The desire for self-improvement is intrinsic to man, which has been the key element for the technological and cultural advance of humanity. In this process, the purpose of doing things well stands out, as something natural to the human being.
For their part, the Phoenicians designed some slightly more sophisticated methods whose purpose was to eliminate once and for all the possibilities of someone repeating mistakes. For this, the hand of the individual who committed it was cut off.
As guilds emerged in the Middle Ages, quality standards became explicit. This was intended, on the one hand, to guarantee the conformity of the goods that were delivered to the customer, and on the other, to maintain in some groups of artisans the exclusivity of making certain products.
quality-theories-origins-and-trends-of-total-quality-1In the past there is a clear relationship between man and the result of his work. On the contrary, mechanization, serial production and the specialization of production processes have separated man from the product of his effort and even reach the point where he can no longer distinguish the value he adds and with some frequency It also ignores what the company where it provides its services produces.
From that perspective and with those antecedents that link man with his work, Calidad Total not only recognizes the dignity and intellectual potential of the human being, incorporating it into the active self-control of the quality of what he does, but also through this involvement It puts you in close contact with the nature and importance of your work.
The concept of Quality has developed in parallel with different managerial approaches. In other words, it can tell us how it had evolved in isolation. Hence, it can be concluded that the implementation of total quality necessarily demands a participatory management style and that one of its main values is teamwork.
In 1945, Feigebaum published his article "quality as management", where he described the application of the concept of quality in different areas of General Electric, which is the antecedent of his book Total Quality Control. In 1950, Edward Deming, a disciple of Shewhart, who had participated two years earlier in a study on Japan commissioned by the US government, gave his first conference to industrialists in that country, highlighting the application of statistical methods in quality control.
In 1961, Philip Crosby launched the concept of zero defects, emphasizing the participation of human resources, since it is considered that failures come from human errors. However, in the United States, the importance of quality as a key element of competitiveness was not fully captured until the late 1970s, when Japan's successful presence in the North American market began to become apparent.
The concept of quality has passed throughout this century from a stage where it did not exist as a systematic task to another, where quality assurance starts from the design of the product and its respective process, which Ishikawa has described as the emergence of a new generation in quality control activities.
In Mexico, in past decades, with closed borders and captive markets, they were not the reason for incentives to offer products and services with an acceptable quality not only in terms of compliance with certain specifications, but also for them to observe a constant behavior over time. In contrast, the openness that our country's economy is currently experiencing has meant, for almost all industrial branches and some of the service sector, the need to review and redefine the concept of quality, not only to be able to compete, but also to something more elemental, survive.
This has implied understanding that the concept of quality goes beyond the simple fulfillment of certain specifications, as this does not ensure that the customer is satisfied: a product or service will be of quality when it manages to satisfy the needs, expectations and requirements of the consumer; therefore, it will be he who establishes the parameters to be achieved. In turn, the dynamism implicit in this benchmark means that quality should not be conceived as a status. If not as a process of continuous improvement.
Total quality has become one of those concepts that can mean all or nothing. When you have contact with organizations interested in incorporating total quality, they have different conceptualizations, which has represented a problem.
Total quality as a competitiveness strategy for Mexican companies
Quality has evolved through four eras: that of inspection (19th century), which was characterized by the detection and solution of problems due to the lack of uniformity of the product; the era of statistical process control (1930s), focused on the control of processes and the appearance of statistical methods for the same purpose and for the reduction of inspection levels; that of quality assurance (1950s), which is when the need arises to involve all the departments of the organization in the design, planning and execution of quality policies; and the era of strategic management for total quality (1990s), where the emphasis is on the market and consumer needs, recognizing the strategic effect of quality in the competitiveness process.
The concept of total quality management (TQM for its acronym in English) has become the fundamental pillar of companies to face the challenge of the paradigm shift in the way of doing business.
All this process of constant changes began to take on importance at the end of the Second World War and, curiously, it is the countries most directly involved in that conflict who today are engaged in a fierce struggle to dominate world markets, in addition to generating the most important knowledge available for the administration and operation of highly competitive organizations; United States of America as the great victor of the war on the one hand, and Japan as the great loser, on the other.
It is in that country, and later in this one, under American influence, where this quality revolution began to take shape, which has now spread throughout the planet.
In the United States, the main authors and precursors of modern concepts of total quality are: Philip B. Crosby, Edwards W. Deming, Armand V. Feigenbaum, Joseph M. Juran.
In Japan we find as main authors: Kaoru Ishikawa, Shegeru Mizuno, The theory of total quality is not a completely original concept in the field of business administration, since it has its roots in other fields of this area such as: organizational development, theories of motivation and human behavior, the theory of leadership, scientific management, corporate culture, employee involvement in decision making, teamwork, matrix organization, and many others. However, the main authors in total quality have taken some of these concepts and integrated them with others contributed by them to create what we could call the theory of total quality.
Quality concepts.
The definitions of quality are arranged by focus categories.
- Based on manufacturing:
"Quality (means) conformance to requirements"
Philip B. Crosby.
"Quality is the extent to which a specific product conforms to a design or specification."
Harold L. Gilmore. Customer-Based:
"Quality is Fitness for Use."
JMJuran.
"Total quality is leadership of the brand in its results by satisfying customer requirements by doing what needs to be done right the first time."
Westinghouse.
«Quality is meeting customer expectations. The Quality Improvement Process is a set of principles, policies, support structures and practices aimed at continually improving the efficiency and effectiveness of our lifestyle.
AT&T
"Customer satisfaction is achieved by selling goods that are not returned to a customer who does."
Stanley Marcus. Based on the product:
"Differences in quality are equivalent to differences in the quantity of some ingredient or desired attribute."
Lawrence Abbott.
"Quality refers to the quantity of the unappreciated attribute contained in each unit of the appreciated attribute."
Keith B. Leffler. Value-based:
"Quality is the degree of excellence at an acceptable price and the control of variability at an acceptable cost."
Robert A. Broh.
“Quality means the best for certain customer conditions. These conditions are: a) current use and b) the sale price of the product.
Armand V. FeigenbaumTranscendent
"Quality is neither matter nor spirit, but a third entity independent of the other two…, even though quality cannot be defined, you know well what it is."
Robert Pirsing.
"A condition of excellence that implies good quality as opposed to low quality… Quality is achieving or reaching the highest level instead of being content with the sloppy or fraudulent."
Barbara W. Tuchman.
Origins and trends of total quality
THE MAN OF THE CAVERNS.
This time is called this way, because the old men lived in caves. Their main activity was to stock up on food, and they practically lived by collecting the products they found in nature. They were nomadic beings, and their organization was simple, and very similar to that of certain groups of animals, they had a leader, and they all carried out the same activities such as fishing, hunting, gathering, etc. And they had respect for women.
In this era, also called harvesting, quality was based on inspecting and selecting the best.
THE USUFACTURE.
It consisted of making a product to use yourself.
For this activity, man developed the first scientific knowledge he had, to be able to develop the tools he would need to hunt, fish, etc. Like bows, arrows, knives, clothing.
With the passage of time, man realized that he could improve the quality of his food, so he decided to experiment and improve his weapons, his farming methods and that was how he developed his own technology, moving from the era of the caverns, to the age of metals.
Since then, quality management has emerged as a process to improve the knowledge and position of man.
THE MANUFACTURING.
With the demographic growth of the tribes, they were transformed into communities, and it was necessary to modify the organizational systems and the leaders became rulers, temples, palaces, priests were born, and knowledge began to centralize.
This same growth demanded that the tasks be organized in a more perfected way, and the work specialized in such a way that artisans and specialists emerged; and the bureaucracy was created.
The artisan stood out for the elaboration of a certain product: the smelter, who made weapons, tools and utensils; the tanner, who tanned the skins; and the potter made pots and articles of clay.
CONTRIBUTIONS TO QUALITY
| DEMING | CROSBY | FEIGENBAUM | They swear | ISHIKAWA |
| He lived the evolution of quality in Japan and from this experience he developed his 14 points for the administration to take the company to a position of productivity. The Deming Prize was instituted in 1983 and developed the 7 deadly diseases. | He proposed the 14-step program called Zero Defects. Quality is based on 4 principles.
1. Quality is to meet the requirements. 2.- the quality system is prevention. 3.- the standard of performance is zero defects and 4.- the measure of quality is the price of the breach. |
Introduced the phrase total quality control. His idea of quality is that it is a corporate way of life, a way of managing an organization, and it involves start-up. | Quality management. It's based on what he calls the Juran trilogy: plan, control, and improve quality. | He was the first author to try to highlight the differences between Japanese and Western styles of management.
His main hypothesis was different cultural characteristics in both societies. His main ideas are in his book: What is total quality control. |
Edwards W. Deming
During World War II, Deming taught American technicians and engineers statistics that could improve the quality of war materials. It was this work that attracted the attention of the Japanese.
In July 1950, Deming met with the Union who introduced him to the senior managers of the Japanese companies. For the next thirty years, Deming would devote his time and effort to teaching the Japanese and "transformed his reputation from producing a laughing matter to a reason for admiration and praise."
Why was Deming a hit in Japan and unknown in America? Deming was invited to Japan when its industry and economy were in crisis. They listened. They changed their way of thinking, their management style, their treatment of employees, and they took their time. By following Deming's philosophy, the Japanese turned their economy and productivity completely around to become the world market leaders. So impressed by this change, Emperor Horohito decorated Deming with the Sacred Treasure Medal of Japan in his Second Degree. The mention read "The people of Japan attribute the revival of Japanese industry and its worldwide success to Deming."
It was not until a documentary broadcast on NBC in June 1980 detailing Japan's industrial success that American corporations paid attention. Faced with declining production and increased costs, the CEOs of the corporations began consulting with Deming about business. They found that the quick and easy solutions typical of American corporations did not work. Deming's principles stated that through the use of statistical measurements, a drunken company would be able to graph how a particular system was working and then develop ways to improve that system. Through a process of forward transformation, and following the Fourteen Points and Seven Deadly Sins,companies would be in a position to keep up with the constantly changing economic environment.
Edwards W. Deming revolutionized management in manufacturing and service companies by insisting that top management be responsible for continuous quality improvement; Known internationally as a consultant, whose work introduced new management principles to Japanese industry and revolutionized quality and productivity. In appreciation of their contribution to the Japanese economy, the Japan Science and Engineering Union (JUSE) instituted the Annual Deming Prize for contributions to product quality and reliability.
DEMING CONTRIBUTIONS
His contributions revolutionized the American leadership style and his participation in a television program called "If Japan Can, Why Can't We". And his seminars attracted the attention of all company managers.
THE FOURTEEN POINTS FOR QUALITY MANAGEMENT
These points work anywhere, in small organizations as well as in larger ones, in service companies and in those dedicated to manufacturing, they serve for a department or for the whole company.
Deming's theories are obtained from direct observations, hence the certainty of his knowledge.
Create constancy in the purpose of improving the product and service
Companies currently have two types of problems:
- The Problems of Today are those that result from wanting to maintain the quality of the product that is manufactured, the regulation of production, the budget, sales, customer service and service. The Problems of the Future, are the constancy in the purpose and dedication to improve and be competitive, generate employment.
For all these problems the company must bear in mind the following:
Innovate: management must have faith that there will be a future and think and act on:
New services and products,
Materials,
The production process,
New skills needed,
Staff training,
Production
costs, Costs marketing,
service costs.
Adopt the new philosophy
The current globalized market does not allow companies to be uncompetitive, it cannot be tolerated that the products have current levels accepting errors, defects, inappropriate materials, personnel who are not committed to their work, who have damage in handling, transportation delayed or canceled because the driver did not show up.
Stop relying on mass inspection for quality.
When routine inspection or supervision is 100% of production, it is because the possibility of defects is being accepted, it is costly and inefficient. Quality is not done with supervision, it is done by improving the production process, since supervision, waste and rework are corrective actions of the process.
End the practice of doing business on the basis of price alone. instead minimize total costs by working with a single vendor.
The new task of the purchasing department is now to know its suppliers, their products and qualities, it is necessary not only that the materials and components are excellent, each one separately and at the time of being together, in the production process and to obtain a final product with optimal quality. For this it is necessary from purchases to follow up the material throughout the process even up to the customer. But it is not enough just that the materials are perfect they must also adhere to the exact specifications and requirements for the product.
Constantly and continuously improve all planning, production and service processes.
Each product should be considered as if it were the only one; there is only one chance for optimal success. Quality must be incorporated from the design, from the beginning there must be continuous improvement.
Implement training at work.
Management needs training to learn everything related to the company, from the materials at the reception to the customer.
Adopt and implement leadership.
The job of management is not about supervision, but about leadership. The management must work on the sources of improvement, the idea of the quality of the product and the service, and on the translation from the idea to the design and to the actual product.
Cast off fear
No one can do their best unless they feel confident.
Safe means not afraid, not afraid to express ideas, not afraid to ask questions.
There is a general resistance to knowing. All new technologies and advances create fear and resistance in people, it is a fear of the unknown, but little by little with their knowledge this fear disappears.
Break down barriers between staff areas
By breaking down the barriers, teamwork is achieved, which is necessary in all companies and makes one person compensate with his strength for the weakness of another and that among the whole team problems are solved.
Eliminate slogans, exhortations and goals for the workforce
Most of these ads are not directed to the right people, the message is diverted and it can create reaction in the people to whom it is not directed. They should not be only for production operators, since to achieve zero defects it depends on the entire system, that is, the entire organization.
Exhortations and posters generate frustration and resentment and create the feeling that management is unaware of the barriers that exist.
The immediate effect of a poster, exhortation, and pledge campaign can be a short-lived improvement in quality and productivity, due to the effect of eliminating some obvious special causes. Over time, the improvement stops or is even reversed. In the end, the campaign is recognized as a hoax. Management has to learn that the responsibility for improving the system is theirs, at all times.
Eliminate numerical quotas for manpower and numerical targets for management
Work standards, rates, incentives, and piecework are manifestations of an inability to understand and provide adequate supervision.
Eliminate Numerical Goals for Managers: Internal goals set in running a company, without a method, are mocking. If you have a stable system, it makes no sense to specify a goal. You get what the system gives. Unable to reach a target that is above the system capacity
Remove the barriers that deprive people of pride in their work. Eliminate the annual grade or merit system.
Barriers such as the annual qualification of their work, or the qualification by merit must be eliminated for the managers and for the workers of fixed salaries.
Staff turnover increases as the number of defective items increases, and turnover decreases when employees are clear that management is improving the process.
The person who feels important in a job will make every effort to stay at work, he will feel important if he feels proud of his work and at the same time is part of the system.
Stimulate education and self-improvement around the world
Organizations need not only good people but people who are constantly preparing and updating. There is a widespread fear of knowing, but competitiveness is in knowing.
Management has to learn, people need increasing opportunities to add and contribute something whether material or spiritual to society.
Put everyone in the company to work to achieve the transformation.
A Director must agree to carry out the new philosophy "Quality", break with the old schemes, and must explain through seminars, training to all staff why the change is necessary and their role or function within this.
Any activity, any job, is part of the process, it must be started as soon as possible, quickly. In addition, everyone can be part of a team, the objective of the team is to improve the entrances and exits of any stage, it can be made up of people from different staff areas.
Phillip B. Crosby
He implements the word PREVENTION as a keyword in the definition of overall quality. Since the paradigm that Crosby wants to eliminate is that the quality is given through inspection, tests, and reviews. This caused us to lose both time and materials, since with the inspection mentality this is preparing the staff to fail, so "we must prevent and not correct."
Crosby proposes 4 pillars that a corporate quality program must include, which are:
- Participation and attitude of the administration. The administration should start by taking the attitude that it wants to implement in the organization, since as they say, "the stairs are swept from top to bottom" and if the staff does not see that all levels have the same responsibility in terms of attitude, This will not be motivated. Professional quality management. All members of the organization must be trained, in this way they will all speak the same language and can understand each quality program in the same way. Original programs. Here are the 14 steps of Crosby, also known as the 14 steps of quality management.
- Management commitment Quality improvement teams Quality measurement Quality cost assessment Quality awareness Corrective action teams Action committees Training Zero defect day Goal setting Elimination of the cause of the error. 12. Recognition. Quality Council. Repeat the quality improvement process.
- Recognition. We must support the staff who made an outstanding effort in complying with the quality program. We can do this through recognition during a certain period of time in which the worker has achieved some action unique or different from the others in favor of the organization and with a view to contributing to the quality program.
Armad V. Feigenbaum
Feigenbaum is the creator of the total quality control concept, in which he maintains that quality is not only responsible for the production department, but that it is required by the entire company and all employees to achieve it. In order to build quality from the initial stages and not when everything is done.
FEIGENBAUM CONTRIBUTIONS.
It maintains that individual methods are part of a control program. Feigenbaum affirms that saying "quality" does not mean "better" but the best service and price for the customer, like the word "control" that represents a management tool and has 4 steps:
- Define quality characteristics that are important Establish standards Act when standards are exceeded Improve quality standards
It is necessary to establish very effective controls to face the factors that affect product quality:
- Control of new designs Control of reception of materials Control of the product Special process studies
Quality costs
These costs can be defined as what a company needs to invest in a certain way to provide the customer with a quality product. According to their origin they are divided into:
- Prevention costs.
They are those that are incurred to avoid failures, and the costs that these may originate, prevent more costs. And concepts such as: planning costs, training, review of new products, quality reports, investments in improvement projects, among others, are handled.
- Reassessment costs.
These are carried out by measuring the conditions of the product in all its stages of production. Some concepts are considered such as: raw material inspection, inventory re-evaluation, inspection and testing of the process and product.
- Internal failure costs.
They are those generated during the operation until before the product is shipped, for example: waste, reprocessing, tests, equipment failures, and losses due to yields.
- External failure costs.
These are the costs that are generated when the product has already been shipped, for example: price adjustment for claims, product returns, discounts and warranty charges.
Joseph M. Juran
Born in the United States, he published his first book in 1951, the Quality Control manual. Just as Deming was invited to Japan to give seminars and conferences to senior executives.
His conferences have a strong administrative content, and focus on the planning, organization and responsibilities of quality management, and the need to establish goals and objectives for improvement. She emphasized that quality control should be performed as an integral part of administrative control.
JURAN'S CONTRIBUTIONS
Some of its principles are its definition of the quality of a product as "suitability for use"; its "quality trilogy", consisting of quality planning, quality control and quality improvement; the concept of “self-control” and the “universal sequence of improvement”.
All human institutions have had the presentation of products or services for human beings. The relationship that occurs is constructive only when the needs of price, delivery date and suitability for use are respected. Only when the customer's needs have been met is the product or service said to be salable.
The suitability for use implies all the characteristics of a product that the user recognizes that they will benefit him. This suitability will always be determined by the user or buyer, and never by the seller or the manufacturer.
The design quality ensures that the product will meet the needs of the user and the design contemplates the use that will give. In order to do this, a complete market research must first be carried out, to define the characteristics of the product and the needs of the customer.
The quality of the conformation has to do with the degree to which the product or service adheres to the planned characteristics and that the process and design specifications are met. In order to accomplish this, the right technology, management and manpower must be in place.
The availability is another factor of the adequacy of the quality to use, this is defined while using the product, and it has to do with the performance you have and your life. If we use an item and it fails a week then it will not be available even if it would have been the best option at the time of purchase. The article must serve the user continuously.
The service finally this defines the part of the quality that has to do with the human factor of the company. The technical support service must be highly trained and act immediately in order to give the customer the feeling that they are in good hands.
The quality trilogy
Quality improvement is made up of three types of actions, according to Juran:
- Quality control Level improvement or significant change Quality planning
When a process already exists, it begins with control actions and when the process is new, with planning actions.
Control actions: In order to improve a process we first need to have it under control.
Level improvement actions: These are aimed at changing the process so that we can achieve better average levels of quality, and for this the most important common causes must be attacked.
Quality planning actions: here we work to integrate all changes and new designs permanently into the operation that we normally carry out of the process, but always seeking to ensure that we do not lose what has been gained. These changes may be to satisfy the new requirements made by the market.
Quality planning
- You have to identify who the customer is. Determine their needs (of customers).
The quality planning map consists of the following steps:
- Translate the needs into the language of the company Develop a product that can respond to those needs Optimize the product in a way that meets the company and the customer Develop a process that can produce the product Optimize this process Prove that that process can produce the product under normal operating conditions. Transfer the process to operation.
SELF-CONTROL
Deming and Juran maintain that 85% of the problems of a company are the fault and responsibility of the administration and not of its workers, because it is the administrators who have not been able to organize the work so that the employees have a self-control system.
UNIVERSAL SEQUENCE OF IMPROVEMENT .
To make a change you must follow this sequence:
- First it is necessary to prove that significant change is necessary Identify the projects that will justify efforts to achieve improvement Organize to ensure that we have the new knowledge required to take effective action Analyze current behavior If there is any resistance to change, we must negotiate it. Take the corresponding actions to implement the improvement. Lastly, institute the necessary controls to ensure the new levels of performance.
Kaoru ishikawa
The quality guru Kaoru Ishikawa, born in the city of Tokyo, Japan in 1915, is a graduate of the University of Tokyo. Ishikawa is today known as one of the most famous gurus of world quality, and in this work we will deepen all his achievements and the tools that gave him so much recognition. Ishikawa's theory was to manufacture cheaply. Within his philosophy of quality he says that quality must be a management revolution. Quality control is developing, designing, manufacturing, and maintaining a quality product.
There are some indications that make us think that quality circles may have been used in the United States in the 1950s, but despite this Professor Ishikawa is credited with pioneering the circle movement.
ISHIKAWA CONTRIBUTIONS
Like others, Ishikawa paid special attention to statistical and practical methods for industry. Practically his work is based on the collection of data.
A valuable contribution of Ishikawa is the cause-effect diagram that also bears his name (or fish).
The cause-effect diagram is used as a tool used to find, select and document the causes of quality variation in production.
QUALITY CONTROL IN THE WHOLE COMPANY .
According to Ishikawa, quality control in Japan has a very peculiar characteristic, which is the participation of everyone, from the highest managers to the lowest hierarchical employees.
Dr. Ishikawa explained that the quality movement had to be imposed and shown to the entire company, to the quality of the service, to the sale, to the administrative, etc. And the effects it causes are:
- The quality of the product begins to increase, and there are fewer and fewer defects. Products are more reliable. Costs go down. Production levels increase, so that more rational programs can be developed. There is less waste and less quantity is reprocessed. Improved technique is established Inspections and tests are decreased Contracts between seller and buyer become more rational Sales increase Departments improve their relationship with each other Decreased number of false reports Discussed in an environment of maturity and democracy Meetings are calmer and calmer Repairs and installations become more rational Human relations improve.
QUALITY CIRCLES.
The nature of these Quality Circles varies along with their objectives according to the company in question.
The goals of the Quality Circles are:
- That the company develops and improves. Contribute to the satisfaction of workers through workshops and respect human relationships. Discover in each employee their capabilities, to improve their potential.
In the quality circles 7 tools were taught to all:
- Pareto Chart Cause-Effect Diagram Stratification Check Sheet Histogram Scatter Chart Shewhart Control Chart
Everyone who belongs to a circle receives adequate training in the areas of control and improvement. On certain occasions the same circle thinks about solutions and can pressure senior management to carry it out, although they are always willing to listen and dialogue.
These circles are highly recommended in Japan, due to the success they have had in most of the companies where they have been applied, but care must be taken when adapting them, because each organization is different and has very varied needs, a poor adaptation it can make the circle fail.
Genichi Taguchi
He developed his own statistical methods while working in a telephone company, applied it to increasing productivity and quality in the industry.
CONTRIBUTION OF TAGUCHI.
He created the concept of "robust design", this exceeded his quality expectations, in order to achieve customer satisfaction.
ROBUST DESIGN.
Every time a product is designed, it is done thinking that it will meet the needs of the customers, but always within a certain standard, this is called "acceptable quality", and so when the customer has no other option more than buying, because it is cheaper for the company to replace some defective items than not to produce them. But it will not always be this way, because at one time people will distrust the company and customers will move away.
The type of design that Taguchi proposes is that greater emphasis is placed on the needs that interest the consumer and, in turn, saves money on those that are not of interest to them, thus exceeding the expectations that the customer has of the product. It ensures that it is cheaper to make a robust design than to pay for quality controls and replace failures.
By making a robust design of a certain product we maximize the possibility of success in the market. And although this strategy seems expensive, in reality it is not, because at the same time that we spend in exceeding in the characteristics that really interest the consumer, we save in those that do not give importance to them.
TAGUCHI LOSS FUNCTION.
Taguchi tried to guide producers to reduce variations in quality.
In order to check this loss, a quadratic equation is used that fits the cost and product performance data. As the performance of the product moves away, the equation increases in value and the cost of quality for society increases.
RECENT THEORIES OF QUALITY
Shigeo shingo
It is perhaps one of the least known, but its impact on the Japanese industry, even the American one, has been very great. Together with Taiichi Ohno, he developed a set of innovations called “the Toyota Production System”.
At one company, Shingo was responsible for cutting helmet assembly time from four months to two months.
His contributions are characterized by the fact that he gave a huge turn to the administration, making several changes in it, since his techniques were the opposite of the traditional ones. Those who study his methods in a superficial way, think that his theories are not very correct, but the best proof that they are, is the name "TOYOTA" that stands behind one of the largest automotive companies in charge of Shingo.
SHINGO CONTRIBUTIONS.
“Toyota's production system and just-in-time”: These systems have a philosophy of “zero inventory in process”. This is not only a system, but it is a set of systems that allow us to reach a certain level of production that allows us to meet the "just in time."
There are several advantages that the “zero inventory” system provides us:
- Production defects are reduced to 0% because the moment one occurs, production stops, until its causes are eliminated.By doing this reduction of zero defects, waste is also reduced and other consumable materials are also in Zeroes. Factory space also benefits, as there is no need to store defective products or diverted materials. This system is reliable in terms of just-in-time delivery, as it forces itself to work without errors.
THE “PULL” VERSUS “PUSH” SYSTEM.
This concept tells us that a piece will be produced only if the next line needs it, for that we have some cards that indicate when it is needed.
The just-in-time system is very difficult and constitutes a challenge that can only be applicable in companies that have solved all their problems and can handle the unforeseen events that arise.
POKA YOKE
This is also known as error-proof, or as "zero defects." It consists in that the moment a defect is detected in the process, it stops and all causes and possible future causes are investigated, statistics are not used since it is 100% inspection, where piece by piece it is verified that it is not have no defects.
There are two very important characteristics for the Toyota process, which are order and cleanliness, because it is more difficult to work well, when the workplace is messy and dirty, so we must see what is necessary and what is not, to put a place for everything, and always keep orderly, and make this a habit so that it is always clean and tidy.
There are several levels of Poka - Yoke prevention, these can be put into practice at different levels.
Zero level. This is a level where workers never know when they have contributed to the success of the company, but in general they are always informed when their work is wrong, they receive almost no information, and only standards are established that they must follow.
Level 1. Here, on the contrary, workers are informed each time that their work helps to achieve control activities, so that each one sees that their performance is necessary.
Level 2. At this level, the worker is informed of the standards and methods so that each one can identify them when they occur, as well as a list of defects that could arise.
Level 3. We make standards within their own work environment, with their own tools and materials, it is explained to them what is the best way to do things, in an easy to understand way.
Level 4. Installing alarms is a very good idea, to speed up the time it takes a worker to realize that something is out of control, as well as to turn on a light when the supplies are not enough or when someone needs help.
Level 5. A visual control system helps us to eliminate any type of anomaly that may arise, and thus the causes are discovered and a way is sought to prevent their recurrence.
Level 6. This level is error-proof, the products are 100% verified and the anomaly is guaranteed not to repeat itself.
Jan Carlzon
He is known as one of the leading quality specialists in the service area.
CONTRIBUTIONS FROM CARLZON.
Carlzon is the creator of moments of truth, from this development a quality management program, especially for service companies.
This system is about moments in which the employees of an organization have with their clients that last approximately 15 seconds, and are used to deliver a service. The company trusts that the employee will make a good impression on the customer, and the entire company is put at risk, and depends on the employee's skills, towards the customer.
Carlzon's quality strategy is about documenting all the steps that the customer must follow to receive the service, it is called “the service cycle”.
A person without information is not capable of assuming responsibilities, a person with information may not be of much help, but it serves to assume responsibilities.
No matter how big or important the company is, everything will depend on the way in which the employee in front of the client acts, be it free, or with charisma, or the opposite.
AUTHORIZATION OF THE ORGANIZATION:
THE INVERTED PYRAMID.
According to Carlzon, it is necessary that all employees feel that they are very important within the company, so motivation is considered a fundamental piece to achieve quality through people.
If we give other people freedom to make decisions, resources will surface in people that we would never have met, and they would always be hidden.
We must treat customers in a different way, because no one likes to be treated as one more, but as someone else, a unique customer different from everyone else, for that the employee who is at a counter, must forget about the policies that all customers are the same, because the best of all will know that each one is different and have different needs.
Harrington H. James
He's a quality executive at IBM.
I produce documents describing the progress of the IBM quality revolution.
In 1987 he wrote a book "The improvement process", where he talks about his experience and the efforts of other organizations.
He says that the united approach that will have an effect on quality is the one that makes it the predominant life of the company.
Quality is not just a management style but as well a series of technicians or motivation towards the worker.
It insists on the "ownership" of the processes by the administration, crossing departmental barriers.
William E. Conway
He talks about the "right way to manage" and a "new management system" rather than quality improvement. His experience and broader perspective from a management point of view is reflected in all his work. He agrees with the gurus that the biggest problem is that the high class is not convinced that quality increases productivity and lowers costs. However, Cambien recognizes that "the administration wants and needs real help, not destructive criticism."
Conway focuses on the management system as the means of achieving continuous improvement, rather than on specific functions or quality issues.
Conway defends statistical methods. He says that management views quality in a general sense. He says: "The use of statistics is a common sense way to get to specific things", then adds: "Statistics do not solve problems. It identifies where the problems lie and points out solutions to managers and people. ”He views statistical techniques as management tools and insists on the use of simple statistical tools that anyone can learn quickly, rather than complex techniques.. Simple tools can help solve 85% of problems. Basic quality improvement tools are:
· Human relations skills.
· Statistical surveys.
· Simple statistical techniques.
· Statistical control of the process.
· Use of imagination.
· Industrial engineering.
Richard J. Schonberger
The management of quality strategies is a central element of his writing. Schonberger says that the ability to respond to changing market needs is a constant theme for modern businesses.
He provides what he calls a seventeen-item "manufacturing excellence action agenda":
1. Get to know the consumer.
2. Lower the produced in process.
3. Reduce flow times.
4. Reduce setup and change times.
5. Increase the make / deliver frequency for each required item.
6. Downgrade the number of providers to a few good ones.
7. Lower the quantity of part numbers.
8. Make it easy to manufacture the product without errors.
9. Tidy up the workplace to eliminate search times.
10. Cross-train to master more than one task.
11. Record and retain data on production, quality, and problems in the workplace.
12. Make sure the line personnel are the first to try the problem solution before the experts.
13. Maintain and improve existing equipment and human workforce before considering new equipment.
14. Look for equipment that is simple, cheap, and easy to move around.
15. Seek to have multiple workstations, machines, cells and lines instead of single ones, for each product.
16. Automate incrementally, when process variability cannot be reduced otherwise.
GENERIC QUALITY TOOLS
They are a substitute for good judgment or knowledge of the processes. They convert numerical data into information that can be used to take action. These are:
1. Process Flow Diagrams:
A drawing showing the main steps, ramifications, and possible outcomes of a process.
2. Pareto analysis:
Coordinated approach to identify, classify, and work to permanently eliminate defects. It focuses on the important sources of error, the 80/20 rule: 80% of problems are due to 20% of causes.
3. Execution Diagram:
Time sequence diagram showing the values of a characteristic.
4. Data Collection:
You must have a clear and approved reason for collecting and analyzing data. Among the questions to be asked regarding data collection are: Why? What? Where? How much? When? How? Who? How long?.
5. Histogram:
Distribution showing how often the data occurs between the lower and upper bounds.
6. Scatter diagram:
It is also known as a Correlation Diagram. It is the graph of the value of one characteristic compared to another.
7. Check Sheet:
Organized method for recording data.
8. Cause and effect diagram:
Tool that uses a graphical description of process elements to analyze potential sources of process variation.
9. Control diagrams:
Time sequence diagram showing the values of a statistic; includes a center line and one or more statistically derived control limits.
ISO-QS 9000 STANDARDS
The term ISO is also the acronym for the International Organization for Standardization based in Genoa Switzerland. Founded in 1947 for the purpose of advanced standardization around the world, this organization is made up of 130 member countries. Each country is represented by its respective national standards and they participate in the development of standards to facilitate trade or exchange of goods and / or services in the world market, covering not only economic activities, but also the areas of technology and science.
Although the term ISO is an acronym, it is also a term derived from the Greek "ISOS" which means "Equal" or "Equivalent". In fact, the term ISO was chosen for the approximation to the acronym of the Organization and this would avoid the variation of acronyms when translating the name in the different languages.
SERIES 1S0 -9000 .
The ISO 9000 series of standards represent the essential requirements that any company needs to meet to ensure consistency in the production and on-time delivery of its goods and services to the market.
ISO 9000 is able to provide these benefits in quality management to any organization of any size, public or private, without having to dictate "how" the company should be conducted. The system describes what requirements must be met and not "how" they will be met.
Just by complying with ISO 9000 standards, an organization is certified to be a potential supplier to companies that demand strict conformity to specified requirements. These standards have gradually been accepted worldwide as the comparative or Benchmark of all quality systems. The ISO series contains three systems of different complexity and content and they are ISO 9001, ISO 9002 and ISO 9003.
TYPES OF STANDARDS
150- 9001.
This is the most complex and comprehensive of the standards and is designed for companies and organizations that carry out Design and Development activities for their products as well as their production and delivery. It is also the one that is most in demand for its implementation, since it requires the greatest commitment of time and resources from the organization. It is also the most expensive and as a result usually appropriate and justified only for large organizations or for organizations that must include the area of Design in their quality system.
1S0-9002.
This is the most common of the standards and is identical to 9001 only it does not contain the requirements section for design and development. This makes the system easier to install but still requires a substantial commitment of time and resources from the company. The cost of a quality system certification is less than 9001 but it is still difficult for certain companies to meet an expense like this.
1S0 -9003.
This is the least complex and easy to implement of the three standards in the series. This standard is for organizations that do not participate in design and development, purchasing or do not have production controls, and is generally required for organizations that only perform final inspection and testing of their products and / or services to ensure that they meet the requirements. Given, this standard is only relevant for simple products and services, it is also an option for companies that cannot justify the expense of one of the other two standards, but wish to implement a quality system in their organization.
1S0-14000.
The 180 14000 series of environmental management standards were developed by the 180 / TC 207 meeting in 1993, the purpose is to represent the essential requirements that any company needs to meet to minimize the impact of its goods and services on the environment.
1S0-17025.
This variation on 180 9002 was developed specifically for testing and calibration laboratories and was recently referred to as 180 9002 -Guide 25. And it is the full 9002 standard in addition to the special requirements for industry testing and calibration laboratories. as 9000.
JAPANESE INDUSTRIAL STANDARDS (JIS)
JIS were originally developed in 1649 by the Japan Industrial Standards Committee (JISC) and have been evolving ever since. JIS have been in many ways the Japanese answer to ISO, but they essentially perform the same quality system management.
Q-Base.
Q-Base takes directly the requirements of the ISO 9002 series as it is the most popular of the series and presents them in an easy way to understand and apply for small companies that generally do not employ professionals for the maintenance of quality systems.
E-Base.
This is the most effective alternative for small and medium businesses that want to implement ISO 14000, but do not have enough resources. Developed by the respected Canadian consultancy David King and completed in 1999, it takes its clauses directly from ISO 14000 and presents them in a way that is easy to understand and apply for small companies that do not have specialized departments in the environment.
Once the series is selected, How is it implanted?.
Here are some standards that might help:
- ISO 10006 For Project Management ISO 10007 For Administration Configuration ISO 10012 For Measurement Systems ISO 10013 For Quality Documents ISO I TR 10014 For Quality Economy Management ISO 10015 For Training ISO I TS 16949 For Automotive Suppliers ISO 19011 for Audits.
Therefore, establish our status, determine what we have and what we do not have in our quality system and if what we have we are doing well. This can be determined in two ways.
- Self-assessment: These audits are generally carried out by the person in charge of the quality system or by a group of certified auditors who belong to the organization. External Consulting: These are carried out by personnel outside our organization such as a client or a supplier.
Requirements that the quality system must contain and cover:
- Processes related to the client Design and / or development Purchases Production Operations and Services Control of all artifacts used for measurements and / or monitoring.
BENEFITS OF 1H0 9000 CERTIFICATION
- Quality improvement Cost reduction Worldwide recognition Unrestricted access to the European Economic Community / Assurance, control and consistency of high standards Use of a recognized certification emblem in the promotion of products and services-Registration in the ISO 9000 directory as certified company../ Improvement of the global competitiveness of the company.
THE 5'S
The 5'S concept shouldn't be anything new for any company, but unfortunately it is. The 5'S movement is a conception linked to the orientation towards total quality that originated in Japan under the guidance of Deming more than forty years ago and is included within what is known as continuous improvement or gemba kaizen.
The 5'S come from Japanese terms that we put into practice daily in our daily lives and are not an exclusive part of a "Japanese culture" alien to us, indeed, all human beings, or almost all, have a tendency to practice or have practiced the 5'S, even if we don't realize it.
The 5'S are:
- Seiri: classify, organize, arrange appropriately Seiton: order Seiso: cleanliness Seiketsu: standardized cleanliness Shitsuke: discipline
The little application of these concepts, mainly in manufacturing and production companies in general, in which the end customer is rarely (rather never) received at their facilities, is widespread, which is still worrying, not only in terms of business performance but human, since it is degrading, for any worker, to carry out their work under unhealthy conditions. This fact suggests that under these environments it will be difficult to achieve high levels of productivity and efficiency, which highlights the need to consistently apply the 5'S in our daily routine, either as workers or as students, it will always be better to develop our activities in safe and motivating environments.
DEFINITION OF THE 5'S
- SEIRI - DISCARD WHAT IS NOT NEEDED
Seiri or classify consists of removing from the work area or station all those elements that are not necessary to carry out the work, either in production areas or in administrative areas. Within this organization, the rooms of San Alejo should be changed for archives or warehouses that only store items in a classified manner and obsolescence should be eliminated. Do not think that this or that element could be useful in another job or if a very special situation arises, experts recommend that in these doubts these elements should be discarded.
- SEITON - A PLACE FOR EVERYTHING AND EVERYTHING IN ITS PLACE
Seiton or order means more than appearance. The business order within the concept of the 5'S could be defined as: the organization of the necessary elements so that they are easy to use and access, which must be, each one, labeled so that they are found, removed and returned to their position, easily by employees. The order is applied after the classification and organization, if it is classified and not ordered, it will be difficult to see results. Simple rules should be used such as: what is used the most should be closer, the heaviest at the bottom, the light at the top, etc.
- SEISO - CLEANING THE WORKPLACE AND EQUIPMENT AND PREVENTING DIRT AND DISORDER
Seiso or cleaning includes, in addition to the activity of cleaning work areas and equipment, the design of applications that allow avoiding or at least reducing dirt and making work environments safer. Only through cleaning can some failures be identified, for example, if everything is clean and without strange odors, it is more likely that a fire principle will be detected early due to the smell of smoke or a malfunction of equipment due to a fluid leak, etc. Likewise, the demarcation of restricted areas, danger, evacuation and access generate greater security and a sense of security among employees.
- SEIKETSU - PRESERVE HIGH LEVELS OF ORGANIZATION, ORDER AND CLEANLINESS
The Seiketsu or standardized cleaning aims to maintain the state of cleanliness and organization achieved with the application of the first three S's, the seiketsu is only obtained when the three previous principles are continuously worked on. In this stage or phase of application (which must be permanent), it is the workers who carry out programs and design mechanisms that allow them to benefit themselves. To generate this culture, different tools can be used, one of them is the location of photographs of the work site in optimal conditions so that it can be seen by all employees and thus remind them that this is the state in which it should remain, another is the development of norms in which it is specified what each employee must do with respect to their work area.
- SHITSUKE - CREATE HABITS BASED ON THE PREVIOUS 4'S
Shitsuke or discipline means avoiding the breaking of established procedures. Only if discipline is implemented and compliance with the rules and procedures already adopted will be able to enjoy the benefits they provide. Shitsuke is the channel between 5'S and continuous improvement. Shitsuke implies periodic control, surprise visits, employee self-control, respect for himself and others and a better quality of work life.
WHY THE 5'S ARE NOT APPLIED?
There are a series of precepts that accompany the non-application of the 5's in companies, among them there are:
- The machinery cannot stop. The pressure to meet schedules and delivery times means that the necessary precautions are not taken in the maintenance of the machinery Cleaning is a waste of time and resources. Some employers believe that the fact that the employees themselves keep their work area clean and safe represents a waste of time and therefore of resources "I pay them to work, not to clean" or on behalf of the employees "I they hired to work not to clean »The custom. When people and the company get used to carrying out their tasks in environments that are not only dirty and untidy but also unsafe, they believe that there is no need to apply the 5'S. nothing happened »
WHAT BENEFITS GENERATES THE APPLICATION OF THE 5'S
The implementation of a 5'S strategy is important in different areas, for example, it allows to eliminate waste and, on the other hand, it allows improving industrial safety conditions, thus benefiting the company and its employees. Some of the benefits generated by the 5'S strategies are:
- Higher levels of security that result in greater motivation of employees Reduction in losses and losses due to production with defects Higher quality Shorter response times Increases the useful life of equipment Generates organizational culture Approaches the company to the implementation of models of total quality and assurance of the quality
The 5'S are a good start towards total quality and they do not harm anyone, it is up to each one to apply them and begin to see their benefits.
JUST-IN-TIME
Just-in-Time (JIT) is a philosophy that has recently aroused great interest in the production area. Some think this is a magic bullet for production, but while this philosophy is somewhat justified, many companies will introduce it with misconceptions.
It should be noted to begin with that it is not about:
- * A stock program * An effort that only affects suppliers * A materials management project * A program to replace Material Needs Planning (MRP).
It is truly an exceptional, global philosophy for the company, whose basic objective is to eliminate costs that are avoidable. In JIT terminology, avoidable cost is anything that involves a minimal amount of equipment, materials, parts, space, or labor that is not essential to add value to a product. From where the key operational concept is: Add Value. JIT therefore tries to identify and eliminate those actions that do not add value.
The simplest way to determine the activities that do not add value is to apply "tests" to each stage of the production process, such as for example:
- * Is there any activity (inspection, transport, etc.) that adds cost without modifying the physical or chemical characteristics of the product? * Is there any stop or pause during the manufacturing process of a part? * Is it necessary to carry out any operation to fix something that was not done correctly from the first moment?
An affirmative answer to these and other analogous questions indicates that such action is conducive to the generation of problems that require imaginative solutions and that therefore should be eliminated.
The previous philosophy leads us to two basic points of the JIT such as: a- Identification and elimination of the reason for the pauses and b- That which cannot be used immediately, should not be done now.
The introduction of this technique allows to achieve reduction percentages in manufacturing time ranging from 83% for mechanical equipment to 92% in the textile industry. Reductions in raw material inventories from 35% in automobile accessories to 73% in the mechanical equipment sector. Regarding inventory of products in process, the reductions vary between 70% for mechanical equipment and 89% for automobile accessories and if we look at finished products the reductions range between 0% for mechanical equipment and 100% in the case of electronic component industries.
There is no doubt that type changes in the assembly or manufacturing line (set-up) require times that can be reduced from 75% in the case of mechanical equipment to 94% for electronic component industries.
Labor (direct and indirect) can also be influenced by the application of the JIT technique, from 0% for direct in electronic components to 50% in graphic arts or indirectly: 21% in the case of mechanical equipment and 60% in the case of automobile accessory industries.
We could cite many other aspects within the manufacturing process, but the list would be really long, as a final example is that of quality costs (which must be considered more seriously each time), the reductions can range between 26% if It deals with the manufacture of electronic components and 63% for the graphic arts, passing through 50% in the case of car accessories.
When the JIT is known for the first time, it is common to think that the concepts it handles have been established by the company for some time, and there is a certain reason for this, although what really varies is the approach, that is, not it. What is done but how it is done. For the application of JIT to be successful, there must be a carefully planned and long-term program of awareness, understanding and motivation.
Although we really face different production processes, the implementation of Just-in-Time usually involves contemplating 10 standard stages (diagram) that include specific actions and that at the same time create new situations that must be addressed.
Stage 1 Planning and Identification of Opportunities
As you contemplate this fundamental stage, you may be impatient and not spend all the time necessary to learn the principles of JIT. It will almost certainly be concluded later that "JIT Islands" have been created that will prevent significant improvement. It happens because the JIT implementation areas were chosen in an intuitive way, later encountering obstacles in accounting, business policy, etc. that limit the program to a single functional entity, with which only partial improvements are obtained.
The introduction of JIT implies altering the internal structure of the current manufacturing process, defying most of the typical operational principles, this profound alteration does not occur if the areas for its implementation are chosen indiscriminately, so a carefully elaborated plan is required. and therefore that the strategy comes as a consequence of a global policy of the company.
The way forward can be outlined in six ordered phases, all focused on an environment of continuous improvement:
- 1.- Review and Diagnosis. 2.- Conceptual design. 3..- Implementation Plan. 4.- Preparation for Implementation. 5.- Continuous implementation. 6.- Program monitoring
The first three phases are the basis of the program, therefore an initial collection of information is necessary, evaluating the opportunities and preparing a long-term improvement plan divided into phases over time. The fourth phase is essential to achieve successive improvements; It is time to train the organization so that it can later lead the improvement projects and introduce indicators that allow their monitoring. The fifth phase starts the improvement program by establishing working groups for each and every one of the specific projects. Once the program matures, it is necessary to reassess priorities and sometimes revise the principles of the JIT.
Stage 2 Organize for Success To be effective in the implementation of the JIT, the necessary organization must be established to identify and implement operational improvements, which is done at four levels:
- * Statement of Objectives Each person in the organization must understand towards what objectives the company is directed and what is their specific contribution in the improvement efforts. ** Project Steering Committee This group has the responsibility that JIT plans are carried out effect. establishes priorities and determines the problems that must be remedied. *** Work Groups Work groups must be established, all multidisciplinary and trained in specific JIT techniques such as: analysis of variations, reduction of type change times, material procurement strategies, etc. Once assigned to a task, each group recommends a specific solution to the Project Steering Committee. Once the solution is accepted, a new problem is assigned to the working groups to solve.while the implementation of the accepted solution is carried out by the company's own operational staff. **** Improvement Instrumentation Once an improvement has been implemented, it is necessary to continue its improvement. Problem solving groups, analogous to quality circles, are in charge of reviewing the implementations carried out, detecting possible malfunctions and proposing adjustments within a pre-established work program.detect possible malfunctions and propose adjustments within a pre-established work program.detect possible malfunctions and propose adjustments within a pre-established work program.
Stage 3. Motivation, Mentalization, Education. It is necessary that all personnel know the JIT technologies and have adequate education (this implies an understanding of the practical application of the techniques introduced during the mentalization phase). All personnel must be motivated by the idea of improving the operations under their charge, although at the beginning it will be difficult to achieve, but in the long term it is the only way to ensure continuous improvement. It is important to highlight at this stage the need to motivate all the personnel involved in the project; It is very important to implement JIT aware that the objectives will be achieved thanks to the creative capacity of all those directly involved in the operations.
The creativity referred to is usually numb, but its stimulation by motivation through an open mind such as that provided by JIT allows improvement through creative problem solving. In addition, the need to create a strong synergy of the entire group involved in the JIT project should be highlighted. In this sense, it is convenient, whenever possible, the participation of an external consultancy that can give a new, external and unrelated vision, which allows to give security to the company and its internal organization commitments.
Benchmarking
Benchmarking is a process by which best practices in a certain process or activity are identified, analyzed and incorporated into the internal operations of the company.
Within the definition of Benchmarking as a key management process to be applied in the organization to improve its leadership position we find several key elements:
- Competition, which includes an internal competitor, an admired organization within the same sector or an admired organization within any other sector Measurement, both of the operation of the operations themselves and of the Benchmark company, or benchmark that we are going to take as an organization that has the best qualities in a given field It represents much more than a Competition Analysis, examining not only what is produced but how it is produced, or a Market Research, studying not only the acceptance of the organization or the product in the market but the business practices of large companies that satisfy customer needs Customer satisfaction, better understanding their needs by focusing on best practices within the sector Openness to new ideas,taking a broader perspective and understanding that there are other, and perhaps better, ways of doing things. Continuous Improvement: Benchmarking is a continuous process of management and self-improvement.
There are several types of Benchmarking: Internal (using ourselves as a starting point to compare ourselves with others), Competitive (studying what the competition does and how it does it), Outside the sector (discovering more creative ways of doing things), Functional (comparing a specific function between two or more companies) and Business Processes (focusing on the improvement of critical business processes).
A Benchmarking project usually follows the following stages: Preparation (Identification of the object of the study and own measurement), Discovery of facts (Research on best practices), Development of actions (Incorporation of best practices into own operations) and Monitoring and recalibration.
QUALITY THEORIES
Origins and trends of total quality
Contributed by: Daniel Rojas Ramos
Here is a series of 4 videos in which the main contributions of W. Edwards Deming, Kaoru Ishikawa, Philip Crosby and Joseph Juran are synthesized, a good complement to learning about the pioneers of quality.
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