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Total quality management and continuous improvement in an automated electronic assembly environment / by Glenn D. Pastella.

by Pastella, Glenn D.

Industrial management.

Total quality management

viii, 150 leaves : ill., ; 29 cm.

Quality overview -- Problems and pitfalls which may be encountered -- Corporate positioning and philosophy -- Implementation of total quality management - the organization -- Qualitative pillars of TQM -- Implementation of total quality management-quality methods -- Process and continuous improvement -- Summary of future quality programs -- Appendix 1: SPC tools -- Appendix 2: Pareto analysis -- Cause and effect diagrams (Ishikawa or fishbone diagrams) -- Flow charts -- Run charts -- Histograms -- Scatter diagrams -- Control charts -- Check sheets -- Brainstorming.

Quality in America has been declining since World War II. After the war, quality gurus, such as Deming and Juran, traveled to Japan to teach and explain quality and quality management to the Japanese engineers, managers and corporate executives. In thirty years, that war devastated country, rose to become a world leader in quality. Since then, Japanese businesses have out performed the United States companies in quality. This has put many United States’ companies either in a secondary business position to their Japanese counterparts’ or has put many companies out of business because they could not compete.

Unsuccessful attempts were made to copy and implement the Japanese philosophy and systems into American manufacturing. It was not until the 1980s that there was an awakening by business, and the consumer, that the American quality and business advantages had slipped away to the Japanese manufactures. Something had to be done to become competitive again in the evolving global market and economy. The quality philosophy and management that emerged is “total quality management.”

What is presented here is the history of and the need for quality in manufacturing. The concept of Total Quality Management is examined from various viewpoints and then defined. This presentation looks at management from the corporate level, those who define, not only the corporate goals, but also the quality vision, direction and policy. The term “Total Quality Management” is broken down into its various elements so that middle level management might implement it. Of course, there will be problems encountered along the way. Many of these problems will be described.

A manufacturing example, an automated facility which assembles electronic print be used to illustrate many of the points of total quality (and continuous improvement). The points that are discussed in this section are management’s commitment to quality, customers, education, leadership, involvement, design and process quality, process and continuous improvement and benchmarking. The last section presents a summary of the future quality areas that organizations will need to address over time.

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