Name: Topic: Date: Id No.: Lecturer:: Omer Usama Salah

NAME: Omer Usama Salah
TOPIC: History of quality management
DATE: January 2, 2024
ID NO.: 121121030
LECTURER : Dr. Essam Mulapeer

Introduction:
The concept of quality management can be traced back to
medieval Europe when craftsman guilds developed strict
guidelines for how products were inspected for defects. This
craftsmanship model with an emphasis on inspections and
quality control extended through the early years of the Industrial
Revolution. The main purpose of quality management is to
determine the required standards. The aim of the studies are to
get to know more about quality management what is it how is it
done and who does it ?

Literature:
In the years following the Industrial Revolution, more
manufactured products became more complicated and jobs
became more specialized, thus introducing the need to inspect
products for quality after manufacture. Compounding the
problem was the poor quality performance of the scientific
management system. Factory managers created inspection 8
departments to keep defective products from reaching
customers, a practice that focused more on the end results than
on the process of manufacturing. By the 1970s, Japanese
products were increasingly threatening America’s ascendancy in
the global economic market. In the late 1970s and early 1980s,
American managers made frequent trips to Japan to learn about
the Japanese approach to manufacturing. What they found was
not what they expected. The Japanese were not more

.competitive because of low labor rates, because of new
factories and state-of-the-art manufacturing equipment, or
because of cheap exports. Instead, they worked with many of the
same materials that American companies did. In their focus on
companywide quality control (a variation on TQC), they had
taken the time to understand the manufacturing process at all
management levels and had worked hard to continually improve
it. Their approach enabled them to produce higher-quality
exports at lower prices. Total Quality Management (TQM), the
American response to the Japanese economic threat, arose in the
1980s as a result of the teachings of these quality management
professionals. TQM emphasizes not only statistics but also
quality-based approaches that embrace the entire organization,
similar to the concepts found in Japan. Quality management
philosophies and programs other than TQM soon followed, as
more American companies improved their corporate-wide

industrial and management processes. In 1987, the first
International Organization for Standardization (ISO) 9000
quality management standards were published. Also in 1987,
U.S. Congress established the Baldrige National Quality
Program and Malcolm Baldrige National Quality Award, which
seeks to recognize as well as promote awareness of quality
performance excellence. Shewhart embedded the notion of
quality into a conceptualization of production as value
generation to the customer. This became almost a mantra in
the subsequent quality movement. It is clearly visible in the
suggestion of Juran (1999) to distinguish between quality as q,
freedom from defects, and quality as Q, overall satisfaction of
the customer. Also, the ISO 9000 quality standard strongly
emphasizes these matters. The quality methodologies have
developed in correspondence with the evolution of the

concept of quality. The focus has changed from an inspection
orientation (sampling theory), through process control
(statistical process control and the seven tools), to continuous
process improvement (the new seven tools), and to designing
quality into the product and process (Quality Function
Deployment). As a production paradigm, the quality movement
originated in Japan. Quality issues were attended to by the
Japanese industry under the guidance of Deming, Juran and
Feigenbaum. The quality movement in Japan soon evolved from
mere inspection of products to total quality control (or Total
Quality Management). Here, the term total refers to three
extensions (Shingo 1988): (1) expanding quality control from
production to all departments, (2) expanding quality control
from workers to management, and (3) teamwork.

BACKGROUND:
Today, companies are moving away from traditional paper-based
systems and leveraging digital technologies to better manage
and track all the processes and records that are tied to their
quality system. As regulations across the globe become more
stringent, manufacturers are having to gather more extensive
technical data to demonstrate compliance. And although the
different regulations share the same basic principles,
manufacturers still need to monitor them closely to keep up with
the ongoing changes and intricacies that impact their business.
By embracing cloud-based enterprise quality management
system (eQMS) solutions, companies can eliminate data silos
and communication barriers to quickly resolve quality issues and
drive continuous improvement. Advanced solutions like Arena’s
product-centric QMS connect product and quality records in a

single electronic system. This enables organizations to gain
greater control, visibility, and traceability of corrective and
preventive actions (CAPAs), device master records (DMRs),
standard operating procedures (SOPs), training records, and
other quality processes that are essential to meeting regulatory
standards such as FDA, ISO, and EU MDR. Because automated
change processes and revision controls are applied to this
information, companies have greater confidence in passing
audits and meeting their commercialization milestones.

CONCLUSION:
In conclusion the quality management is important for many

reasons one of them is to be sure of the sources that comes to
site and to be aware of the sources and so on.
REFRENCES:
https://www.arenasolutions.com/blog/history-of-the-quality-
management-system/
https://digital.library.unt.edu/ark:/67531/metadc843832/m2/1
/high_res_d/1051714.pdf
https://www.researchgate.net/publication/334416519_Theory_
of_Quality_Management_Its_Origins_and_History

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NAME: Omer Usama Salah

TOPIC: History of quality management

DATE: January 2, 2024

LECTURER : Dr. Essam Mulapeer

The concept of quality management can be traced back to

medieval Europe when craftsman guilds developed strict

guidelines for how products were inspected for defects. This

craftsmanship model with an emphasis on inspections and

quality control extended through the early years of the Industrial

Revolution. The main purpose of quality management is to

determine the required standards. The aim of the studies are to

get to know more about quality management what is it how is it

done and who does it ?

In the years following the Industrial Revolution, more

manufactured products became more complicated and jobs

became more specialized, thus introducing the need to inspect

products for quality after manufacture. Compounding the

problem was the poor quality performance of the scientific

management system. Factory managers created inspection 8

departments to keep defective products from reaching

customers, a practice that focused more on the end results than

on the process of manufacturing. By the 1970s, Japanese

products were increasingly threatening America’s ascendancy in

American managers made frequent trips to Japan to learn about

the Japanese approach to manufacturing. What they found was

not what they expected. The Japanese were not more

factories and state-of-the-art manufacturing equipment, or

because of cheap exports. Instead, they worked with many of the

same materials that American companies did. In their focus on

companywide quality control (a variation on TQC), they had

taken the time to understand the manufacturing process at all

management levels and had worked hard to continually improve

it. Their approach enabled them to produce higher-quality

exports at lower prices. Total Quality Management (TQM), the

American response to the Japanese economic threat, arose in the

1980s as a result of the teachings of these quality management

professionals. TQM emphasizes not only statistics but also

quality-based approaches that embrace the entire organization,

similar to the concepts found in Japan. Quality management

philosophies and programs other than TQM soon followed, as

more American companies improved their corporate-wide

International Organization for Standardization (ISO) 9000

quality management standards were published. Also in 1987,

U.S. Congress established the Baldrige National Quality

Program and Malcolm Baldrige National Quality Award, which

seeks to recognize as well as promote awareness of quality

performance excellence. Shewhart embedded the notion of

quality into a conceptualization of production as value

generation to the customer. This became almost a mantra in

the subsequent quality movement. It is clearly visible in the

suggestion of Juran (1999) to distinguish between quality as q,

freedom from defects, and quality as Q, overall satisfaction of

the customer. Also, the ISO 9000 quality standard strongly

emphasizes these matters. The quality methodologies have

developed in correspondence with the evolution of the

orientation (sampling theory), through process control

(statistical process control and the seven tools), to continuous

process improvement (the new seven tools), and to designing

quality into the product and process (Quality Function