Total quality management (TQM) consists of organization-wide efforts to "install and make permanent
climate where employees continuously improve their ability to provide on demand products and services that customers will find of particular value." "Total" emphasizes that departments in addition to production (for example sales and marketing, accounting and finance, engineering and design) are obligated to improve their operations; "management" emphasizes that executives are obligated to actively manage quality through funding, training, staffing, and goal setting. While there is no widely agreed-upon approach, TQM efforts typically draw heavily on the previously developed tools and techniques of quality control. TQM enjoyed widespread attention during the late 1980s and early 1990s before being overshadowed by ISO 9000, Lean manufacturing, and Six Sigma.
In the late 1970s and early 1980s, the developed countries of North America and Western Europe suffered economically in the face of stiff competition from Japan's ability to produce high-quality goods at competitive cost. For the first time since the start of the Industrial Revolution, the United Kingdom became a net importer of finished goods. The United States undertook its own soul-searching, expressed most pointedly in the television broadcast of If Japan Can... Why Can't We?. Firms began reexamining the techniques of quality control invented over the past 50 years and how those techniques had been so successfully employed by the Japanese. It was in the midst of this economic turmoil that TQM took root.
The exact origin of the term "total quality management" is uncertain. It is almost certainly inspired by Armand V. Feigenbaum's multi-edition book Total Quality Control () and Kaoru Ishikawa's What Is Total Quality Control? The Japanese Way (). It may have been first coined in the United Kingdom by the Department of Trade and Industry during its 1983 "National Quality Campaign". Or it may have been first coined in the United States by the Naval Air Systems Command to describe its quality-improvement efforts in 1985.
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Control charts are graphical plots used in production control to determine whether quality and manufacturing processes are being controlled under stable conditions. (ISO 7870-1) The hourly status is arranged on the graph, and the occurrence of abnormalities is judged based on the presence of data that differs from the conventional trend or deviates from the control limit line. Control charts are classified into Shewhart individuals control chart (ISO 7870-2) and CUSUM(CUsUM)(or cumulative sum control chart)(ISO 7870-4).
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Metal-based Laser Powder Bed Fusion (LPBF) has made fabricating intricate components easier. Yet, assessing part quality is inefficient, relying on costly Computed Tomography (CT) scans or time-consuming destructive tests. Also, intermittent inspection of ...
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