Total Quality

TOTAL QUALITY

Total Quality is a constantly evolving process, undertaken with real commitment and obsession, which requires a consistent system developed with passion, and that through your continued good management must add value at every stage of the process, its purpose being to meet permanent customer and get achievements, which requires measurement and continuous improvement after endless.
Total quality is for the customer when the product or service, comes to meet your needs and expectations. The customer perceives and difference when there is an emphasis toward him permanently marking satisfies in every detail, and assesses economically with your purchase of the good or service and also verbally, who has the skill that produced and / or sold the product or service.

Generations of total quality

Generation 1 

Quality = inspection processes
 Dr. Joseph M. Juran visit Japan in 1954 talking about how to manage quality.
Generation 2

 Quality = customer satisfaction
Situated between 1960 and 1970, the orientation is changed to customer satisfaction. The corporate culture is focused on the development of new products, design quality and better distribution systems and sales.

Generation 3

Quality = Cost Reduction
The decade of the 70 s, characterized by the oil crisis and the increase in the price of raw materials and labor. The preventive approach reaches the design (products, processes and services)

Generation 4

Quality = Flexibility and adaptability
In the early 80 s , the task of companies is now the flexibility of its processes , automation, downsizing, increased learning capacity and better relations with suppliers.

Generation 5

Quality = vision and strategic and policy planning approach
The decade of the 90 s, the main issue is the strategic and policy approach to planning and design of the administration of the organization and network with whom they interact . Total quality strategies to be competitive cover all processes and systems of the organization and its network.

 

By Maria Elena García Badillo

Quality Control

Quality control

 Is a process by which entities review the quality of all factors involved in production? Thais approached places en emphasis on three aspects:

1.    Elements such as controls, job management, defined and well managed processes, performance and integrity criteria, and identification of records

2.    Competence, such as knowledge, skills, experience, and qualifications

3.    Soft elements, such as personnel, integrity, confidence, organizational culture, motivation, team spirit, and quality relationships.

Controls include product inspection, where every product is examined visually, and often using a stereo microscope for fine detail before the product is sold into the external market. Inspectors will be provided with lists and descriptions of unacceptable product defects such as cracks or surface blemishes for example.

The quality of the outputs is at risk if any of these three aspects is deficient in any way.

Quality control emphasizes testing of products to uncover defects and reporting to management who make the decision to allow or deny product release, whereas quality assurance attempts to improve and stabilize production (and associated processes) to avoid, or at least minimize, issues which led to the defect(s) in the first place. For contract work, particularly work awarded by government agencies, quality control issues are among the top reasons for not renewing a contract.

 

Notable approaches to quality control

There is a tendency for individual consultants and organizations to name their own unique approaches to quality control—a few of these have ended up in widespread use:

Terminology	Approximate year of first use	Description
Statistical quality control (SQC)	1930s	The application of statistical methods (specifically control charts and acceptance sampling) to quality control.[4]:556
Total quality control (TQC)	1956	Popularized by Armand V. Feigenbaum in a Harvard Business Review article and book of the same name. Stresses involvement of departments in addition to production (e.g., accounting, design, finance, human resources, marketing, purchasing, sales).
Statistical process control(SPC)	1960s	The use of control charts to monitor an individual industrial process and feedback performance to the operators responsible for that process. Inspired by control systems.
Company-wide quality control (CWQC)	1968	Japanese-style total quality control
Total Quality Management(TQM)	1985	Quality movement originating in the United States Department of Defense that uses (in part) the techniques of statistical quality control to drive continuous organizational improvement.
Six Sigma (6σ)	1986	Statistical quality control applied to business strategy. Originated by Motorola.

 

 

Lectura de Ingeniería Industrial

INDUSTRIAL ENGINEER

The industrial engineer is a professional capable of improving the performance of a company from the direction of world-class operations , continuously improving all manufacturing activity or service where a process takes place.

Professional Profile:

 The Industrial Engineer is qualified to be an entrepreneur and abilities allow you to:

• Analyze and evaluate the global, national , regional and municipal environment

• Plan and manage, through policies , strategies , objectives and goals

• Design methods of production and services , optimizing resources

• Conduct business research ,

• Lead, implement, monitor and evaluate programs for small business

 

Occupational field

Priority areas of work will be d Industrial Engineering Production , Quality Control , Project Engineering , Security and Environmental Analysis , Production Management , Business Management , Systems and Procedures , Stores, work measurement standards , Project Evaluation , Studies Feasibility , Consultancy and other technical.

Functions of Industrial Engineer

• Research, develop and design products .

• Manage and control production.

• Evaluate, propose and design quality systems in firms.

• Design and manage maintenance plans.

• propose solutions to the identified needs.

Knowledge must possess an Industrial Engineer

The Industrial Engineer will have knowledge in the area of mathematics , general knowledge, accounting , psychology , industrial relations, human engineering , production quality , and all the knowledge needed to make decisions from the point of view of resource optimization.

Abilities and Skills

• Ability to design , redesign and implement new working methods.

• Ability to interpret blueprints and formulas.

• Ability to design and interpret a production system.

Lecturas de Ingeniería Industrial

THE TAYLORISM IS STILL ALIVE

When we talk of Taylorism we make referring to industrial production model designed by the American engineer Frederick Taylor Wislow (1856-1915) , author of " the principles of scientific management" published in 1911 and for which he is recognized as the father of scientific Management . Taylor seeks to improve production and increase productivity, based on an organizational approach based on scientific study and control of the work. [1 ]

Organizational theories arise , usually in response to another theory which precedes their established paradigms and the implications resulting influences, or socioeconomic characteristics of the environment that shape organizations. This is the case of the Theory of Human Relations , which springs from the need to humanize and democratize the administration , as the classical theory predecessor imposed a rigid and mechanical style, a more flexible and less mechanical model making it necessary , in addition to appropriate new patterns of life of society . This theory is also influenced by the development of the human sciences , such as psychology and sociology , the contributions of thinkers like John Dewey and Kurt Lewin , plus Elton Mayo with the conclusions of the Hawthorne experiment . ( Chiavenato , 1997 ) .

But despite all the opponents , weaknesses and shortcomings that have been found and saddled , the contribution of Frederick Winslow Taylor is still valid , even more than we can suppose . Aspects such as job analysis and study of time and motion study of human fatigue, division of labor and specialization of labor , design fees and duties , salary incentives for production , environmental conditions, standardization of methods and machinery functional supervision , continue to apply in organizations, although other names and hardware , depending on the fashion management .

Taylorism continues in different parts of the world , albeit often hybrid or mixed ( Antunes , 2001). The revolution of labor productivity of the century in the United States and later in Europe and elsewhere as Asia has led to Taylorism symbol with repercussions that even yet manifested . All these changes they have done is create a new model of social relations based on flexible automation , articulating technology and deregulation of labor to make it malleable and versatile. Perform tasks in living with the team but Taylorized work resulting from streamlining processes , seeking to be increasingly competitive in order to survive the globalization of the economy , using economies of scale, process improvement , training of workers, design of new tools , piece rates and all that lead to lower costs , effectiveness and efficiency , effectiveness and strengthen competitive advantage. All this passed in the principles of Taylor.

Taylor and his followers also make a special valuation of the management function , which remains focus for contemporary authors in the search for greater effectiveness in the business, a task in which the manager is the main character, the dynamic element that gives life to every business and that , in a competitive economy , constitutes a real advantage for the company. [2 ]

For Taylor the initiative and intellectual development is concentrated in the area he called steering , preventing the worker his creative input and thus the generation of knowledge in the organization. Registration time and motion limits the innovative potential of the operator , since only explicit knowledge is transmitted to the developer considers important. This is overcome by Mayo who concludes that improving productivity is due to social factors as morale, satisfactory interrelationships among members of a work group and an administration that understands human behavior , especially group and improved by skills such as motivation , counseling , management and communication. ( Koontz , 1996). However, the above contribution does not replace or exceeds truly Taylorism , which continues to apply in its entirety .

Despite the years the Taylor thought continues in force in our organizations , especially now that productivity is the prime target in the search to be competitive and prune face the challenges of globalization and international treaties. For all the above , we can say that Taylorism continues and remains effective despite the time and that her death is still far from happening .