The Origin of Quality
2.2 The Origin of Quality: Attention to quality is very old. The logo of the American institute
"Goran" - who is interested in quality - shows two ancient Egyptians, the Pharaohs, one working and the other measuring the quality of work. In modern history, during the Second World War, the British Ministry of Defense established supplier management systems to ensure the quality of the design and manufacture of materials and equipment. Islamic heritage has much to do with quality. "The value of every person is good for him." And he said, "The value of every man is good for him." [8] As for the words of Imam Ali (may Allah be pleased with him) . See Quality in Islam, item 2.1.1 in the first lecture. In the middle of the 20th century, the quality revolution began to sharpen competition between Americans and Japanese. In the early 1950s, the Japanese realized that the inability to sell the product was the strongest warning sign for production managers. While the West took price competition as a key market entry, the Japanese focused on the quality revolution. They have begun since the late 1940s after losing to World War II, and their recognition of the importance of building a strong industry - backed by high quality - contributes to building an effective economy. In 1955, Japan Wide Quality Control (CWQC) emerged as an integrated concept for all activities including marketing, production planning, design, procurement, engineering, production and distribution to participate in the quality assurance program. The philosophy of this concept is to emphasize quality within the product development program through the design and manufacturing stages. And that there is no single department responsible for quality. It is the responsibility of everyone in the organization from the top management to the lowest factor on the vertical and horizontal scales. 7 In 1961 Feigenbaum came out with the concept of Total Quality Control, influenced by the aforementioned Japanese concept. Quality is primarily the responsibility of production management. Other activities, including quality control, have secondary responsibilities. And that the focus should be on the production of good units - starting - before the discovery of defective units - by examination - after they appear. This concept took the motto of "Quality from the Upstream". The US factories were quick to adopt this philosophy to support their competitiveness with Japanese factories. The Japanese developed the concept and devoted themselves to the goal of "no mistakes". Rather than the Allowance Levels method, which allows acceptance of percentages of defective units within certain grace limits. They succeeded because they adopted the philosophy of preventing mistakes rather than detecting or discovering them, thanks to the developed systems of production and quality control. The most important principle of the principle of "quality control" in the Japanese concept in particular: 1 - the effective design of machines equipped with automatic means to detect errors. 2. Make each workstation a quality control point to reserve any defective unit. 3 - A comprehensive and accurate examination of each output unit once completed. 4 - Create quick feedback information to the production team concerned about the units of sound and defective. These four items represent levels of control of the entire production process. 5. Each worker has the authority to stop production or even the production line to avoid defective production, and he or she can deal with the problem as long as it is within the scope of his knowledge. 6 - The responsibility of solidarity for each working group to correct their mistakes where the defective units are returned to where they were manufactured. 7. Allow adequate time for proper performance. 8- Training supervisors and workers on how to measure quality and analyze data to determine the causes of defects. 9 - regular supervisors and workers in training programs to improve quality, with seminars for quality to apply methods of quality analysis and solve problems. (7) In 1962, the concept of Quality Circles in Japan, adopted by the Japanese Federation of Scientists and Engineers (JUSE), emerged from the quality control approach adopted by the Americans. It is a small volunteer group of workers - from 7 to 12 individuals (workers - engineers - examiners - men selling .. etc) meet periodically (often weekly) with the supervisor - as the leader or coordinator of the workshop - to discuss and solve practical problems in their field such as quality and cost Productivity. This provides the opportunity for participation, mutual influence and satisfaction of social needs, thus contributing to improved performance and quality. The application of this concept - from the early 1970s - has extended from Japan to the United States of America and Western Europe. In the same year (1962) appeared
Five months after the introduction of the concept of quality rings in Japan, the concept of Zero Defects appeared in the United States of America in the context of the concepts and the foundations of Zero Product Development (Zero Stop - Zero Stock). The concept of no faults is based on designing programs aimed at proper performance from the first time. This concept took the motto of your business properly from the first time. However, as Ishikawa sees the landscape of quality rings in Japan, it fails to recognize that quality problems arise from the system of the organization as a whole, not just from workers. Unlike the philosophy of quality rings, this concept (no mistakes) required the worker to adhere to the operating standards without trying to discuss them and evaluate them to improve them. In 1985, Bloemming developed the concept of comprehensive quality control, defining an important role for senior management in instilling the importance of quality and ensuring its enhancement. Quality is the responsibility of everyone in the organization. This requires the training of workers on the statistical methods of quality control, and attention to the maintenance and improvement of equipment periodically to contribute to the prevention of its shortcomings. Quality is also required from the source rather than after production. (7) Edward Deming is the true father of the Quality Center as a comprehensive concept and as an essential part of the day-to-day management work. The world is the first to highlight the importance of focusing on several things: Are essential to their daily work and as part of the management function. 2. The importance of teaching and training the parts on how to improve permanent and teamwork. 3 - The need for internal motivation among all workers to improve quality and training them to use statistical methods to prevent the quality of the production process in all areas. 4. Because management is the main side that has the power and the ability to change the systems on which the work is going and these systems are responsible for about 85% of the errors and defects that occur in the production process and because the working personnel are restricted to these systems, Deming is contrary to thought Which is that production workers are always responsible for all the problems that occur in production and that 15% of mistakes and defects can only be attributed to a factor in itself or in itself. It emphasizes the need to focus the methods of prevention on quality defects on the design of the production system more Of defects that are due to a factor such as a particular A .5. Deming tends to believe in the theory of (Y) in organizational behavior based on the efficiency of individuals and their desire to work and their tendency to knowledge and love of work and the possibility of stimulating them by satisfying the moral needs. The world (Juran) Goran is considered one of the most important leaders of quality in the modern era after the world (Deming). In 1986 he presented a comprehensive way of thinking about the quality issue called Quality trilogy, which is related to quality. Processes: - 1. Planning for quality: - This process is the starting point, which includes the design and set up process (Processes) can achieve the objective objectives under operating conditions and then comes the actual implementation, which works to run the best possible level of effectiveness According to the specified standards 2. Quality control: - In this process determine the standards that protect Through which implementation 3. The process of quality improvement process: - is Alajrouat produced to achieve a fundamental change in the level of performance through a series of actions undertaken by senior management to provide methods and new administrative systems have a specific goal and is to improve the quality. Shewhart and Deming redefined the previous elements identified by Juran in the form of a sequential cycle called PDCA: 1. plan 2. do 3. values based on criteria 4 The broad definition of quality means the availability of certain characteristics in the produced product. However, the modern approach to quality management can be applied to many different aspects of the quality of the product. The organization identified by Ishika as (Ishikawa) includes: a. Quality of product or service b. Quality of information. Quality Performance Layer w. Quality of production process c. Quality of workplaces h. Quality of personnel including employees, engineers and managers at all supervisory levels. Quality of Targets, etc. In 1988, Gravin presented eight basic dimensions of quality in the field of commodity production: 1. The ability to achieve performance and achieve expectations. 2. The distinctive features of the product are the exclusive objects that can be provided by the product or commodity. 3. Reliability or degree of merit is the probability that the product fails to perform a function within a certain period of time. 4. Degree of conformity: - the degree of conformity of the product to the specifications and criteria that have been determined by. 5. Product lifetime: - Measure the length of the product on performance for long periods. 6. Easy maintenance and repair: - The possibility, ease, speed and accuracy of the process of repair and maintenance of the commodity. 7. The appearance of the item: a set of subjective characteristics determined by the client based on his own preferences and use in judging the commodity such as the product or taste or smell. 8. Quality as perceived by the client: Here the customer uses his own perception and some indirect measures in the judgment on the commodity, regardless of the actual measurements of the quality of the commodity used in the judgment on the commodity and the standards used by the customer impressions of others and previous experiences. Juran Goran is one of the scientists who focused on the universality of his definition of quality, where he discussed the topic of "fitness for use". This means that the user of the product or service is able to rely on it in accomplishing what it should. The quality of the design, ie the quality in the specifications and characteristics expected to be after the production and the quality of the design is the ability to achieve the desires of the consumer since the beginning of work on the production of the product or service, which measures the duration of the ability of the product or service to achieve specific desires consumer. 2. The quality of conformance to the specifications, ie, that the produced product conforms to the specified quality standard. 3. Be ...... 4. Safety in use. 5. Performance in actual use in the sense that the commodity is able to provide interest to the customer when in use. Grosby is one of the pioneers of the Total Quality Management movement. It has taken the narrow approach to quality in the sense that the product produced is identical to the specification. The idea of inclusiveness in the writings of the Total Quality Management Movement has contributed to expanding the concept of the customer to include both internal customers and external customers, The client is one of the individuals from another department inside the establishment. The customer may be the supplier. The client may be a governmental institution that deals with the establishment. Therefore, the internal customers are the ones who contribute to the completion of the products that satisfies the client's wishes.
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