Total Quality Management Case Study

Total Quality Management
In medieval times, products were handmade individually by craftsmen. After a product was inspected, the crafter stamped the product to prove its quality When the Industrial Revolution began, companies were standardizing parts. Parts were made identical to each other and a lot of products that we’re once handmade were now being mass produced by factories. Craftsmen had to start working in factories. The factory’s new system had an employee do individual steps of processes in assembly lines. Craftsmen were devolved in to assembly line workers. Workers lost their sense of pride in their work. Quality in factories was checked by audits and inspections. Flawed products were either reworked or scrapped.
In 1911, Fredrick

In the mid 1920s, Shewhart tried to control processes. He related quality not only to the finished product but to the process that created itShewhart recognized that industrial processes yield data. For example, a process in which metal is cut into sheets yields certain measurements, such as each sheet’s length, height and weight. Shewhart determined this data could be analyzed using statistical techniques to see whether a process is stable and in control, or if it is being affected by special causes that should be fixed. In doing so, Shewhart laid the foundation for control charts, a modern-day quality

His main philosophy was his 14 points. Deming wanted to create constancy of purpose toward improving products and services, with the goal to be competitive to stay in business and provide jobs. He wanted companies to adopt new philosophies. Deming wanted Western companies to be able to compete globally. Companies need to learn their responsibilities and take on leadership in order to change. He believed that if companies would build quality into their products, there would be no need for inspecting every part. He wanted the practice of awarding contracts on price tag to end. Deming believed that companies should minimize total cost, and focus on a single supplier forming long term relationships with loyalty and trust. He thought if companies focused on constantly improving their systems and productivity, costs could be reduced. Deming wanted companies to institute on the job training and strong leadership. Supervisors and managers should focus on helping employees and machines do their job better. Employees should not work with fear. Leadership should prevent fearful employees so they can work more freely and successfully. Department barriers should be broken down. Departments should work together to improve production and quality. Deming didn’t like slogans that asked for zero defects and improving productivity because they were beyond the power of the employees.