Введение
Процесс управления проектами, звукозаписывающая компания.
the project management process
the record label
Processes that maintain quality at a constant level
Quality control (QC) is a process by which entities review the quality of all factors involved in production. ISO 9000 defines quality control as "a part of quality management focused on fulfilling quality requirements". This approach places emphasis on three aspects (enshrined in standards such as ISO 9001):
Elements such as quack, job management, defined and well managed processes, performance and integrity criteria, and identification of records
Competence, such as knowledge, skills, experience, and qualifications
Soft elements, such as personnel, integrity, confidence, organizational culture, motivation, team spirit, and quality relationships. Inspection is a major component of quality control, where physical product is examined visually (or the end results of a service are analyzed). Product inspectors will be provided with lists and descriptions of unacceptable product defects such as cracks or surface blemishes for example. For contract work, particularly work awarded by government agencies, quality control issues are among the top reasons for not renewing a contract. The simplest form of quality control was a sketch of the desired item. If the sketch did not match the item, it was rejected, in a simple Go/no go procedure. However, manufacturers soon found it was difficult and costly to make parts be exactly like their depiction; hence around 1840 tolerance limits were introduced, wherein a design would function if its parts were measured to be within the limits. Quality was thus precisely defined using devices such as plug gauges and ring gauges. However, this did not address the problem of defective items; recycling or disposing of the waste adds to the cost of production, as does trying to reduce the defect rate. Various methods have been proposed to prioritize quality control issues and determine whether to leave them unaddressed or use quality assurance techniques to improve and stabilize production. |
| Total quality control (TQC) || 1956 || Popularized by Armand V. Feigenbaum in a Harvard Business Review article and book of the same name; stresses involvement of departments in addition to production (e. g., accounting, design, finance, human resources, marketing, purchasing, sales)
|
| Statistical process control (SPC) || 1960s || The use of control charts to monitor an individual industrial process and feed back performance to the operators responsible for that process; inspired by control systems
|
| Company wide quality control (CWQC) || 1968 || Japanese style total quality control. |
| Total quality management (TQM) || 1985 || Quality movement originating in the United States Department of Defense that uses (in part) the techniques of statistical quality control to drive continuous organizational improvement
|
| Six Sigma (6σ) || 1986 || Statistical quality control applied to business strategy; originated by Motorola
|
| Lean Six Sigma (L6σ)|| 2001 || Six Sigma applied with the principles of lean manufacturing and/or lean enterprise; originated by Wheat et al. |}
the record label
Processes that maintain quality at a constant level
Quality control (QC) is a process by which entities review the quality of all factors involved in production. ISO 9000 defines quality control as "a part of quality management focused on fulfilling quality requirements". This approach places emphasis on three aspects (enshrined in standards such as ISO 9001):
Elements such as quack, job management, defined and well managed processes, performance and integrity criteria, and identification of records
Competence, such as knowledge, skills, experience, and qualifications
Soft elements, such as personnel, integrity, confidence, organizational culture, motivation, team spirit, and quality relationships. Inspection is a major component of quality control, where physical product is examined visually (or the end results of a service are analyzed). Product inspectors will be provided with lists and descriptions of unacceptable product defects such as cracks or surface blemishes for example. For contract work, particularly work awarded by government agencies, quality control issues are among the top reasons for not renewing a contract. The simplest form of quality control was a sketch of the desired item. If the sketch did not match the item, it was rejected, in a simple Go/no go procedure. However, manufacturers soon found it was difficult and costly to make parts be exactly like their depiction; hence around 1840 tolerance limits were introduced, wherein a design would function if its parts were measured to be within the limits. Quality was thus precisely defined using devices such as plug gauges and ring gauges. However, this did not address the problem of defective items; recycling or disposing of the waste adds to the cost of production, as does trying to reduce the defect rate. Various methods have been proposed to prioritize quality control issues and determine whether to leave them unaddressed or use quality assurance techniques to improve and stabilize production. |
| Total quality control (TQC) || 1956 || Popularized by Armand V. Feigenbaum in a Harvard Business Review article and book of the same name; stresses involvement of departments in addition to production (e. g., accounting, design, finance, human resources, marketing, purchasing, sales)
|
| Statistical process control (SPC) || 1960s || The use of control charts to monitor an individual industrial process and feed back performance to the operators responsible for that process; inspired by control systems
|
| Company wide quality control (CWQC) || 1968 || Japanese style total quality control. |
| Total quality management (TQM) || 1985 || Quality movement originating in the United States Department of Defense that uses (in part) the techniques of statistical quality control to drive continuous organizational improvement
|
| Six Sigma (6σ) || 1986 || Statistical quality control applied to business strategy; originated by Motorola
|
| Lean Six Sigma (L6σ)|| 2001 || Six Sigma applied with the principles of lean manufacturing and/or lean enterprise; originated by Wheat et al. |}
Процессы, поддерживающие качество на постоянном уровне.
the project management process
the record label
Processes that maintain quality at a constant level
Quality control (QC) is a process by which entities review the quality of all factors involved in production. ISO 9000 defines quality control as "a part of quality management focused on fulfilling quality requirements". This approach places emphasis on three aspects (enshrined in standards such as ISO 9001):
Elements such as quack, job management, defined and well managed processes, performance and integrity criteria, and identification of records
Competence, such as knowledge, skills, experience, and qualifications
Soft elements, such as personnel, integrity, confidence, organizational culture, motivation, team spirit, and quality relationships. Inspection is a major component of quality control, where physical product is examined visually (or the end results of a service are analyzed). Product inspectors will be provided with lists and descriptions of unacceptable product defects such as cracks or surface blemishes for example. For contract work, particularly work awarded by government agencies, quality control issues are among the top reasons for not renewing a contract. The simplest form of quality control was a sketch of the desired item. If the sketch did not match the item, it was rejected, in a simple Go/no go procedure. However, manufacturers soon found it was difficult and costly to make parts be exactly like their depiction; hence around 1840 tolerance limits were introduced, wherein a design would function if its parts were measured to be within the limits. Quality was thus precisely defined using devices such as plug gauges and ring gauges. However, this did not address the problem of defective items; recycling or disposing of the waste adds to the cost of production, as does trying to reduce the defect rate. Various methods have been proposed to prioritize quality control issues and determine whether to leave them unaddressed or use quality assurance techniques to improve and stabilize production. |
| Total quality control (TQC) || 1956 || Popularized by Armand V. Feigenbaum in a Harvard Business Review article and book of the same name; stresses involvement of departments in addition to production (e. g., accounting, design, finance, human resources, marketing, purchasing, sales)
|
| Statistical process control (SPC) || 1960s || The use of control charts to monitor an individual industrial process and feed back performance to the operators responsible for that process; inspired by control systems
|
| Company wide quality control (CWQC) || 1968 || Japanese style total quality control. |
| Total quality management (TQM) || 1985 || Quality movement originating in the United States Department of Defense that uses (in part) the techniques of statistical quality control to drive continuous organizational improvement
|
| Six Sigma (6σ) || 1986 || Statistical quality control applied to business strategy; originated by Motorola
|
| Lean Six Sigma (L6σ)|| 2001 || Six Sigma applied with the principles of lean manufacturing and/or lean enterprise; originated by Wheat et al. |}
the record label
Processes that maintain quality at a constant level
Quality control (QC) is a process by which entities review the quality of all factors involved in production. ISO 9000 defines quality control as "a part of quality management focused on fulfilling quality requirements". This approach places emphasis on three aspects (enshrined in standards such as ISO 9001):
Elements such as quack, job management, defined and well managed processes, performance and integrity criteria, and identification of records
Competence, such as knowledge, skills, experience, and qualifications
Soft elements, such as personnel, integrity, confidence, organizational culture, motivation, team spirit, and quality relationships. Inspection is a major component of quality control, where physical product is examined visually (or the end results of a service are analyzed). Product inspectors will be provided with lists and descriptions of unacceptable product defects such as cracks or surface blemishes for example. For contract work, particularly work awarded by government agencies, quality control issues are among the top reasons for not renewing a contract. The simplest form of quality control was a sketch of the desired item. If the sketch did not match the item, it was rejected, in a simple Go/no go procedure. However, manufacturers soon found it was difficult and costly to make parts be exactly like their depiction; hence around 1840 tolerance limits were introduced, wherein a design would function if its parts were measured to be within the limits. Quality was thus precisely defined using devices such as plug gauges and ring gauges. However, this did not address the problem of defective items; recycling or disposing of the waste adds to the cost of production, as does trying to reduce the defect rate. Various methods have been proposed to prioritize quality control issues and determine whether to leave them unaddressed or use quality assurance techniques to improve and stabilize production. |
| Total quality control (TQC) || 1956 || Popularized by Armand V. Feigenbaum in a Harvard Business Review article and book of the same name; stresses involvement of departments in addition to production (e. g., accounting, design, finance, human resources, marketing, purchasing, sales)
|
| Statistical process control (SPC) || 1960s || The use of control charts to monitor an individual industrial process and feed back performance to the operators responsible for that process; inspired by control systems
|
| Company wide quality control (CWQC) || 1968 || Japanese style total quality control. |
| Total quality management (TQM) || 1985 || Quality movement originating in the United States Department of Defense that uses (in part) the techniques of statistical quality control to drive continuous organizational improvement
|
| Six Sigma (6σ) || 1986 || Statistical quality control applied to business strategy; originated by Motorola
|
| Lean Six Sigma (L6σ)|| 2001 || Six Sigma applied with the principles of lean manufacturing and/or lean enterprise; originated by Wheat et al. |}
Контроль качества (КК) – это процесс, посредством которого организации оценивают качество всех факторов, участвующих в производстве. ISO 9000 определяет контроль качества как «часть управления качеством, ориентированную на выполнение требований к качеству». Этот подход делает акцент на трех аспектах (закрепленных в стандартах, таких как ISO 9001):
the project management process
the record label
Processes that maintain quality at a constant level
Quality control (QC) is a process by which entities review the quality of all factors involved in production. ISO 9000 defines quality control as "a part of quality management focused on fulfilling quality requirements". This approach places emphasis on three aspects (enshrined in standards such as ISO 9001):
Elements such as quack, job management, defined and well managed processes, performance and integrity criteria, and identification of records
Competence, such as knowledge, skills, experience, and qualifications
Soft elements, such as personnel, integrity, confidence, organizational culture, motivation, team spirit, and quality relationships. Inspection is a major component of quality control, where physical product is examined visually (or the end results of a service are analyzed). Product inspectors will be provided with lists and descriptions of unacceptable product defects such as cracks or surface blemishes for example. For contract work, particularly work awarded by government agencies, quality control issues are among the top reasons for not renewing a contract. The simplest form of quality control was a sketch of the desired item. If the sketch did not match the item, it was rejected, in a simple Go/no go procedure. However, manufacturers soon found it was difficult and costly to make parts be exactly like their depiction; hence around 1840 tolerance limits were introduced, wherein a design would function if its parts were measured to be within the limits. Quality was thus precisely defined using devices such as plug gauges and ring gauges. However, this did not address the problem of defective items; recycling or disposing of the waste adds to the cost of production, as does trying to reduce the defect rate. Various methods have been proposed to prioritize quality control issues and determine whether to leave them unaddressed or use quality assurance techniques to improve and stabilize production. |
| Total quality control (TQC) || 1956 || Popularized by Armand V. Feigenbaum in a Harvard Business Review article and book of the same name; stresses involvement of departments in addition to production (e. g., accounting, design, finance, human resources, marketing, purchasing, sales)
|
| Statistical process control (SPC) || 1960s || The use of control charts to monitor an individual industrial process and feed back performance to the operators responsible for that process; inspired by control systems
|
| Company wide quality control (CWQC) || 1968 || Japanese style total quality control. |
| Total quality management (TQM) || 1985 || Quality movement originating in the United States Department of Defense that uses (in part) the techniques of statistical quality control to drive continuous organizational improvement
|
| Six Sigma (6σ) || 1986 || Statistical quality control applied to business strategy; originated by Motorola
|
| Lean Six Sigma (L6σ)|| 2001 || Six Sigma applied with the principles of lean manufacturing and/or lean enterprise; originated by Wheat et al. |}
the record label
Processes that maintain quality at a constant level
Quality control (QC) is a process by which entities review the quality of all factors involved in production. ISO 9000 defines quality control as "a part of quality management focused on fulfilling quality requirements". This approach places emphasis on three aspects (enshrined in standards such as ISO 9001):
Elements such as quack, job management, defined and well managed processes, performance and integrity criteria, and identification of records
Competence, such as knowledge, skills, experience, and qualifications
Soft elements, such as personnel, integrity, confidence, organizational culture, motivation, team spirit, and quality relationships. Inspection is a major component of quality control, where physical product is examined visually (or the end results of a service are analyzed). Product inspectors will be provided with lists and descriptions of unacceptable product defects such as cracks or surface blemishes for example. For contract work, particularly work awarded by government agencies, quality control issues are among the top reasons for not renewing a contract. The simplest form of quality control was a sketch of the desired item. If the sketch did not match the item, it was rejected, in a simple Go/no go procedure. However, manufacturers soon found it was difficult and costly to make parts be exactly like their depiction; hence around 1840 tolerance limits were introduced, wherein a design would function if its parts were measured to be within the limits. Quality was thus precisely defined using devices such as plug gauges and ring gauges. However, this did not address the problem of defective items; recycling or disposing of the waste adds to the cost of production, as does trying to reduce the defect rate. Various methods have been proposed to prioritize quality control issues and determine whether to leave them unaddressed or use quality assurance techniques to improve and stabilize production. |
| Total quality control (TQC) || 1956 || Popularized by Armand V. Feigenbaum in a Harvard Business Review article and book of the same name; stresses involvement of departments in addition to production (e. g., accounting, design, finance, human resources, marketing, purchasing, sales)
|
| Statistical process control (SPC) || 1960s || The use of control charts to monitor an individual industrial process and feed back performance to the operators responsible for that process; inspired by control systems
|
| Company wide quality control (CWQC) || 1968 || Japanese style total quality control. |
| Total quality management (TQM) || 1985 || Quality movement originating in the United States Department of Defense that uses (in part) the techniques of statistical quality control to drive continuous organizational improvement
|
| Six Sigma (6σ) || 1986 || Statistical quality control applied to business strategy; originated by Motorola
|
| Lean Six Sigma (L6σ)|| 2001 || Six Sigma applied with the principles of lean manufacturing and/or lean enterprise; originated by Wheat et al. |}
Элементы, такие как недобросовестность, управление задачами, четко определенные и управляемые процессы, критерии производительности и надежности, а также идентификация записей.
Компетенция, включающая знания, навыки, опыт и квалификацию.
«Мягкие» элементы, такие как персонал, добросовестность, уверенность, организационная культура, мотивация, командный дух и качественные взаимоотношения.
Инспекция является важным компонентом контроля качества, при котором физический продукт подвергается визуальному осмотру (или анализируются конечные результаты услуги). Инспекторам продукции предоставляются списки и описания неприемлемых дефектов продукции, например, трещин или поверхностных дефектов. В случае контрактных работ, особенно выполняемых по заказу государственных учреждений, вопросы контроля качества являются одними из основных причин непродления контракта. Самой простой формой контроля качества был эскиз желаемого изделия. Если эскиз не соответствовал изделию, оно отклонялось в рамках простой процедуры «годен/не годен». Однако производители вскоре обнаружили, что изготовление деталей в точном соответствии с чертежом является сложным и дорогостоящим. Поэтому примерно в 1840 году были введены допуски, при которых конструкция функционировала бы, если ее детали соответствовали бы заданным пределам. Таким образом, качество было точно определено с использованием таких приборов, как пробки и кольцевые калибры. Однако это не решало проблему дефектных изделий; переработка или утилизация отходов увеличивает стоимость производства, как и попытки снизить процент дефектов. Были предложены различные методы приоритизации вопросов контроля качества и определения того, следует ли их игнорировать или использовать методы обеспечения качества для улучшения и стабилизации производства.
the project management process
the record label
Processes that maintain quality at a constant level
Quality control (QC) is a process by which entities review the quality of all factors involved in production. ISO 9000 defines quality control as "a part of quality management focused on fulfilling quality requirements". This approach places emphasis on three aspects (enshrined in standards such as ISO 9001):
Elements such as quack, job management, defined and well managed processes, performance and integrity criteria, and identification of records
Competence, such as knowledge, skills, experience, and qualifications
Soft elements, such as personnel, integrity, confidence, organizational culture, motivation, team spirit, and quality relationships. Inspection is a major component of quality control, where physical product is examined visually (or the end results of a service are analyzed). Product inspectors will be provided with lists and descriptions of unacceptable product defects such as cracks or surface blemishes for example. For contract work, particularly work awarded by government agencies, quality control issues are among the top reasons for not renewing a contract. The simplest form of quality control was a sketch of the desired item. If the sketch did not match the item, it was rejected, in a simple Go/no go procedure. However, manufacturers soon found it was difficult and costly to make parts be exactly like their depiction; hence around 1840 tolerance limits were introduced, wherein a design would function if its parts were measured to be within the limits. Quality was thus precisely defined using devices such as plug gauges and ring gauges. However, this did not address the problem of defective items; recycling or disposing of the waste adds to the cost of production, as does trying to reduce the defect rate. Various methods have been proposed to prioritize quality control issues and determine whether to leave them unaddressed or use quality assurance techniques to improve and stabilize production. |
| Total quality control (TQC) || 1956 || Popularized by Armand V. Feigenbaum in a Harvard Business Review article and book of the same name; stresses involvement of departments in addition to production (e. g., accounting, design, finance, human resources, marketing, purchasing, sales)
|
| Statistical process control (SPC) || 1960s || The use of control charts to monitor an individual industrial process and feed back performance to the operators responsible for that process; inspired by control systems
|
| Company wide quality control (CWQC) || 1968 || Japanese style total quality control. |
| Total quality management (TQM) || 1985 || Quality movement originating in the United States Department of Defense that uses (in part) the techniques of statistical quality control to drive continuous organizational improvement
|
| Six Sigma (6σ) || 1986 || Statistical quality control applied to business strategy; originated by Motorola
|
| Lean Six Sigma (L6σ)|| 2001 || Six Sigma applied with the principles of lean manufacturing and/or lean enterprise; originated by Wheat et al. |}
the record label
Processes that maintain quality at a constant level
Quality control (QC) is a process by which entities review the quality of all factors involved in production. ISO 9000 defines quality control as "a part of quality management focused on fulfilling quality requirements". This approach places emphasis on three aspects (enshrined in standards such as ISO 9001):
Elements such as quack, job management, defined and well managed processes, performance and integrity criteria, and identification of records
Competence, such as knowledge, skills, experience, and qualifications
Soft elements, such as personnel, integrity, confidence, organizational culture, motivation, team spirit, and quality relationships. Inspection is a major component of quality control, where physical product is examined visually (or the end results of a service are analyzed). Product inspectors will be provided with lists and descriptions of unacceptable product defects such as cracks or surface blemishes for example. For contract work, particularly work awarded by government agencies, quality control issues are among the top reasons for not renewing a contract. The simplest form of quality control was a sketch of the desired item. If the sketch did not match the item, it was rejected, in a simple Go/no go procedure. However, manufacturers soon found it was difficult and costly to make parts be exactly like their depiction; hence around 1840 tolerance limits were introduced, wherein a design would function if its parts were measured to be within the limits. Quality was thus precisely defined using devices such as plug gauges and ring gauges. However, this did not address the problem of defective items; recycling or disposing of the waste adds to the cost of production, as does trying to reduce the defect rate. Various methods have been proposed to prioritize quality control issues and determine whether to leave them unaddressed or use quality assurance techniques to improve and stabilize production. |
| Total quality control (TQC) || 1956 || Popularized by Armand V. Feigenbaum in a Harvard Business Review article and book of the same name; stresses involvement of departments in addition to production (e. g., accounting, design, finance, human resources, marketing, purchasing, sales)
|
| Statistical process control (SPC) || 1960s || The use of control charts to monitor an individual industrial process and feed back performance to the operators responsible for that process; inspired by control systems
|
| Company wide quality control (CWQC) || 1968 || Japanese style total quality control. |
| Total quality management (TQM) || 1985 || Quality movement originating in the United States Department of Defense that uses (in part) the techniques of statistical quality control to drive continuous organizational improvement
|
| Six Sigma (6σ) || 1986 || Statistical quality control applied to business strategy; originated by Motorola
|
| Lean Six Sigma (L6σ)|| 2001 || Six Sigma applied with the principles of lean manufacturing and/or lean enterprise; originated by Wheat et al. |}
| Общий контроль качества (TQC) | 1956 | Популяризирован Армандом В. Фейгенбаумом в статье и книге Harvard Business Review; подчеркивает вовлечение подразделений помимо производства (например, бухгалтерии, проектирования, финансов, управления персоналом, маркетинга, закупок, продаж). |
|---|---|---|
| Статистический контроль процессов (SPC) | 1960-е | Использование контрольных карт для мониторинга отдельного промышленного процесса и обратной связи с операторами, ответственными за этот процесс; вдохновлен системами управления. |
| Контроль качества на уровне компании (CWQC) | 1968 | Японский стиль общего контроля качества. |
| Управление всеобщим качеством (TQM) | 1985 | Движение за качество, возникшее в Министерстве обороны США, которое использует (частично) методы статистического контроля качества для обеспечения непрерывного улучшения организации. |
| Six Sigma (6σ) | 1986 | Статистический контроль качества, применяемый к бизнес-стратегии; разработан Motorola. |
| Lean Six Sigma (L6σ) | 2001 | Six Sigma, применяемый с принципами бережливого производства и/или бережливого предприятия; разработан Wheat et al. |
the project management process
the record label
Processes that maintain quality at a constant level
Quality control (QC) is a process by which entities review the quality of all factors involved in production. ISO 9000 defines quality control as "a part of quality management focused on fulfilling quality requirements". This approach places emphasis on three aspects (enshrined in standards such as ISO 9001):
Elements such as quack, job management, defined and well managed processes, performance and integrity criteria, and identification of records
Competence, such as knowledge, skills, experience, and qualifications
Soft elements, such as personnel, integrity, confidence, organizational culture, motivation, team spirit, and quality relationships. Inspection is a major component of quality control, where physical product is examined visually (or the end results of a service are analyzed). Product inspectors will be provided with lists and descriptions of unacceptable product defects such as cracks or surface blemishes for example. For contract work, particularly work awarded by government agencies, quality control issues are among the top reasons for not renewing a contract. The simplest form of quality control was a sketch of the desired item. If the sketch did not match the item, it was rejected, in a simple Go/no go procedure. However, manufacturers soon found it was difficult and costly to make parts be exactly like their depiction; hence around 1840 tolerance limits were introduced, wherein a design would function if its parts were measured to be within the limits. Quality was thus precisely defined using devices such as plug gauges and ring gauges. However, this did not address the problem of defective items; recycling or disposing of the waste adds to the cost of production, as does trying to reduce the defect rate. Various methods have been proposed to prioritize quality control issues and determine whether to leave them unaddressed or use quality assurance techniques to improve and stabilize production. |
| Total quality control (TQC) || 1956 || Popularized by Armand V. Feigenbaum in a Harvard Business Review article and book of the same name; stresses involvement of departments in addition to production (e. g., accounting, design, finance, human resources, marketing, purchasing, sales)
|
| Statistical process control (SPC) || 1960s || The use of control charts to monitor an individual industrial process and feed back performance to the operators responsible for that process; inspired by control systems
|
| Company wide quality control (CWQC) || 1968 || Japanese style total quality control. |
| Total quality management (TQM) || 1985 || Quality movement originating in the United States Department of Defense that uses (in part) the techniques of statistical quality control to drive continuous organizational improvement
|
| Six Sigma (6σ) || 1986 || Statistical quality control applied to business strategy; originated by Motorola
|
| Lean Six Sigma (L6σ)|| 2001 || Six Sigma applied with the principles of lean manufacturing and/or lean enterprise; originated by Wheat et al. |}
the record label
Processes that maintain quality at a constant level
Quality control (QC) is a process by which entities review the quality of all factors involved in production. ISO 9000 defines quality control as "a part of quality management focused on fulfilling quality requirements". This approach places emphasis on three aspects (enshrined in standards such as ISO 9001):
Elements such as quack, job management, defined and well managed processes, performance and integrity criteria, and identification of records
Competence, such as knowledge, skills, experience, and qualifications
Soft elements, such as personnel, integrity, confidence, organizational culture, motivation, team spirit, and quality relationships. Inspection is a major component of quality control, where physical product is examined visually (or the end results of a service are analyzed). Product inspectors will be provided with lists and descriptions of unacceptable product defects such as cracks or surface blemishes for example. For contract work, particularly work awarded by government agencies, quality control issues are among the top reasons for not renewing a contract. The simplest form of quality control was a sketch of the desired item. If the sketch did not match the item, it was rejected, in a simple Go/no go procedure. However, manufacturers soon found it was difficult and costly to make parts be exactly like their depiction; hence around 1840 tolerance limits were introduced, wherein a design would function if its parts were measured to be within the limits. Quality was thus precisely defined using devices such as plug gauges and ring gauges. However, this did not address the problem of defective items; recycling or disposing of the waste adds to the cost of production, as does trying to reduce the defect rate. Various methods have been proposed to prioritize quality control issues and determine whether to leave them unaddressed or use quality assurance techniques to improve and stabilize production. |
| Total quality control (TQC) || 1956 || Popularized by Armand V. Feigenbaum in a Harvard Business Review article and book of the same name; stresses involvement of departments in addition to production (e. g., accounting, design, finance, human resources, marketing, purchasing, sales)
|
| Statistical process control (SPC) || 1960s || The use of control charts to monitor an individual industrial process and feed back performance to the operators responsible for that process; inspired by control systems
|
| Company wide quality control (CWQC) || 1968 || Japanese style total quality control. |
| Total quality management (TQM) || 1985 || Quality movement originating in the United States Department of Defense that uses (in part) the techniques of statistical quality control to drive continuous organizational improvement
|
| Six Sigma (6σ) || 1986 || Statistical quality control applied to business strategy; originated by Motorola
|
| Lean Six Sigma (L6σ)|| 2001 || Six Sigma applied with the principles of lean manufacturing and/or lean enterprise; originated by Wheat et al. |}
В управлении проектами
В управлении проектами контроль качества предполагает проверку выполненной работы руководителем проекта и/или командой проекта для обеспечения соответствия объему работ проекта. На практике в проектах обычно создается отдельная команда контроля качества, которая специализируется на этой области.
In project management, quality control requires the project manager and/or the project team to inspect the accomplished work to ensure its alignment with the project scope. In practice, projects typically have a dedicated quality control team which focuses on this area.