Evolution of The Concept of Quality From Control to The Management Model

‭ volution of the concept of quality: from‬ E ‭c ontrol to the management model‬ ‭ he concept of quality has evolved greatly. There are three phases:‬ T ‭the period of control, quality assurance and total quality.‬ ‭Phase 1: The era of control‬ ‭ istorically, the evolution of the notion of quality has gone through‬ H ‭certain important stages.‬ ‭ ntil 1960: Supply of goods lower than demand: Period of strong‬ U ‭g rowth: golden age of producers.‬ ‭ ass production, invented by Taylor around 1900, was widespread. In‬ M ‭the context of the Scientific Work Organization (OST) set up by Taylor,‬ ‭the latter is considered one of the first to formalize the practice of‬ ‭inspection‬‭. The main concern of companies was to increase their‬ ‭production capacity to meet market demand. Product availability took‬ ‭precedence over expected performance. Consumers demanded little or‬ ‭n o rights and the company achieved a comfortable profit margin to‬ ‭ensure its development.‬ ‭ uring this period, quality was confined to control and inspection‬ D ‭activities. The latter consisted of monitoring and verifying the‬ ‭conformity of the product in relation to pre-established data with a view‬ ‭to closing the gaps and making the necessary corrections without‬ ‭considering corrective or preventive measures. THE‬ ‭controllers/inspectors carried out a complete quality control of the‬ ‭assembled products, sorting the good products from the bad. This type‬ ‭of control, reactive type, was therefore carried out after each shot and‬ ‭concerned 100% production.‬ I‭n this context, mass production has made unit product inspection‬ ‭costly, inefficient and impractical. This is when the statistical sampling‬ ‭control of products upon receipt and shipment was born to then isolate‬ ‭the non-compliant products detected. But, it is obvious that this‬ ‭method cannot detect‬ ‭ ll non-conformities. Until the 50s/60s, quality was exclusively‬ a ‭associated with conformity.‬ ‭ he‬ ‭quality‬ ‭department‬ ‭was‬ ‭then‬ ‭called‬ ‭“‬‭the‬ ‭c ontrol‬ ‭s ervice‬‭".The‬ T ‭production‬‭department‬‭manufactures‬‭and‬‭the‬‭control‬‭department‬‭acts‬ ‭as a “policeman”; he checks and issues reports of non-quality.‬ ‭Phase 2: Quality Assurance‬ ‭ rom 1960 to 1975, supply and demand balance; the customer‬ F ‭h as the choice of supplier‬‭. He becomes more and more demanding‬ ‭and refines his request. The company must then be able to offer‬ ‭diversified products to meet customer expectations. A new decisive‬ ‭s tage then appears: quality assurance and its extension through total‬ ‭control of quality. Its emergence is constituted in reaction to the‬ ‭paradigm of control considered too exclusively quantitative.‬ ‭ he concept of quality assurance is based on prevention rather than‬ T ‭detection of non-quality.‬ I‭t also makes it possible to quickly detect cases of non-compliance,‬ ‭rectify them and avoid their repetition.‬ ‭ uality assurance can be defined as “the part of quality management‬ Q ‭aimed at providing confidence that quality requirements will be met”.‬ ‭The commercial and "marketing" functions come into force. It is then‬ ‭n ecessary to "produce what will be sold". In this context, quality‬ ‭assurance emphasizes the aspects‬ ‭organizational quality. You need organization and management.‬ ‭To this end, quality assurance could be summarized as:‬ ‭-‬ ‭W rite down what you need to do;‬ -‭ ‬ D ‭ o what you wrote;‬ ‭-‬ ‭Check that we are doing what has been written through audits);‬ ‭-‬ ‭Keep written records of what has been done.‬ ‭Phase 3: Birth of total quality‬ ‭ rom 1975 to the present, supply exceeds demand; competition‬ F ‭h as become severe between companies‬‭, it is intense and‬ ‭international. The market and the customer take power.‬ i‭n order to manufacture quality products, with a great diversity‬ ‭and at the fairest cost while respecting its commitments.‬ ‭ he advent of quality management is essential for any company‬ T ‭wishing to satisfy an increasingly demanding clientele, while remaining‬ ‭competitive. Indeed, today, the customer is one of the most important‬ ‭actors for the company, since it is he who buys the product or‬ ‭requests the service and makes the company prosper. It must be‬ ‭taken into account at all levels of the company. Some business‬ ‭leaders have understood this and are implementing a quality‬ ‭management system within their structures, a source of good‬ ‭performance and perfect customer satisfaction.‬ ‭ he very concept of quality has evolved significantly over time. Some‬ T ‭companies that want to go further in terms of quality already speak in‬ ‭the 1980s not of quality assurance but of total quality.‬ ‭ he emergence of Total Quality Management means the participation,‬ T ‭motivation and involvement of all members of the organization in the‬ ‭interest of the organization itself, its members, its customers and‬ ‭s ociety as a whole.‬