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Assignment One

Organizational Philosophy

Evolution of Quality Assurance and the Gurus, and Quality Assurance Principles

Kibet Fredrick (21/02135), and Muraguri Rachel Wairimu (23/03077)

School of Education, Arts and Social Sciences, KCA University

MLM 534 Management and Leadership for Quality Assurance

Dr. Mary Mbii

Wednesday, 25 October 2023

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Assignment One

Organizational Philosophy

Evolution of Quality Assurance and the Gurus, and Quality Assurance Principles

Quality assurance is the process of ensuring that a product or service meets the

standards and expectations of the customers or users. Quality assurance has become a major

concern for all industries. Understanding the origin of the discipline is paramount to

appreciating its importance. In this paper, we will examine the history of quality assurance,

the evolution of its methodologies, the contributions of its key players, and its several key

principles.

Importance of Quality Assurance

Quality assurance enables organizations to identify potential problems before they

occur, thereby improving performance and customer satisfaction. It promotes compliance

with legal and regulatory requirements and helps to identify and address weaknesses in

current practices. In today's competitive market, quality assurance has become a cornerstone

of effective business practices.

"Quality is never an accident; it is always the result of intelligent effort." - John

Ruskin.

Evolution of Quality Assurance

Quality assurance can be traced back to medieval Europe (18th century) during

industrial revolution, where craftsmen organized into guilds that enforced rules for product

and service quality. However, the modern concept of quality assurance emerged in the 20th

century, with the help of several quality gurus who introduced new ideas, theories, and

methods to improve quality management.

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Industrial Revolution (18th Century)

As industrialization took hold, the need for quality control emerged to ensure the

reliability and safety of goods.

20th Century

In the early years of 20th century, quality assurance focused primarily on identifying

defective products and fixing them before they could reach the customer. Frederick Taylor in

1911 introduced scientific management principles that included quality control measures to

optimize efficiency. After World War II, International standards, such as ISO, were

developed to facilitate global trade, emphasizing the importance of quality management.

With the introduction of statistical process control and other methodologies, quality assurance

became more focused on prevention and continuous improvement (1980s).

Modern Times of 21st Century

Today, quality assurance has expanded to include the service industry, software

development, and other areas outside of traditional manufacturing.

Evolution of Quality Assurance Methodologies

Quality assurance methodologies have also undergone significant changes over the

years. Here are four examples of successful quality assurance methodologies:

a) Traditional Approach,

b) TQM,

c) Lean Six Sigma, and

d) Agile methodologies.

Traditional Approach (before 1950s)

The traditional approach focused on inspections and detecting defects at the end of the

production process.
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Total Quality Management (TQM) (1970s)

TQM is a process-driven approach to quality assurance that emphasizes continuous

improvement and customer satisfaction. TQM shifted the focus to continuous improvement,

involving all employees in the quality process.

Lean Six Sigma (1980s)

A methodology that combines the principles of lean manufacturing and Six Sigma to

identify and eliminate waste in processes. Six Sigma introduced statistical methods to reduce

process variations and improve quality performance.

Agile Methodologies

A flexible approach to quality assurance that emphasizes collaboration,

communication, and iterative development.

The Gurus of Quality Assurance

In the field of quality assurance, "gurus" are individuals who have made significant

contributions to the discipline through their research and insights. Five such individuals are

W. Edwards Deming, Joseph M. Juran, Philip B. Crosby, Kaoru Ishikawa, and Genichi

Taguchi.

W. Edwards Deming

He is known for his work in Japan after World War II, where he helped Japanese

companies improve their quality and productivity. He introduced statistical quality control

and a philosophy of continuous improvement through the PDCA cycle (Plan, Do, Study or

Check and Act).

He is best known for his “14 Points for Management,” which outline the key

principles of quality management, and his emphasis on the importance of statistical process

control and continuous improvement.

Here are Deming's 14 Points for Management:

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1. Create constancy of purpose for improvement: Organizations should have a clear,

long-term commitment to improving their products and processes rather than focusing

solely on short-term profits.

2. Adopt a new philosophy: Embrace a new way of thinking that places emphasis on

quality, not just as a goal but as a way of doing business.

3. Cease dependence on mass inspection: Rather than relying on inspection after

production, build quality into the product from the start to reduce defects.

4. End the practice of awarding business on price alone: Select suppliers based on their

ability to provide quality products and services, not just the lowest price.

5. Improve constantly and forever: Continuously seek ways to improve processes,

products, and services.

6. Institute training on the job: Provide ongoing training and development to employees to

help them perform their jobs effectively and make improvements.

7. Adopt and institute leadership: Leaders should provide clear guidance and support for

employees to achieve quality objectives.

8. Drive out fear: Create an environment where employees feel safe to voice concerns,

suggest improvements, and take risks without fear of punishment.

9. Break down barriers between departments: Promote collaboration and communication

between different parts of the organization to eliminate silos.

10. Eliminate slogans, exhortations, and targets: Instead of relying on slogans and

arbitrary targets, focus on understanding the process and making continuous

improvements.

11. Eliminate numerical quotas and management by objectives: Avoid setting quotas that

encourage shortcuts and focus on improving processes instead.

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12. Remove barriers to pride of workmanship: Empower employees to take pride in their

work and give them the tools and resources needed to do so.

13. Institute a vigorous program of education and self-improvement: Encourage

employees to continue learning and developing their skills.

14. Put everyone in the company to work on the transformation: Involve all employees in

the process of improving quality, from top management to the front-line workers.

Joseph M. Juran

Developed a comprehensive approach to quality management that focused on

performance, standards, and accountability. He is considered one of the pioneers of the

modern quality management movement and is known for his development of the “Juran

Trilogy,” which consists of three critical components of quality management:

a) quality planning,

b) quality control, and

c) quality improvement.

He is also credited with introducing the Pareto principle in the quality field, which

states that 80% of the effects come from 20% of the causes.

Philip B. Crosby

Popularized quality circles and involvement of the workforce and emphasized the

importance of zero defects and the cost of poor quality. “Zero defects,” aims to eliminate

defects and errors in a process or product. He emphasized the importance of prevention over

inspection in quality management. He is also known for his Four Absolutes of Quality:

1. The definition of quality is conformance to requirements.

2. The system of quality is prevention.

3. The performance standard is zero defects.

4. The measurement of quality is the price of non-conformance.

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Kaoru Ishikawa

He is a Japanese quality management expert known for developing the cause-and-

effect diagram, also known as the “Ishikawa diagram” or “fishbone diagram.” This tool is

used to identify the root causes of a problem and is a critical tool in root cause analysis. He is

also known for emphasizing the importance of involving all employees in the quality

management process (i.e., he advocated for teamwork and communication in quality

assurance). He also introduced the concept of “total quality control,” involving all employees

in the quality control process and using data and statistical analysis to drive continuous

improvement.

Genichi Taguchi

He is a Japanese engineer and statistician known for developing the Taguchi methods,

which are a set of techniques for improving product design and reducing variability in

manufacturing processes. He is also known for introducing the concept of “quality loss

function,” which measures the economic loss to society due to poor quality.

Quality Assurance Principles

Quality assurance is essential for any successful organization. To attain and maintain

high standards, there are several key principles that should be followed. Quality assurance

principles are the fundamental values and beliefs that guide and drive the quality

management activities in an organization. They are based on the international standard ISO

9000:2015, which defines quality as “the degree to which a set of inherent characteristics of

an object fulfils requirements”. The quality assurance principles are as follows:

a) Customer focus,

b) Leadership,

c) Engagement of people,

d) Process approach,
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e) Continuous improvement,

f) Employee empowerment/relationship management, and

g) Data-driven decision making/evidence-based decision-making.

Customer Focus

This principle states that the primary goal of quality management is to meet or exceed

the needs and expectations of the customers and other relevant interested parties. This

involves understanding the customer requirements, delivering value, enhancing customer

satisfaction, and building long-term relationships.

Understanding and meeting students’ needs is crucial for any educational institution.

By prioritizing the needs and expectations of students, educational institutions can build

strong relationships and deliver products and services that exceed their expectations. It

requires active listening, effective communication, and a commitment to continuous

improvement.

Leadership

This principle states that the leaders of an organization establish the vision, goals,

objectives, direction, culture of quality management and create an environment that fosters

innovation, collaboration, and excellence.

In educational institutions, effective leadership plays a vital role in quality assurance.

Educational leaders create a shared purpose, align the strategies and policies, empower,

inspire, and motivate the employees, foster a culture of trust and integrity, and promote a

culture of continuous learning, and lead by example. By providing guidance and support,

educational leaders drive the institution towards achieving its quality goals.

Engagement of People

This principle states that the people in an organization are its most valuable asset and

that their full involvement and commitment are essential for achieving quality objectives.
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This involves recognizing and valuing their diversity, competence, and creativity, providing

them with opportunities for learning and development, encouraging them to share knowledge

and ideas, and enabling them to participate in decision making.

Engaging staff at all levels of an educational institution is essential for success in

quality assurance. When staff are involved and empowered, they take ownership of their

work, contribute their unique skills and perspectives, and strive for excellence. This

engagement not only leads to improved quality but also boosts morale, teamwork, and overall

organizational performance.

Process Approach

This principle states that the activities and resources of an organization are managed

as a set of interrelated processes that function as a coherent system. This involves identifying,

designing, controlling, and improving the processes, considering their inputs, outputs,

interactions, and risks, and focusing on the value they create for the customers and other

interested parties.

In educational institution, process approach involves understanding, documenting,

and continuously improving the various processes within the institution. By focusing on the

inputs, activities, and outputs of each process, institutions can effectively manage and control

their operations. This approach ensures that every step is performed consistently, with clear

objectives, and with a focus on delivering high-quality products and services.

Continuous Improvement

This principle states that the organization continually strives to enhance its

performance and achieve its quality objectives. This involves establishing a culture of

learning and innovation, monitoring and evaluating the processes and outcomes, identifying

opportunities for improvement, and implementing changes based on evidence.

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In educational institutions, continuous improvement is a fundamental principle of

quality assurance. It involves constantly seeking opportunities for enhancing processes,

products, and services. By embracing a culture of continuous improvement, institutions can

proactively identify and address issues, streamline operations, and drive innovation. This

commitment to ongoing learning and development enables organizations to stay competitive

and deliver exceptional value to students.

Employee Empowerment/Relationship Management

This principle states that the organization manages its relationships with its suppliers,

partners, and other external providers in a mutually beneficial way. This involves identifying

and selecting the relevant parties, establishing clear and transparent expectations,

communicating effectively, sharing resources and information, resolving conflicts, and

enhancing collaboration.

Empowering staff in educational institutions and building strong relationships are

critical for quality assurance. When staff feel empowered, trusted, and valued, they are more

likely to take ownership of their work, collaborate effectively, and contribute to the

organization's success. Building strong relationships both internally and externally promotes

effective communication, teamwork, and a customer-focused mindset. By fostering a positive

work environment, schools can achieve higher levels of quality and customer satisfaction.

Data Driven Decision Making/Evidence-Based Decision Making

This principle states that the organization makes decisions based on reliable data and

information that are analysed using appropriate methods. This involves defining the

objectives and criteria for decision making, collecting, and processing relevant data and

information, applying logical reasoning and critical thinking, evaluating the results and

outcomes, and reviewing and improving the decision-making process.

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In educational institutions, data-driven decision making, and evidence-based decision

making are key components of quality assurance. Schools should gather and analyse relevant

data, establish performance metrics, and use this information to make informed decisions.

This approach ensures that decisions are based on facts, trends, and insights, rather than

solely on intuition or assumptions. By relying on evidence, schools can identify areas for

improvement, drive innovation, and optimize processes.

Conclusion

Quality assurance has come a long way since its inception and continues to evolve as

new technologies and approaches emerge. Continuous improvement will always be at the

heart of effective quality assurance, with emerging technologies playing a key role in shaping

the future of the discipline.

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References

Besterfield-Sacre, M. E., & Besterfield, G. H. (2012). Total quality management (TQM).

Springer US.

Crosby, Philip (1979). Quality Is Free: The Art of Making Quality Certain. McGraw-Hill.

Deming, W. Edwards (1986). Out of the Crisis. MIT Press.

George, M. L., & Rowlands, D. (2003). Lean six sigma: Combining six sigma quality with

lean speed. McGraw-Hill Professional.

ISO 9001:2015 Quality management systems - Requirements.

Juran, Joseph M. (1988). Juran on Planning for Quality. Free Press.

Manifesto for Agile Software Development. (2001). Agile Alliance. Retrieved from

http://agilemanifesto.org/