Industrial Quality Assurance

2015.11.30.
INDUSTRIAL QUALITY
ASSURANCE
HISTORY OF
Chapter 1,
QUALITY ASSURANCE
Dr. Gyula Varga
associate professor
LOGO
1
HISTORY OF QUALITY ASSURANCE

Outline
• Goals and Definitions

• Egypt
• Greece
• Rome
• Middle Ages
• Industrial Age
• Wartime Production and Post War
• Modern Quality Thought
1.Shewhart
2.Taguchi
3.Deming
4.Womack
5.Solzhenitsyn
6.Rickover
Dr. Gyula Varga, associate professor,

University of Miskolc, Institute of Manufacturing Science
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Goal
1.To show some insight into the

hypothesis that the Quality
function has been with Mankind
throughout the ages.
2.To draw what we can from quality
experts of the past.
3.To learn from the past and
challenge all on what are the
next breakthroughs in Quality

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ASQ: Quality Assurance and Quality Control
The terms “quality assurance” and “quality control” are often used
interchangeably to refer to ways of ensuring the quality of a service
or product.
The terms, however, have different meanings.
Assurance: Control:
The act of giving confidence, the An evaluation to indicate needed
state of being certain or the act of corrective responses;
making certain. the act of guiding a process in
which variability is attributable
to a constant system of chance
causes.

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or product.
Quality Assurance: Quality Control:

The planned and systematic The observation techniques and
activities implemented in a quality activities used to fulfill
system so that quality requirements requirements for quality.
for a product or service
will be fulfilled.

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or product.
Quality Assurance: Quality Control:

The planned and systematic The observation techniques and
activities implemented in a quality activities used to fulfill
system so that quality requirements requirements for quality.
for a product or service
will be fulfilled.

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Ancient Egypt
The Pyramids were built around 5,000 BC.

The organization, planning, scheduling, design and calculations
involved would be a major challenge today.

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Modern Egypt

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Greece
Alexander the Great conquered the world.
He used extensive logistics training and planning.
He needed repeatable processes and a dependable supply chain.
Aristotle said,
"We are what we repeatedly do; excellence, then, is not an act, but
a habit"

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Rome
Rome was built on the ideals of the Greeks with financing from Egypt.

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Middle Ages up to the Industrial Revolution
During the Middle Ages, guilds adopted responsibility for quality control
of their members, setting and maintaining certain standards for guild
membership.

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Middle Ages up to the Industrial Revolution
Royal governments purchasing material were
interested in quality control as customers.
For this reason, King John of England 1199 - 1216
appointed William Wrotham to report about the
construction and repair of ships.
Centuries later, Samuel Pepys,

1633. febr. 23. – 1703. máj. 26.
Secretary to the British Admiralty,
appointed multiple such overseers.

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The Industrial Revolution
Prior to the extensive division of labor and mechanization resulting from
the Industrial Revolution, it was possible for workers to control the
quality of their own products.
The Industrial Revolution led to a system in which large groups of
people performing a specialized type of work were grouped together
under the supervision of a foreman who was appointed to control the
quality of work manufactured.

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Mass Production
At the time of the First World War, manufacturing processes typically
became more complex with larger numbers of workers being supervised.
This period saw the widespread introduction of mass production and
piece work, which created problems as workmen could now earn more
money by the production of extra products, which in turn occasionally led
to poor quality workmanship being passed on to the assembly lines.

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Mass Production
To counter bad workmanship, full time inspectors were introduced to
identify, quarantine and ideally correct product quality failures.
Quality control by inspection in the 1920s and 1930s led to the growth of
quality inspection functions, separately organized from production and
large enough to be headed by superintendents.

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Wartime Production
The systematic approach to quality started in industrial manufacturing
during the 1930s, mostly in the USA, when some attention was given to
the cost of scrap and rework.
With the impact of mass production required during the Second World
War made it necessary to introduce an improved form of quality control
known as Statistical Quality Control, or SQC.

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Wartime Production
SQC includes the concept that every production piece cannot be fully
inspected into acceptable and non acceptable batches.
By extending the inspection phase and making inspection organizations
more efficient, it provides inspectors with control tools such as sampling
and control charts, even where 100 % inspection is not practicable.
Standard statistical techniques allow the producer to sample and test a
certain proportion of the products for quality to achieve the desired level
of confidence in the quality of the entire batch or production run.

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Postwar
In the period following World War II, many countries' manufacturing
capabilities that had been destroyed during the war were rebuilt.
General Douglas MacArthur oversaw the re-building of Japan.
During this time, General MacArthur involved two key individuals in the
development of modern quality concepts: W. Edwards Deming and
Joseph Juran.

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Postwar
Japanese business and technical groups, and these groups utilized
these concepts in the redevelopment of the Japanese economy.
Although there were many individuals trying to lead United States
industries towards a more comprehensive approach to quality, the
U.S. continued to apply the Quality Control (QC) concepts of inspection
and sampling to remove defective product from production lines,
essentially ignoring advances in QA for decades.

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Postwar
Japanese business and technical groups, and these groups utilized
these concepts in the redevelopment of the Japanese economy.
Although there were many individuals trying to lead United States
industries towards a more comprehensive approach to quality, the
U.S. continued to apply the Quality Control (QC) concepts of inspection
and sampling to remove defective product from production lines,
essentially ignoring advances in QA for decades.

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Breakout - Modern Quality Thought
- Shewhart
- Taguchi
- Deming
- Womack
- Solzhenitsyn
- Rickover

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Shewhart 1
Father of statistical quality control
“Shewhart simulated theoretical models by marking numbers on
three different sets of metal-rimmed tags.
Then he used an ordinary kitchen bowl – the Shewhart bowl – to hold
each set of chips as different sized samples were drawn from his three
different populations.
There was a bowl, and it played a vital role in the
development of ideas and formulation of methods
culminating in the Shewhart control charts.”
– Ellis R. Ott, Tribute to Walter A. Shewhart, 1967

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Shewhart 2
The industrial age was easing into its second century when a young
engineer named Walter A. Shewhart came along and altered the course
of industrial history.
Shewhart successfully brought together the disciplines of statistics,
engineering, and economics and became known as the
father of modern quality control.
The lasting and tangible evidence of that union for which he is most
widely known is the control chart, a simple but highly effective tool that
represented an initial step toward what Shewhart called
“the formulation of a scientific basis for securing economic control.”

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Shewhart 3
Shewhart was concerned that statistical theory serve the needs of
industry.
He exhibited the restlessness of one looking for a better way.
A man of science who patiently developed and tested his ideas and the
ideas of others, he was an astute observer of developments in the world
of science and technology.
While the literature of the day discussed the stochastic nature of both
biological and technical systems, and spoke of the possibility of applying
statistical methodology to these systems, Shewhart actually showed how
it was to be done;
in that respect, the field of quality control can claim a genuine pioneer
in Shewhart.

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Shewhart’s Control Chart 1
When Dr. Shewhart joined the Western Electric Company Inspection
Engineering Department at the Hawthorne Works in 1918, industrial
quality was limited to inspecting finished products and removing
defective items.
That all changed on May 16, 1924. Dr. Shewhart's boss,
George D. Edwards, recalled: "Dr. Shewhart prepared a little
memorandum only about a page in length.
About a third of that page was given over to a simple diagram which we
would all recognize today as a schematic control chart.
That diagram, and the short text which preceded and followed it, set
forth all of the essential principles and considerations which are involved
in what we know today as process quality control."[1]

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Shewhart’s Control Chart 2
Shewhart's work pointed out the importance of reducing variation in a
manufacturing process and the understanding that continual process-
adjustment in reaction to non-conformance actually increased variation
and degraded quality.
Shewhart framed the problem in terms of assignable-cause and chance-
cause variation and introduced the control chart as a tool for
distinguishing between the two. Shewhart stressed that bringing a
production process into a state of statistical control, where there is only
chance-cause variation, and keeping it in control, is necessary to predict
future output and to manage a process economically. Dr. Shewhart
created the basis for the control chart and the concept of a state of
statistical control by carefully designed experiments.

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Taguchi 1
Genichi Taguchi (1924 - 2012) provided a whole new way to evaluate
the quality of a product.
Traditionally, product quality has been a correlation between loss and
market size for the product.
Actual quality of the product was thought of as an adherance to product
specifications.
Loss due to quality has usually only been thought of as additional costs
in manufacturing (i.e. materials, re-tooling, etc.) to the producer up to the
time of shipment or sale of the product.
It was believed that after sale of the product, the
consumer was the one to bear costs due to quality
loss either in repairs or the purchase of a new product.

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Taguchi 2
Taguchi changed the perspective of quality by correlating quality with
cost and loss in dollars not only at the manufacturing level, but also to
the customer and society in general.
You will most likely encounter Taguchi methods in a manufacturing
context.

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Taguchi Quality Loss Function 1
Taguchi's key argument was that the cost of poor quality goes beyond
direct costs to the manufacturer such as reworking or waste costs.
Traditionally manufacturers have considered only the costs of quality up
to the point of shipping out the product.
Taguchi aims to quantify costs over the lifetime of the product.
Long term costs to the manufacturer would include brand reputation and
loss of customer satisfaction leading to declining market share.
Other costs to the consumer would include costs from low durability,
difficulty interfacing with other parts, or the need to build in safety
margins.

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Taguchi Quality Loss Function 2
Think for a moment about how the costs of quality would vary with the
products deviation on either side of the mean.
Now if you were to plot the costs versus the diameter of a nut, for
example, you would have a quadratic function, with a minimum of zero
at the target diameter.
We expect therefore that the loss (L) will be a quadratic function of the
variance (σ, or standard deviation) from the target (m).
The squared-error loss function
has been in use since the
1930's, but Taguchi modified the
function to represent total losses.

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W Edwards Deming 1
W Edwards Deming (1900-1993) the key to quality: reducing variation
• Electrical Engineering,
University of Wyoming, 1921
• PhD, Yale University
• Western Electric Hawthorne, Chicago
• US census statistician, 1939/40
• Teaching Shewhart methods, 1942
• invited to Japan after the war ....
• Quality, Productivity and
Competitive Position, 1982
• Out of the Crisis, 1986/88
• British Deming Association,
Salisbury
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W Edwards Deming 2
• regarded by the Japanese as the chief architect of their industrial

success
• “all processes are vulnerable to loss of quality through variation: if
levels of variation are managed, they can be decreased and quality
raised”
• quality is about people, not products

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W Edwards Deming 2
• Core element is the “management circle”

• planning
• do/implementation
• check/study
• action
• PDCA cycle
• Continuous improvement (Kaizen)
• teamwork and competence in problem solving

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W Edwards Deming 2
• “Out of the Crisis” is

“required reading for every chief executive in British industry who is
serious about ensuring the international competitiveness of his
company”
Sir John Egan (Chief Executive, Jaguar Cars
1980 – 1990)
in Director magazine, September 1988

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W Edwards Deming 2
• “Out of the Crisis” 1984

having a satisfied customer is not enough
• profit in business comes from
• repeat customers
• customers that boast about your product and service
• customers that bring friends with them
• necessary to anticipate customer needs

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W Edwards Deming 2
Dr Deming 14 points
1. Create constancy of purpose for improvement of product and service.
2. Adopt the new philosophy
3. Cease dependence on mass inspection
4. End the practice of awarding business on price tag alone
5. Improve constantly and forever the system of production and service.
6. Institute training
7. Institute leadership
8. Drive out fear
9. Break down barriers between staff areas
10. Eliminate slogans, exhortations, and targets for the workforce.
11. Eliminate numerical quotas.
12. Remove barriers to pride of workmanship.
13. Institute a vigorous program of education and retraining.
14. Take action to accomplish the transformation.

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Deming’s 14-point Management Philosophy
1. Create constancy of purpose for continual improvemen
t of products
– Create constancy of purpose for improvement of systems,
products and services, with the aim to become excellent, satis
fy
customers, and provide jobs. Reduced defects and cost of
development.

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2. Adopt a commitment to seek continual improvements
• Constantly and forever
improve the system development processes,
to improve quality and productivity, and thus constantly
decrease the time and cost of systems.
Improving quality is not a one time effort.

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3. Switch from defect detection to defect prevention
• Cease dependencies on mass inspection (especially testing)
to achieve quality.
Reduce the need for inspection on a mass basis by building
quality into the system in the first place.
Inspection is not the answer.
It is too late and unreliable – it does not produce quality.

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4. In dealing with suppliers one should end the practice
of awarding business on price.
Move towards quality of product, reliability of delivery
and willingness to cooperate and improve.
Build partnerships.
• Minimize total cost.
Move towards a single supplier for any one item or service,
making them a partner in a long-term relationship of loyalty a
nd
trust.

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5. Improvement is not confined to products and their di
rect processes but to all supporting services and activ
ities
• All functions in an organization need to become quality consci
ous to deliver a quality product.

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6. Train a modern way.
• Institute training on the job.
Everyone must be trained, as knowledge is essential for
improvement.

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7. Supervision must change from chasing, to coaching
and support.
• Institute leadership.
It is a manger’s job to help their people and their systems do a
better job.

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8. Drive out fear and
encourage two-way communication.
• Drive out fear, so that everyone may work effectively.
Management should be held responsible for the faults of the
organization and environment.

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9. Remove barriers between departments
• Break down barriers between areas.
People must work as a team.
They must foresee and prevent problems during
systems development and
use.

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10. Do not have unrealistic targets
• Set realistic targets.
Do not place people under unnecessary pressure by asking the
m to do things which are not achievable.
Eliminate slogans,
exhortations, and
targets
that ask for zero defects, and new levels of productivity.
Slogans do not build quality systems.

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11. Eliminate quotas and numerical targets
• Eliminate numerical quotas and goals.
Substitute it with leadership.
Quotas and goals (such as schedule) address numbers –
not quality and methods.

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12. Remove barriers that prevent employees having pride
in the work that they perform
• Remove barriers to pride of workmanship.
The responsibility of project managers must change from
schedules to quality.

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13. Encourage education and self-improvement for
everyone
• Institute and vigorous program of education and self-improvem
ent for everyone.
There must be a continuing commitment to training and educat
ing software managers and professional staff.

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14. Publish top management’s permanent commitment to
continuous improvement of quality and productivity

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Thank you
for your attention!
LOGO
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Industrial Quality Assurance

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HISTORY OF QUALITY ASSURANCE

• Goals and Definitions

Dr. Gyula Varga, associate professor,

HISTORY OF QUALITY ASSURANCE

1.To show some insight into the

Dr. Gyula Varga, associate professor,

HISTORY OF QUALITY ASSURANCE

Dr. Gyula Varga, associate professor,

HISTORY OF QUALITY ASSURANCE

Quality Assurance: Quality Control:

Dr. Gyula Varga, associate professor,

HISTORY OF QUALITY ASSURANCE

Quality Assurance: Quality Control:

Dr. Gyula Varga, associate professor,

HISTORY OF QUALITY ASSURANCE

The Pyramids were built around 5,000 BC.

Dr. Gyula Varga, associate professor,

HISTORY OF QUALITY ASSURANCE

Dr. Gyula Varga, associate professor,

HISTORY OF QUALITY ASSURANCE

Dr. Gyula Varga, associate professor,

HISTORY OF QUALITY ASSURANCE

Dr. Gyula Varga, associate professor,

HISTORY OF QUALITY ASSURANCE

Dr. Gyula Varga, associate professor,

HISTORY OF QUALITY ASSURANCE

Centuries later, Samuel Pepys,

Dr. Gyula Varga, associate professor,

HISTORY OF QUALITY ASSURANCE

Dr. Gyula Varga, associate professor,

HISTORY OF QUALITY ASSURANCE

Dr. Gyula Varga, associate professor,

HISTORY OF QUALITY ASSURANCE

Dr. Gyula Varga, associate professor,

HISTORY OF QUALITY ASSURANCE

Dr. Gyula Varga, associate professor,

HISTORY OF QUALITY ASSURANCE

Dr. Gyula Varga, associate professor,

HISTORY OF QUALITY ASSURANCE

Dr. Gyula Varga, associate professor,

HISTORY OF QUALITY ASSURANCE

Dr. Gyula Varga, associate professor,

HISTORY OF QUALITY ASSURANCE

Dr. Gyula Varga, associate professor,

HISTORY OF QUALITY ASSURANCE

Dr. Gyula Varga, associate professor,

HISTORY OF QUALITY ASSURANCE

Dr. Gyula Varga, associate professor,

HISTORY OF QUALITY ASSURANCE

Dr. Gyula Varga, associate professor,

HISTORY OF QUALITY ASSURANCE

Dr. Gyula Varga, associate professor,

HISTORY OF QUALITY ASSURANCE

Dr. Gyula Varga, associate professor,

HISTORY OF QUALITY ASSURANCE

Dr. Gyula Varga, associate professor,

HISTORY OF QUALITY ASSURANCE

Dr. Gyula Varga, associate professor,

HISTORY OF QUALITY ASSURANCE

Dr. Gyula Varga, associate professor,

HISTORY OF QUALITY ASSURANCE

Dr. Gyula Varga, associate professor,