Primitive Societies
Humans have strived for quality since the dawn of history. Over the centuries, strategies for managing quality have changed in response to specific political, social, and economic forces. Early societies were dependent on basic qualities of food and environment. In response to these needs, two basic strategies for managing quality emerged: Human Sensing (judging by sight, smell, or feel of the quality of natural goods) and Lessons Learned (using past experience as a guide to hunting game, which berries are poisonous, etc.)
The Emergence of Towns
Primitive nomadic tribes eventually settled into the sociological structure of towns and villages. With this arrangement came the division of labour - individuals being responsible or specific tasks within the community. There evolved the craftsmanship concept, in which the customer relied on the skill and reputation of trained, experienced craftsmen. As commerce expanded beyond village boundaries, and with the growth of early technology, additional strategies were adopted in managing for quality: specifying needs by providing a sample; control of quality through inspection; and warranties that products were fit for use.
In large towns, the craftsmen organized themselves into monopolistic guilds. These associations were generally strict in their enforcement of product quality. To manage quality, their strategies included: mandated specifications for materials supplied, processes followed, and finished goods; audits of guild members performance; and export controls on finished goods.
The Industrial Revolution
The Industrial Revolution created the factory system. Power was harnessed and machines did the jobs once performed by craftsmen. Small independent craft shops soon became obsolete, craftsmen became factory workers, and masters became factory foremen. Quality was managed as before, through the skills of the factory workers, supplemented by departmental inspection or supervisory audits. The Industrial Revolution also brought additional strategies for managing quality: written specifications for materials, processes, finished goods, and tests; measurement and associated instruments and test laboratories; and standardization in many forms.
Late in nineteenth century the US adopted the Taylor system of “scientific management”. Central to the Taylor system was the separation of planning from execution. Workers had virtually no discretion as to how the work was done. This made possible a considerable rise in productivity, but also dealt a crippling blow to craftsmanship. In addition, the new emphasis on productivity had a negative effect on quality. To compensate, factory managers set up central inspection departments headed by chief inspectors. The priority given to quality declined significantly and the responsibility for leading the quality function became vague.
The Japanese Revolution
Following World War II the Japanese embarked on a course of reaching national goals by trade rather than by military means. Prior to World War II, the export of poor quality goods had created a national reputation for shoddy products. This stigma was a major obstacle to selling Japanese goods in international markets. To solve these quality problems, the Japanese devised unprecedented strategies for creating a revolution in quality: Upper managers personally took charge of leading the revolution. All levels and all functions underwent training in managing for quality. Quality improvement was undertaken at a continuing, revolutionary pace. Through QC circles, the work force was enlisted in quality improvement. As a result, the Japanese became world-class quality leaders.
Internationally, industry after industry has had to struggle with the onslaught of high-quality reasonably priced products from Japan, South Korea, South East Asia and now China. Indian companies, on the other hand, are consumed in implementing ISO 9000 quality assurance systems.
The Indian Revolution
As we approach the twenty-first century, we in India will see major changes in the ways quality is managed. We are already seeing the first evidence of such changes.
There will be a stronger focus on the customer. In many organizations this will become a passion. Companies will develop and implement new means for identifying customer needs and expectations, and for translating these into high-quality goods and services.
Companies will benchmark their quality performance against that of competitors and of the leading organizations in other industries. The desire to be best-in-class will be paramount.
They will develop better methods for identifying poor quality and eliminating the associated costs. In fact, companies will more than double their profits without capital investment.
They will find new ways to shorten the time to develop and deliver new goods and services to the marketplace. Cycle time reduction will be an obsession.
Quality will become an integral part of the strategic business plan. Quality goals and objectives will be set at the corporate level and deployed throughout the entire organization.
Managing for quality will become a way of life in every function and at every level. Consequently, the performance appraisal systems will focus on quality management.
Ownership of cross-functional business processes will fortify ownership of functions. Growth in organizations will be both vertical and horizontal.
Companies will use training as a strategic weapon. They will train all of their people in the basic concepts of quality management, tied closely to job function and individual need. Organizations will invest heavily in educating their most valuable resource. This will become their competitive edge.
Self-directing teams of employees, professionals, and managers will continuously improve their own performance and drive cross functional quality improvement throughout the organization.
By the year 2000, many companies will have achieved levels of efficiency and quality unimagined now. Others will be scrambling to keep up.
The Indian National Quality Award will drive quality in the Afro-Asian region.
The Prime Minister’s Office will have a Quality Council chaired by the Prime Minister. Dr B K Modi, Mr Rajesh Shah, Mr Suresh Krishna, Mr Hrishikesh Mafatlal, amongst others, will be members of this Quality Council.
Total Quality Management will play a vital role in attaining leadership in an increasingly competitive world.
CREDITS: Suresh Lulla, Founder & Mentor, Qimpro Consultants Pvt. Ltd.