Quality In The United States
This document was uploaded by user and they confirmed that they have the permission to share it. If you are author or own the copyright of this book, please report to us by using this DMCA report form. Report DMCA
Overview
Download & View Quality In The United States as PDF for free.
More details
- Words: 745
- Pages: 18
QUALITY IN THE UNITED STATES
1
THE BACKGROUND
re characterized by:
narchy of the marketplace,” each company determines which products it will make o
Sec 40 QUALITY IN THE UNITED STATES
2
THE BACKGROUND
e national boundaries then prevailing in Western Europe—passports, customs office
by the apprentice. A major force for assuring quality of product was the village f
Sec 40 QUALITY IN THE UNITED STATES
3
THE BACKGROUND
nt.” The basic concept was the separation of planning from execution. This separat
Sec 40 QUALITY IN THE UNITED STATES
4
WORLD WAR II AND ITS IMPACT
carried out its responsibility and delivered the result to the next function in
ok the rest of that decade (the 1940s) for supply to catch up with demand. In the
Sec 40 QUALITY IN THE UNITED STATES
5
THE JAPANESE QUALITY REVOLUTION AND ITS IMPACT
ced with converting to civilian products. The chief obstacle to selling these pro
Sec 40 QUALITY IN THE UNITED STATES
6
RESPONSES TO THE JAPANESE QUALITY REVOLUTION
rices.
to establish restrictive import quotas and tariffs. They urged iled civil lawsuits on the grounds of unfair trade practices. They appealed to the
an. Such companies responded by moving their production to low wage areas, includi
Sec 40 QUALITY IN THE UNITED STATES
7
INITIATIVES TO IMPROVE QUALITY
e primary cause of their company’s quality problems was the carelessness and indif
ular label for this training.
Sec 40 QUALITY IN THE UNITED STATES
8
INITIATIVES TO IMPROVE QUALITY
le quality improvements while others did not. The decisive variable was the exten
ess. The poor results were due mainly to poor choice of strategies and to poor exe
Sec 40 QUALITY IN THE UNITED STATES
9
LESSONS LEARNED — THE CORE STRATEGIES
tion to identify: who are the customers, internal as well as external; what are the extended to include internal as well as external customers.
fect, the upper managers took charge of quality by accepting responsibility for ce
meet the goals. However, the lessons learned from the role models are that the ab
Sec 40 QUALITY IN THE UNITED STATES
10
LESSONS LEARNED — THE CORE STRATEGIES
elated goals. These goals are then “deployed” to identify the needed actions and r
g processes. It should also include service companies and business processes.
aste, no field failures, and so on. As upper managers were drawn into managing for
t had been done before.
Sec 40 QUALITY IN THE UNITED STATES
11
LESSONS LEARNED — THE CORE STRATEGIES
gers and specialists. The useful many projects were carried out at lower levels, i end, they mandated that goals for quality improvement be included in the annual
hread their way through multiple functions. Every microprocess has an “owner,” but
also defined the responsibilities of an owner, including responsibility for impr
Sec 40 QUALITY IN THE UNITED STATES
12
LESSONS LEARNED — THE CORE STRATEGIES
h the proliferation of inspectors and inspection departments, there emerged train
quality should not be confined to the quality department—it should be extended t
rovement.
Sec 40 QUALITY IN THE UNITED STATES
13
LESSONS LEARNED — THE CORE STRATEGIES
uality at the business level: customer satisfaction, competitors’ quality, performa
r than empiricism. The approach is to discover, for the process under study, what i
rkers. The word “empowerment” has become a label for such transfer. Empowerment tak
Sec 40 QUALITY IN THE UNITED STATES
14
LESSONS LEARNED — THE CORE STRATEGIES
There is also some resistance from labor unions. They sense that empowerment est
ues, ceremonial dinners, publicity, and so on. Generally, they did this with skill a
Sec 40 QUALITY IN THE UNITED STATES
15
LESSONS LEARNED — THE CORE STRATEGIES
sary to apply the lessons learned (from the role models) to all functions and all
n of the criteria used by the National Institute for Standards and Technology (NI
Sec 40 QUALITY IN THE UNITED STATES
16
PROGNOSIS
as the emergence of role models, and identification of the strategies they used t
lity, notably the Malcolm Baldrige National Quality Award. Self-assessment against
ty to their quality managers. As a result, the upper managers were, in the true se
Sec 40 QUALITY IN THE UNITED STATES
17
PROGNOSIS
se of quality to a position of prominence in the public mind.
at turning radius. Most companies have a sizable backlog of needed quality improve
roductive country on earth, thanks in part to adoption of the Taylor system. Produ
Sec 40 QUALITY IN THE UNITED STATES
18
1
THE BACKGROUND
re characterized by:
narchy of the marketplace,” each company determines which products it will make o
Sec 40 QUALITY IN THE UNITED STATES
2
THE BACKGROUND
e national boundaries then prevailing in Western Europe—passports, customs office
by the apprentice. A major force for assuring quality of product was the village f
Sec 40 QUALITY IN THE UNITED STATES
3
THE BACKGROUND
nt.” The basic concept was the separation of planning from execution. This separat
Sec 40 QUALITY IN THE UNITED STATES
4
WORLD WAR II AND ITS IMPACT
carried out its responsibility and delivered the result to the next function in
ok the rest of that decade (the 1940s) for supply to catch up with demand. In the
Sec 40 QUALITY IN THE UNITED STATES
5
THE JAPANESE QUALITY REVOLUTION AND ITS IMPACT
ced with converting to civilian products. The chief obstacle to selling these pro
Sec 40 QUALITY IN THE UNITED STATES
6
RESPONSES TO THE JAPANESE QUALITY REVOLUTION
rices.
to establish restrictive import quotas and tariffs. They urged iled civil lawsuits on the grounds of unfair trade practices. They appealed to the
an. Such companies responded by moving their production to low wage areas, includi
Sec 40 QUALITY IN THE UNITED STATES
7
INITIATIVES TO IMPROVE QUALITY
e primary cause of their company’s quality problems was the carelessness and indif
ular label for this training.
Sec 40 QUALITY IN THE UNITED STATES
8
INITIATIVES TO IMPROVE QUALITY
le quality improvements while others did not. The decisive variable was the exten
ess. The poor results were due mainly to poor choice of strategies and to poor exe
Sec 40 QUALITY IN THE UNITED STATES
9
LESSONS LEARNED — THE CORE STRATEGIES
tion to identify: who are the customers, internal as well as external; what are the extended to include internal as well as external customers.
fect, the upper managers took charge of quality by accepting responsibility for ce
meet the goals. However, the lessons learned from the role models are that the ab
Sec 40 QUALITY IN THE UNITED STATES
10
LESSONS LEARNED — THE CORE STRATEGIES
elated goals. These goals are then “deployed” to identify the needed actions and r
g processes. It should also include service companies and business processes.
aste, no field failures, and so on. As upper managers were drawn into managing for
t had been done before.
Sec 40 QUALITY IN THE UNITED STATES
11
LESSONS LEARNED — THE CORE STRATEGIES
gers and specialists. The useful many projects were carried out at lower levels, i end, they mandated that goals for quality improvement be included in the annual
hread their way through multiple functions. Every microprocess has an “owner,” but
also defined the responsibilities of an owner, including responsibility for impr
Sec 40 QUALITY IN THE UNITED STATES
12
LESSONS LEARNED — THE CORE STRATEGIES
h the proliferation of inspectors and inspection departments, there emerged train
quality should not be confined to the quality department—it should be extended t
rovement.
Sec 40 QUALITY IN THE UNITED STATES
13
LESSONS LEARNED — THE CORE STRATEGIES
uality at the business level: customer satisfaction, competitors’ quality, performa
r than empiricism. The approach is to discover, for the process under study, what i
rkers. The word “empowerment” has become a label for such transfer. Empowerment tak
Sec 40 QUALITY IN THE UNITED STATES
14
LESSONS LEARNED — THE CORE STRATEGIES
There is also some resistance from labor unions. They sense that empowerment est
ues, ceremonial dinners, publicity, and so on. Generally, they did this with skill a
Sec 40 QUALITY IN THE UNITED STATES
15
LESSONS LEARNED — THE CORE STRATEGIES
sary to apply the lessons learned (from the role models) to all functions and all
n of the criteria used by the National Institute for Standards and Technology (NI
Sec 40 QUALITY IN THE UNITED STATES
16
PROGNOSIS
as the emergence of role models, and identification of the strategies they used t
lity, notably the Malcolm Baldrige National Quality Award. Self-assessment against
ty to their quality managers. As a result, the upper managers were, in the true se
Sec 40 QUALITY IN THE UNITED STATES
17
PROGNOSIS
se of quality to a position of prominence in the public mind.
at turning radius. Most companies have a sizable backlog of needed quality improve
roductive country on earth, thanks in part to adoption of the Taylor system. Produ
Sec 40 QUALITY IN THE UNITED STATES
18
Related Documents
Quality In The United States
June 2020 20
Tariffs In The United States
October 2019 50
Reforms In The United States
November 2019 61
The United States
May 2020 39