Quality management

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The Plan-Do-Check-Act cycle.

Quality management ensures that an organization, product or service is consistent. It has four main components: quality planning, quality assurance, quality control and quality improvement. Quality management is focused not only on product and service quality, but also on the means to achieve it. Quality management, therefore, uses quality assurance and control of processes as well as products to achieve more consistent quality.

CONTENT : A - F , G - L , M - R , S - Z , See also , External links

Quotes[edit]

Quotes are arranged alphabetically by author

A - F[edit]

  • The problem of quality management is not what people don't know about it. The problem is what the think they do know.
    • Philip B. Crosby (1977). Quality Is Free: The Art of Making Quality Certain. p. 13
  • Quality management is a systematic way of guaranteeing that organized activities happen the way they are planned.
    • Philip B. Crosby (1977). Quality Is Free: The Art of Making Quality Certain. p. 22
  • Quality management is ... an approach to management made up of a set of mutually reinforcing principles, each of which is supported by a set of practices and techniques.
    • James W. Dean, and David E. Bowen. "Management theory and total quality: improving research and practice through theory development." Academy of management review 19.3 (1994): 392-418.
  • Uncontrolled variation is the enemy of quality.
    • W. Edwards Deming (1980) cited in: Chang W. Kang, Paul H. Kvam (2012) Basic Statistical Tools for Improving Quality. p. 19
  • In Europe and in America, people are now more interested in the cost of quality and in systems of quality-audit. But in Japan, we are keeping very strong interest to improve quality by use of methods which you started....when we improve quality we also improve productivity, just as you told us in 1950 would happen.

G - L[edit]

  • The key issues facing managers in sales are no different than those faced by managers in other disciplines. Sales managers say they face problems such as "It takes us too long...we need to reduce the error rate." They want to know, "How do customers perceive us?" These issues are no different than those facing managers trying to improve in other fields. The systematic approaches to improvement are identical. ... There should be no reason our familiar principles of quality and process engineering would not work in the sales process.
    • Joseph M. Juran in: Paul H. Selden (1997), Sales Process Engineering: A Personal Workshop, Milwaukee, WI: ASQ Quality Press, pp. xxi–xxii
  • Many of the familiar principles of Quality Management amount to an elaboration of this simple truth: an innovative healthy organization requires that we work with people rather than do things to them.
    • Alfie Kohn, Punished by rewards. The Trouble with Gold Stars, Incentive Plans, A's, Praise, and Other Bribes. Boston: Houghton Mifflin, 1993, 1999.

M - R[edit]

S - Z[edit]

  • Tomas Bata and Bata-System of management are not well known today even though their success and heritage value are undisputed and awe-inspiring in the New Economy. T. Bata died in 1932 in a plane crash. By the time of his death he had introduced fundamental changes in management philosophy and techniques. Many of Bata approaches have been ‘discovered’ during the last 20 years by the Western World as part of what has become known as the ‘Quality Revolution’. Quality management was practiced by the Bata enterprises since before the World War I, through 1920s, 1930s and 1940s, well before the ‘gurus of quality’ even started thinking about the subject. Japanese visitors came to Zlin to learn about the Bata system well before the World War II. In addition, Bata executives traveled to Japan in 1937 and predicted the industrial rise of Japan at that time.
    • Myron Tribus (2000), cited in: Fisher, N. I., and V. N. Nair. "Quality management and quality practice: Perspectives on their history and their future." Applied Stochastic Models in Business and Industry 25.1 (2009): 1-28.

See also[edit]

External links[edit]

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