Since the inception of our Quality Management 2.0 Blog, we've written much content on quality assurance management. Topics have ranged from how-to steps involving your quality management system, to informative posts on the philosophies of quality and basic quality tools.
Quality Management 2.0 Blog
Since the inception of our Quality Management 2.0 Blog, we've written much content on quality assurance and quality control. Topics have ranged from how-to steps involving your quality management system, to informative posts on basic tools and philosophies of quality.
After our previous post on Quality Improvement Tools by Shewhart and Deming, here is the continuation explaining in-depth the remaining continuous process improvement tools. These tools can help accomplish purposes of our quality improvement techniques, with these tools alone or incorporated within software quality management systems.
With the new 2012 year ahead of us, IBS has taken stock of all the new initiatives and accomplishments of the past year, and are planning our next steps going forward.
A team is a group of people organized to work together in order to accomplish a specific objective. Individuals within the team, which involves two or more people, are all equally accountable for the accomplishment of the goals the team has been tasked with. Ideally, team members have complimentary skills, so that the combination of their knowledge, experience, aptitude, and attitude achieves a common purpose.
W. Edwards Deming "14 Points" express Deming's philosophy of management: specifically, they break down the need for a working understanding of basic quality management system statistical principles. In addition to Deming's 14 points, he also outlined Seven Deadly Diseases, which describe the most serious barriers that management potentially faces within an organization. Outlined below are his Seven Deadly Diseases of Management, as well as an explanation of each.
1. Lack of constancy of purpose to plan product and service that will have a market and keep the company in business, and provide jobs.
Processes and systems can be easily confused terms in the quality management systems space. In reality, the terms are in fact related to each other, but represent two different entities: a process is a set of interrelated / interacting activities that transforms inputs into outputs, while a system is a set of interrelated / interacting processes.
Walter Shewhart and W. Edwards Deming began development of quality improvement tools in the 1930s-40s, and in 1976 the Japanese Society for Quality Control Technique Development expanded on their tools for a more comprehensive list of quality control tools. Today, we use these tools as devices to help accomplish purposes of our quality improvement techniques, with these tools alone or incorporated within quality control software.
As we near Thanksgiving, a proud American holiday of tradition, we thought it appropriate to examine the philosophies of some of the great "Founding Fathers" of quality management systems. While we already covered the great Deming 14 Point System in a previous post, the following are great additional core quality assurance and quality control philosophies of Juran and Crosby to help you to brush up on your "quality" history!
The need for a working understanding of basic quality management system statistical principles is at the heart of Deming's teaching. While accepting the ASQ's Shewhart Medal in 1955, he commented that "Statistical theory has changed practice in almost everything. Statistical techniques, in their ability to aid the discovery of causes, are creating a science of management and a science of administration." His quality process message, directed primarily at management, is stated succinctly in his famous 14 Points for Management: