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produce large numbers of the same goods. The first proponent in the US for this approach was Eli Whitney who proposed (interchangeable) parts manufacture for muskets, hence producing the identical components and creating a musket assembly line. The next step forward was promoted by several people including Frederick Winslow Taylor, a mechanical engineer who sought to improve industrial efficiency. He is sometimes called "the

Сfather of scientific management." He was one of the intellectual leaders of the Efficiency Movement and part of his approach laid a further foundation for quality management, including aspects like standardization and adopting improved practices. Henry Ford was also important in bringing process and иquality management practices into operation in his assembly lines. In Germany, Karl Friedrich Benz, often called the inventor of the motor car, was pursuing similar assembly and production practices, although real mass production was properly initiated in Volkswagen after World War II. From this periodбАonwards, North American companies focused predominantly upon production against lower cost with increased efficiency.

Walter A. Shewhart made a major step in the evolution towards quality management by creating a method for quality control for production, using statistical methods, first proposed in 1924. This became the foundation for his ongoing work on statistical quality control. W. Edwards Deming later applied statistical process control methods in the United States during World War II, thereby successfully improving quality in the manufacture of munitions and other strategically important products.

Quality leadership from aДnational perspective has changed over the past five to six decades. After the second world war, Japan decided to make quality improvement a national imperative as part of rebuilding their economy, and sought the help of Shewhart, Deming and Juran, amongst others. W. Edwards Deming championed Shewhart's ideas in Japan from

Break down barriers between departmentsИ

Management should learn their responsibilities, and take on leadership

Supervision should be to help people and machines and gadgets to do a better job

Improve constantly and forever the system of production and service

Institute a vigorous program of education and self-improvement

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In the 1950s and 1960s, Japanese goods were synonymous with cheapness and low quality, but over time their quality initiatives began to be successful, with Japan achieving very high levels of quality in products from the 1970s onward. For example, Japanese cars regularly top the J.D. Power customer satisfaction ratings. In the 1980s Deming was asked by Ford

Motor Company to start a quality initiative after they realized that they were falling behind Japanese manufacturers. A number of highly successful quality

Сmethods not only provide techniques but also have associated quality culture (i.e. people factors). These methods are now adopted by the same western countries that decades earlier derided Japanese methods.

initiatives have been invented by the Japanese (see for example on this pages: Genichi Taguchi, QFD, Toyota Production System). Many of the

иdifferentiation is also called the quality gap). In the past two decades this quality gap has been greatly reduced between competitive products and

Customers recognize that quality is an important attribute in products

and services. Suppliers recognize that quality can be an important

ThereбАare a huge number of books available on quality management. In recent times some themes have become more significant including quality

differentiator between their own offerings and those of competitors (quality

services. This is partly due to the contracting (also called outsourcing) of manufacture to countries like India and China, as well internationalization of trade and competition. These countries amongst many others have raised their own standards of quality in order to meet International standards and customer demands. The ISO 9000 series of standards are probably the best known International standards for quality management.

culture, the importance of knowledge management, and the role of leadership in promoting and achieving high quality. Disciplines like systems thinking are bringing more holistic approaches to quality so that people, process and

applications outside of walls of manufacturing, extending into service sectors and into areas such as sales, marketing and customer service.

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performance, to react to changes in its internal and external conditions and to create new opportunities.

Evidence based decision making

Decisions based on the analysis and evaluation of data and information are more likely to produce desired results.

Decision making can be a complex process, and it always involves Сsome uncertainty. It often involves multiple types and sources of inputs, as well as their interpretation, which can be subjective. It is important to understand cause-and-effect relationships and potential unintended consequences. Facts, evidence and data analysis lead to greater objectivity

иand confidence in decision making.

Relationship management

For sustained success, an organization manages its relationships with interested parties, such as suppliers.

InterestedбАparties influence the performance of an organization. Sustained success is more likely to be achieved when the organization manages relationships with all of its interested parties to optimize their impact on its performance. Relationship management with its supplier and partner networks is of particular importance.

19. Read the text translating unknown words. Prepare a presentation on one of these methods for quality improvement.

QUALITYДIMPROVEMENT

И

The PDCA cycle

There are many methods for quality improvement. These cover product improvement, process improvement and people based improvement. In the following list are methods of quality management and techniques that incorporate and drive quality improvement:

1. ISO 9004:2008 – guidelines for performance improvement.

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2. ISO 9001:2015 – a certified quality management system (QMS) for organisations who want to prove their ability to consistently provide products and services that meet the needs of their customers and other relevant stakeholders.

embedding awareness of quality in all organizational processes. First promoted in Japan with the Deming prize which was adopted and adapted in USA as the Malcolm Baldrige National Quality Award and in Europe as the European Foundation for Quality Management award (each with their own variations).

15.TRIZ – meaning "theory of inventive problem solving"

16.BPR – business process reengineering, a management approach aiming at optimizing the workflows and processes within an organisation.

17.OQRM – Object-oriented Quality and Risk Management, a model for quality and risk management.

18.Top Down & Bottom Up Approaches – Leadership approaches to change. Proponents of each approach have sought to improve them as well as apply them for small, medium and large gains. Simple one is Process Approach,

which forms the basis of ISO 9001:2008 Quality Management System

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