emerged in the 1950s. It began a trend toward moving quality control away from the traditional after-the-fact approach and toward inserting it throughout the design and production processes. However, for the most part, quality control in the 1950s and 1960s involved inspections that resulted in nothing more than cutting out bad parts. World War II had an impact on quality that is still being felt. In general, the effect was negative for the United

Principles Of Marketing
Principles Of Marketing
17th Edition
ISBN:9780134492513
Author:Kotler, Philip, Armstrong, Gary (gary M.)
Publisher:Kotler, Philip, Armstrong, Gary (gary M.)
Chapter1: Marketing: Creating Customer Value And Engagement
Section: Chapter Questions
Problem 1.1DQ
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Quality engineering question

Please read the pages and make a short and clear summary of them with your own words please. Mention only the necessary important parts

Also, you will put your comments and ideas about the topic briefly

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into one. Taylor's scientific management did away with this by making planning the job of management and production the job of labor. To keep quality from falling through the cracks, it was necessary to create a separate quality depart- ment. Such departments had shaky beginnings, and just who was responsible for quality became a clouded issue. As the volume and complexity of manufacturing grew, quality became an increasingly difficult issue. Volume and complexity together gave birth to quality engineering in the 1920s and reliability engineering in the 1950s. Quality engi- neering, in turn, resulted in the use of statistical methods in the control of quality, which eventually led to the concepts of control charts and statistical process control, which are now fundamental aspects of the total quality approach. Reliability engineering emerged in the 1950s. It began a trend toward moving quality control away from the traditional after-the-fact approach and toward inserting it throughout the design and production processes. However, for the most part, quality control in the 1950s and 1960s involved inspections that resulted in nothing more than cutting out bad parts. World War II had an impact on quality that is still being felt. In general, the effect was negative for the United States and positive for Japan. Because of the urgency to meet production schedules during the war, U.S. companies focused more on meeting delivery dates than on quality. This approach became a habit that carried over even after the war. Japanese companies, on the other hand, were forced to learn to compete with the rest of the world in the produc- tion of nonmilitary goods. At first, their attempts were un- successful, and "Made in Japan" remained synonymous with poor quality, as it had been before World War II. Around 1950, however, Japan decided to get serious about quality and establishing ways to produce quality products. Japanese manufacturers overcame a reputation for pro- ducing cheap, shabby products and developed a reputation as world leaders in the production of quality products. More than any other single factor, it was the Japanese miracle- which was not a miracle at all but the result of a concerted effort that took 20 years to really bear fruit-that got the rest of the world to focus on quality. When Western companies finally realized that quality was the key factor in global com- petition, they responded. Unfortunately, their first responses were the opposite of what was needed. In spite of these early negative reactions, Western com- panies began to realize that the key to competing in the global marketplace was to improve quality. With this realization, the total quality movement finally began to gain momentum.
Transcribed Image Text:into one. Taylor's scientific management did away with this by making planning the job of management and production the job of labor. To keep quality from falling through the cracks, it was necessary to create a separate quality depart- ment. Such departments had shaky beginnings, and just who was responsible for quality became a clouded issue. As the volume and complexity of manufacturing grew, quality became an increasingly difficult issue. Volume and complexity together gave birth to quality engineering in the 1920s and reliability engineering in the 1950s. Quality engi- neering, in turn, resulted in the use of statistical methods in the control of quality, which eventually led to the concepts of control charts and statistical process control, which are now fundamental aspects of the total quality approach. Reliability engineering emerged in the 1950s. It began a trend toward moving quality control away from the traditional after-the-fact approach and toward inserting it throughout the design and production processes. However, for the most part, quality control in the 1950s and 1960s involved inspections that resulted in nothing more than cutting out bad parts. World War II had an impact on quality that is still being felt. In general, the effect was negative for the United States and positive for Japan. Because of the urgency to meet production schedules during the war, U.S. companies focused more on meeting delivery dates than on quality. This approach became a habit that carried over even after the war. Japanese companies, on the other hand, were forced to learn to compete with the rest of the world in the produc- tion of nonmilitary goods. At first, their attempts were un- successful, and "Made in Japan" remained synonymous with poor quality, as it had been before World War II. Around 1950, however, Japan decided to get serious about quality and establishing ways to produce quality products. Japanese manufacturers overcame a reputation for pro- ducing cheap, shabby products and developed a reputation as world leaders in the production of quality products. More than any other single factor, it was the Japanese miracle- which was not a miracle at all but the result of a concerted effort that took 20 years to really bear fruit-that got the rest of the world to focus on quality. When Western companies finally realized that quality was the key factor in global com- petition, they responded. Unfortunately, their first responses were the opposite of what was needed. In spite of these early negative reactions, Western com- panies began to realize that the key to competing in the global marketplace was to improve quality. With this realization, the total quality movement finally began to gain momentum.
ment is the separation of planning and execution A ge- THE TOTAL QUALITY APPROACH DEFINED Just as there are different definitions of quality, there are dif- ferent definitions of total quality. The authors define total quality as follows: CHAPTER ONE The Total Quality Approach to Quality Management cannot survive, much less thrive, unless they outperform a time line that shows some of the major events in the evolution the competition in proving superior value. And quality is an of the total quality movement since the days of Taylor. Taylor is must be improved, continually and forever. What is con- sidcred excellent today may be just mediocre tomorrow. Consequently, "good enough" is never good enough. Another way to understand total quality as a concept is shown in ligure 1.2. Notice that the first part of the defi- nition in Figure 1.2 explains the what of total quality: the second part explains the how. In the case of total quality, the how is important because it is what separates this approach to doing business from all of the others. The total in total quality indicates a concern for quality in the broadest sense-what has come to be known as the "Big Q" Big Q refers to quality of products, services, people, processes, and environments. Correspondingly. "Little Q" refers to a narrower concern that focuses on the quality of one of these elements or individual quality criteria within an individual element. Customer now known a "the father of scientific management" The most fundamental aspect of scientific ment is the separation of planning and execution. Although the division of labor spawned tremendous leaps forward in productivity, it virtually eliminated the old practice of one highly skilled individual performing all the tasks required to produce a quality product. In a sense, that individual was CEO, production worker, and quality controller all rolled essential ingredient in superior value (quality, cost, service). The individual characteristics relating to total quality shown in Figure 1.2 are explained later in this chapter. Focus The Historic Development of Total Quality The total quality movement had its roots in the time and motion studies conducted by Frederick Taylor in the 1920s. Table 1.1 is TABLE 1.1 100 Years of Selected Historic Milestones in the Global Quality Movement Measures People Processes 1908 1924 • Continual improvement • "Good enough" is • Statistical proces • Quality is buit-in control Ford attains perfect part interchangeability. eliminating the need for skilled craftsmen. Time reg'd. for a Ford complete a Ford Fitter's "Assembler to complete his assigned task: 2.3 minutes Shewhart identifies Prior to 1906-1908 • Benchmarking • Quality is expected, not inspected causes of process variation as common and special, and develops the statistical process control (SPC) 1931 never good encugh How Is Total Quality Different? All autos assembled by skiled craftsmen called Fitters." Time req'd. to Shewhart publishes his book Economic • Quality tools • Employees are empowered What distinguishes the total quality approach from tra- ditional ways of doing business can be found in how it is achieved. The distinctive characteristics of total quality are diese: strategically bascl, custuuer furus (isterual aud ea- An casy way to grasp the concept of total quality is ternal), obsession with quality, use of the scientific approach in decision making and problem solving, long-term com- mitment, teamwork, continual process improvement, bot- tom-up education and training, freedom through control, unity of purpoer, and employre invnlvement and empow- erment, all deliberately aimed at supporting the organiza- tional strategy. The underlying concept that drives the need for total quality is competitiveness. Although pride of prod- uct (or acrvice) ia a philosophical driver of the total quality concept-organizations that produce a product or provide a service should want it to represent them in a way they can be proud of-the practical driver is competitiveness. In today's "processes" leg of the stool makes the point that processes globally competitive business environment, organizations Contral of Quality of Manutactured Products FIGURE 1.1 Three-Legged Stool of Total Quality. task was 8.56 hours chart. 1906 1913 1927 1939 to consider the analogy of a three-legged stool, as shown in Figure 1.1. The seat of the stool is customer focus. This means with total quality the customer is in the "driver's srat" as the primary arhiter of what is acceptahle in terme of quality. Each of the three legs is a broad clement of the total quality philosophy (ie., measures, people, and pro- cesses). The "measures" leg of the stool makes the point that quality can and must be measured. The "people" leg of the stool makes the point that quality cannot be inspected into a product or service. Rather, it must be built in by people who are empowered to do their jobs the right way. The Cadilac achieves perfect interchan- geability of parts. Ford introduces the moving assembly line, reducing the Assembler's of his ideas to management. task time to 19 minutes Deming meets Shewhart, and sees the relevance Start of World War I 1941 1946 1950 1960s & 1970s Deming teaches SPC to American wartime production workers. SPC widely used. Eiji Toyoda & Taichi as pent-up demand for Ohno start developmenit of from Western manufacturers. SPC fades in America Japan captures market share manufactured goods the Toyota Production System seerns boundless. U.S. loses some market segments completely. (TPS). Continues to this date. 1945 1950 1954 1980 End of World War I NBC Airs TV documentary, Japancse enginocra, managers, monagoment courses Japan Con, Why Can't We Brings attertion to Japanese success with quality and to Deming. American industry begins to learn from Japan Deming trains hundreds of Juran conducts quality executives, and scholars in SPC and quality concepts. in Japan. What It Is Total quality is an approach to doing business that attempts to maximize the competitiveness of an organization through the continual improvement of the quality of its products, services, people, processes, and environments. 2010 TOM/Lean/Sx Sigma generally acknowiedged worldwide as the How It ls Achieved The total quality approach has the following characteristics. • Strategically based • Customer focus (internal and extermal) • Obsession with quality • Scientfic approach to decision making and problem solving • Long-term commitment • Tearmwork • Continual improvement of people, pracesses, products, services, and environments Education ond training • Freedom through control Unity of purpose • Employee involvement and empowerment • Peak performance as a top pricrity 1981 1985 1988 1993 Ford and GM invite Deming to speak to executives. Ford listened better than GM. American organizations. Beginning of adoption of total quality management by U.S. Dept. of Defense endorses TOM, causing DoD contractors to follow suit. management system of the twenty-first century, and are taught in U.S. coleges practiced by organizations across the planet. TOM is widely and universities 1982 1987 1990 2000 2020 Deming publishes Quality, Productivity. and Competibve Posmon, ns phiosopny Motorola introduces Sa ed by the booK The of management based Sigma as a more powerful Machine That Changed on his "Fourteen Points. U.S. Congress establishes "Lean Production" as ISO 9000, the International Global competitiveness the Malcoim Baldrige a definition of the Toyota Standard for Quality, was makes total qualty a National Quality Award. Production System is rewritten to incorporate TOM concepts business imperative in a maustraized nations of the world. FIGURE 1.2 Total Quality: What It Is and How It Is Achieved. version of TOM. the World
Transcribed Image Text:ment is the separation of planning and execution A ge- THE TOTAL QUALITY APPROACH DEFINED Just as there are different definitions of quality, there are dif- ferent definitions of total quality. The authors define total quality as follows: CHAPTER ONE The Total Quality Approach to Quality Management cannot survive, much less thrive, unless they outperform a time line that shows some of the major events in the evolution the competition in proving superior value. And quality is an of the total quality movement since the days of Taylor. Taylor is must be improved, continually and forever. What is con- sidcred excellent today may be just mediocre tomorrow. Consequently, "good enough" is never good enough. Another way to understand total quality as a concept is shown in ligure 1.2. Notice that the first part of the defi- nition in Figure 1.2 explains the what of total quality: the second part explains the how. In the case of total quality, the how is important because it is what separates this approach to doing business from all of the others. The total in total quality indicates a concern for quality in the broadest sense-what has come to be known as the "Big Q" Big Q refers to quality of products, services, people, processes, and environments. Correspondingly. "Little Q" refers to a narrower concern that focuses on the quality of one of these elements or individual quality criteria within an individual element. Customer now known a "the father of scientific management" The most fundamental aspect of scientific ment is the separation of planning and execution. Although the division of labor spawned tremendous leaps forward in productivity, it virtually eliminated the old practice of one highly skilled individual performing all the tasks required to produce a quality product. In a sense, that individual was CEO, production worker, and quality controller all rolled essential ingredient in superior value (quality, cost, service). The individual characteristics relating to total quality shown in Figure 1.2 are explained later in this chapter. Focus The Historic Development of Total Quality The total quality movement had its roots in the time and motion studies conducted by Frederick Taylor in the 1920s. Table 1.1 is TABLE 1.1 100 Years of Selected Historic Milestones in the Global Quality Movement Measures People Processes 1908 1924 • Continual improvement • "Good enough" is • Statistical proces • Quality is buit-in control Ford attains perfect part interchangeability. eliminating the need for skilled craftsmen. Time reg'd. for a Ford complete a Ford Fitter's "Assembler to complete his assigned task: 2.3 minutes Shewhart identifies Prior to 1906-1908 • Benchmarking • Quality is expected, not inspected causes of process variation as common and special, and develops the statistical process control (SPC) 1931 never good encugh How Is Total Quality Different? All autos assembled by skiled craftsmen called Fitters." Time req'd. to Shewhart publishes his book Economic • Quality tools • Employees are empowered What distinguishes the total quality approach from tra- ditional ways of doing business can be found in how it is achieved. The distinctive characteristics of total quality are diese: strategically bascl, custuuer furus (isterual aud ea- An casy way to grasp the concept of total quality is ternal), obsession with quality, use of the scientific approach in decision making and problem solving, long-term com- mitment, teamwork, continual process improvement, bot- tom-up education and training, freedom through control, unity of purpoer, and employre invnlvement and empow- erment, all deliberately aimed at supporting the organiza- tional strategy. The underlying concept that drives the need for total quality is competitiveness. Although pride of prod- uct (or acrvice) ia a philosophical driver of the total quality concept-organizations that produce a product or provide a service should want it to represent them in a way they can be proud of-the practical driver is competitiveness. In today's "processes" leg of the stool makes the point that processes globally competitive business environment, organizations Contral of Quality of Manutactured Products FIGURE 1.1 Three-Legged Stool of Total Quality. task was 8.56 hours chart. 1906 1913 1927 1939 to consider the analogy of a three-legged stool, as shown in Figure 1.1. The seat of the stool is customer focus. This means with total quality the customer is in the "driver's srat" as the primary arhiter of what is acceptahle in terme of quality. Each of the three legs is a broad clement of the total quality philosophy (ie., measures, people, and pro- cesses). The "measures" leg of the stool makes the point that quality can and must be measured. The "people" leg of the stool makes the point that quality cannot be inspected into a product or service. Rather, it must be built in by people who are empowered to do their jobs the right way. The Cadilac achieves perfect interchan- geability of parts. Ford introduces the moving assembly line, reducing the Assembler's of his ideas to management. task time to 19 minutes Deming meets Shewhart, and sees the relevance Start of World War I 1941 1946 1950 1960s & 1970s Deming teaches SPC to American wartime production workers. SPC widely used. Eiji Toyoda & Taichi as pent-up demand for Ohno start developmenit of from Western manufacturers. SPC fades in America Japan captures market share manufactured goods the Toyota Production System seerns boundless. U.S. loses some market segments completely. (TPS). Continues to this date. 1945 1950 1954 1980 End of World War I NBC Airs TV documentary, Japancse enginocra, managers, monagoment courses Japan Con, Why Can't We Brings attertion to Japanese success with quality and to Deming. American industry begins to learn from Japan Deming trains hundreds of Juran conducts quality executives, and scholars in SPC and quality concepts. in Japan. What It Is Total quality is an approach to doing business that attempts to maximize the competitiveness of an organization through the continual improvement of the quality of its products, services, people, processes, and environments. 2010 TOM/Lean/Sx Sigma generally acknowiedged worldwide as the How It ls Achieved The total quality approach has the following characteristics. • Strategically based • Customer focus (internal and extermal) • Obsession with quality • Scientfic approach to decision making and problem solving • Long-term commitment • Tearmwork • Continual improvement of people, pracesses, products, services, and environments Education ond training • Freedom through control Unity of purpose • Employee involvement and empowerment • Peak performance as a top pricrity 1981 1985 1988 1993 Ford and GM invite Deming to speak to executives. Ford listened better than GM. American organizations. Beginning of adoption of total quality management by U.S. Dept. of Defense endorses TOM, causing DoD contractors to follow suit. management system of the twenty-first century, and are taught in U.S. coleges practiced by organizations across the planet. TOM is widely and universities 1982 1987 1990 2000 2020 Deming publishes Quality, Productivity. and Competibve Posmon, ns phiosopny Motorola introduces Sa ed by the booK The of management based Sigma as a more powerful Machine That Changed on his "Fourteen Points. U.S. Congress establishes "Lean Production" as ISO 9000, the International Global competitiveness the Malcoim Baldrige a definition of the Toyota Standard for Quality, was makes total qualty a National Quality Award. Production System is rewritten to incorporate TOM concepts business imperative in a maustraized nations of the world. FIGURE 1.2 Total Quality: What It Is and How It Is Achieved. version of TOM. the World
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