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QM0010

1 Explain Quality Social Approach and Quality Environmental Approach.

Explanation of Quality Social Approach 5 10

Explanation of Quality Environmental Approach 5

Ans:-

Quality social approachBusiness conditions are changing and

evolving so as the economic environment. In this competitive environment,organization requires new approaches to survive. Quality is becoming primepriority for most of the organizations and implementing a quality system requiresmanagement commitment to develop a quality assurance program. This

embraces a variety of activities designed to ensure reliability in the first place,specific quality control measures to monitor quality on a routine basis. The goalof quality system should be to avoid errorsrather than to detect them. The reduction of correction costs is recognized as a benefitwhich can be offset against the cost of the system.The quality economical approach is to provide quality product or service at competitiveprices while reducing wastage, decreasing cost, providing high customer satisfaction,gaining competitive advantage ,provide a vibrant economy that affects in terms oftaxation, government spending, general demand, interest rates, exchange rates , andoverall development and growth.

Following are some of the quality economical aspects:

Reduce Costost is an important concern for organization, in fierce competitive mar!et, organizationare struggling to provide quality at lesser cost to gain competitive edge. Quality helps anorganization to reduce wastage and come up with quality product or service atcompetitive price.

Now the question arises as how to reduce cost and get quality?

The quality costs are the cost of not oin! the ri!ht thin!s ri!ht first time or the costincurre "ecause failure is possi"le

#hilip $ros"y pu"lishe in his "oo% &Quality is free'( stresse upon the removal ofefects )hich is in "uilt cost in runnin! any "usiness* There are various costs associate(

)ith the quality ne!li!ence*

$ros"y su!!este that "y eliminatin! all the errors an reachin! +ero efects( it )ill not

only reuce the cost "ut also satisfy the customers*

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,y reucin! complexity an installin! failure-prevention measures( there )ill "e less

spenin! on failure etection an correction* After initial investment mae( in lon! term

customer requirement can "e meet "y spenin! less* o) cost can result from hi!hprouctivity an hi!h capacity utili+ation *.mprovement in quality leas to improvement

in prouctivity( )hich in turn lo)er the costs* o)er costs is also a result of innovation in

prouct esi!n an process technolo!y( as it reuces the cost of prouction *Many/apanese companies aopte prouct innovation an process technolo!ies (they refine

the esi!ns an manufacturin! processes to prouce hi!h quality proucts at lo) cost(

resultin! in hi!her competitive avanta!e than "efore*

As hi!h efective rates lea to hi!h cost an vice versa* r!ani+ation nee to control itsefectives( errors an ama!e rate to control its cost factor an improve its quality

su"stantially* i!h efectives increase not only the cost of prouction "ust as )ell as

customer perception* To survive an !ain competitive avanta!e or!ani+ations nee to)or% on its processin! structure an improve its quality

Reduce wastage

The )asta!e increases the cost an lea to hi!h pricin! an in the competitive scenario it

is ifficult for or!ani+ation to survive )ith hi!h cost proucts* Quality approach proviesthe elimination of )asta!e at every process* 2asta!es are ue to mista%es an )ron!

process( i%e #o%a yo%e 3 4mista%e proofin! 3a metho that concentrates on elimination

of mista%es to avoi )asta!e*

Gain Competitive advantage

Quality has "ecome a %ey issue for companies* $ompetitive avanta!e enotes a firm

a"ility to achieve mar%et superiority *To sustain in the competitive mar%et an

or!ani+ation nees to perform a"ove avera!e* r!ani+ations )hich are capa"le to satisfythe customers nee an provie value to them( can !ain competitive avanta!e over their

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competitors* .t requires a lot of resources an utili+ation of them to !ain maximum

avanta!e an satisfy customers nee "etter than others*

An or!ani+ation a"solute !oal shoul "e !ainin! competitive avanta!e throu!h customersatisfaction *A quality system esi!ne on people centric approach is via"le( an other

important thin! is the a"ility of an or!ani+ation to )in or retain customers( its ima!e orcrei"ility( an the staff morale*

These are various tools to gain competitive advantage:

6 Creativity and innovation

$reativity is essential for continuous improvement in an or!ani+ation* Accorin! to the

2e"ster7s ictionary creativity means(7 to prouce throu!h artistic or ima!inative effort8s

an innovation means oin! somethin! ne) or unusual 8to!ether they mean oin! or

proucin! 8somethin! ne) or unusual throu!h ima!inative efforts7 *creativity an

innovation help or!ani+ation to thin% out of "ox an "rin! out ne) solutions to variouspro"lems* 9o) a ay7s or!ani+ations are concentratin! on "rea%throu!h thin%in! an

encoura!in! "rin!in! out quality in every imension throu!h ne) ieas an innovations*$reativity is consiere as an important tool to !ain competitive avanta!e*

6 Poka Yoke (mistake proofing

This metho helps to avoi common human errors this is simple mista%e 3proofin!

process )hich focuses on t)o aspects such as preictin! an reco!ni+in! that a efect isa"out to occur( an then proviin! si!nals an )arnin! or "y etectin! an reco!ni+in!

the error after it has occurre an then stoppin! the process so that no further errors can

"e one( )ith the application of #o%a ;o%e metho mista%es can "e avoie an thishelps to reuce )asta!e an enhance quality*

!ust in Time:

Toyota Motor $o* in /apan has evelope this /ust in Time 4/.T or lean concept to

improve the quality an performance in prouction an manufacturin!*

The concept is "ased on three essential elements

6 ptimal stanari+ation )ith everythin! measure an uner control*

6 2or%flo) optimi+ation

6 #ull prouction

These are some of the other tools to !ain competitive avanta!e

6

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6 =ero efects pro!ram

6 ,enchmar%in!

6 ,usiness #rocess >e-en!ineerin!

6 Six si!ma

#ace Competition: ,usiness or!ani+ations o not )ant competition( thou!h facin!competition is inevita"le for most of them( as the mar%et is chan!in! all the time(

customers nee an )ant are chan!in!( ne) competitors an technolo!ies are enterin!

mar%et* The competition epens on mar%et in )hich the "usiness operates (.t can "efrom many small or lar!e rival "usiness or from the rapily chan!in! mar%et ( or from the

technolo!y )hich is "ein! evelope very quic%ly ( previously( it )as consiere that

hi!h quality -hi!h price *,ut no)( customers are accessi"le to hi!h quality at lo)

prices *?ue to hi!h competition( an or!ani+ation nees to reuce its internal costs of

4sortin!( inspection( an re)or% scrap for proviin! a quality prouct *,usiness coulsurvive an !ain competitive e!e "y proviin! quality( reucin! price an cuttin! cost *

Right Pricing:

#rice is important characteristic of prouct *#eople are attracte an price conscious*>euction of costs an )asta!e leas to ri!ht pricin!*

$ncrease %arket share: .n a competitive "usiness scenario !ainin! maximum mar%et

share is not easy *r!ani+ation performance epens upon their customer satisfaction* To

!ain competitive avanta!e an !ain mar%et shares( or!ani+ation nees to concentrate on

the quality*

&atisfy stakeholders' epectations:The quality approach emphasis on quality( !ainin!

competitive avanta!e( ma%in! profits an satisfyin! customer expectations*

Provide overall economic growth: Quality provie a vi"rant economy that affects interms of taxation( !overnment spenin!( !eneral eman( interest rates( exchan!e rates

an !lo"al economic factors*

Quality Environmental Approach:Industrial and economic development have led to

faster depletion of natural resources, forestry, water, coal, and petroleum etc have givenimpetus to growth and now with the fast depletion of resources the crisis is approaching."ollution, carbon and gaseous emission, are adding to crisis. #arge scale usage ofnatural resources is not only causing depletion but also leading to wide spread air, waterand noise pollution that is again leading to hazardous health problem and severeconsequences . $mission of hazardous gases are depleting the ozone layer in theatmosphere and disturbing ecological imbalance. The consequences have alarmed thesociety, organization and various other institutions. %ow organizations are aware of their

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environmental and social responsibility and are ta!ing various measures to safeguardenvironment.&ocial responsibility of business organization is to !eep chec! on issues pertaining toenvironment. To discharge the responsibility organizations need to accomplish'$nvironmental Quality policy(. Total quality management provides a model for businessexcellence by advocating on environment management as a !ey business process to

create eco) friendly environment and built premises of secure environment and betterwor!ing condition.Quality management concentrates on the activity that lead to environment pollutiondirectly or indirectly and causes harm to environment and health, hygiene of people in anaround the business. It chec!s the problem and consequences of the environmentalissues and concentrates on the following areas*. +eneration and discharge of pollutants to the environment, namely air, waste orexcessive noise. Industrial energy management-. anagement of industrial health, hygiene and safety/. anagement of ecology and forestry

Identify environment realted issuesArea need to focus to sove the issueMeausres the action to achieve the

Quality management to chec environmental issues

Identify environment realted issues Area need to focus to sove the

issue-Meausres the action to achieve the results

Following are the steps to chec the environmental issues: Identification of environmental issues

0rea need to focus to solve the issue easures the action to achieve the results

@ What is a Quality Manual? How does it help in documentation? Explain the

measurement of Quality.

Meanin! of a Quality Manual 10

Explanation on ho) it helps in ocumentation @

Measurement of quality 5

Ans:-

The $&) *+++family of stanars is relate to quality mana!ement systemsan esi!neto help or!ani+ations ensure that they meet the nees of customers an other sta%eholers

)hile meetin! statutory an re!ulatory requirements relate to the prouct* The stanars

are pu"lishe "y .S( the .nternational r!ani+ation for Stanari+ation( an availa"le

http://en.wikipedia.org/wiki/Quality_management_systemhttp://en.wikipedia.org/wiki/International_Organization_for_Standardizationhttp://en.wikipedia.org/wiki/Quality_management_systemhttp://en.wikipedia.org/wiki/International_Organization_for_Standardization

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throu!h 9ational stanars "oies* .S B000 eals )ith the funamentals of quality

mana!ement systems(incluin! the ei!ht mana!ement principles C@DCDon )hich the family

of stanars is "ase* .S B001 eals )ith the requirements that or!ani+ations )ishin! tomeet the stanar have to fulfill*

Thir party certification "oies provie inepenent confirmation that or!ani+ations meetthe requirements of .S B001* ver a million or!ani+ations )orl)ie are inepenently

certifie( ma%in! .S B001 one of the most )iely use mana!ement tools in the )orltoay* ?espite )iesprea use( ho)ever( the .S certification process has "een critici+e

as "ein! )asteful an not "ein! useful for all or!ani+ations

The !lo"al aoption of .S B001 may "e attri"uta"le to a num"er of factors* A num"er ofmaor purchasers require their suppliers to hol .S B001 certification* .n aition to

several sta%eholersF "enefits( a num"er of stuies have ientifie si!nificant financial

"enefits for or!ani+ations certifie to .S B001( )ith a @011 survey from the ,ritish

Assessment ,ureau sho)in! GGH of their certifie clients ha )on ne) "usiness*$or"ettet al.

sho)e that certifie or!ani+ations achieve superior return on assetscompare toother)ise similar or!ani+ations )ithout certification* eras et al.foun similarly superior

performance an emonstrate that this )as statistically si!nificant an not a function ofor!ani+ation si+e* 9aveha an Marcus claime that implementin! .S B001 le to

superior operational performance in the IS motor carrier inustry* Sharma ientifie

similar improvements in operatin! performance an lin%e this to superior financialperformance* $ho)-$hua et al. sho)e "etter overall financial performance )as

achieve for companies in ?enmar%* >aan an Tamimi 4@00 sho)e that .S B001

certification resulte in superior stoc% mar%et performance an su!!este that

shareholers )ere richly re)are for the investment in an .S B001 system*

2hile the connection "et)een superior financial performance an .S B001 may "e seenfrom the examples cite( there remains no proof of irect causation( thou!h lon!ituinal

stuies( such as those of $or"ett et al.4@005 may su!!est it* ther )riters( such as eras

et al.4@00@( have su!!este that )hile there is some evience of this( the improvement

is partly riven "y the fact that there is a tenency for "etter performin! companies to

see% .S B001 certification*

The mechanism for improvin! results has also "een the su"ect of much research* o etal. 4@00J ientifie operational improvements 4cycle time reuction( inventory

reuctions( etc* as follo)in! from certification* .nternal process improvements in

or!ani+ations lea to externally o"serva"le improvements* The "enefit of increase

international trae an omestic mar%et share( in aition to the internal "enefits such ascustomer satisfaction( interepartmental communications( )or% processes( an

customerKsupplier partnerships erive( far excees any an all initial investment*

http://en.wikipedia.org/wiki/Standards_organization#National_standards_bodieshttp://en.wikipedia.org/wiki/ISO_9000#cite_note-Tsim.2C_Yeung.2C_Leung_2002-2http://en.wikipedia.org/wiki/ISO_9000#cite_note-3http://en.wikipedia.org/wiki/Return_on_assetshttp://en.wikipedia.org/wiki/Longitudinal_studyhttp://en.wikipedia.org/wiki/Longitudinal_studyhttp://en.wikipedia.org/wiki/Standards_organization#National_standards_bodieshttp://en.wikipedia.org/wiki/ISO_9000#cite_note-Tsim.2C_Yeung.2C_Leung_2002-2http://en.wikipedia.org/wiki/ISO_9000#cite_note-3http://en.wikipedia.org/wiki/Return_on_assetshttp://en.wikipedia.org/wiki/Longitudinal_studyhttp://en.wikipedia.org/wiki/Longitudinal_study

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A a. How is the Human Relation heory different form the !lassical heory?

". #riefly explain Quality inspection$ Quality control and Quality Assurance.

?ifferences G 10

Explanation 4Quality inspection( Quality control an Quality L

Assurance 4@ each

Quality Control:Quality $ontrol activities inclue inspection an testin! of the proucts or

services after they are prouce an ust "efore their elivery to the customers* The inspection

an testin! activities are carrie out to chec% conformity of the prouct )ith specifications K

requirements* .f any of the proucts are not in conformance )ith the specifications( they are

quarantine K se!re!ate an the actions as specifie 4repair( re !rae( scrap are initiate*

Quality Assurance:Quality 0ssurance refers to planned and systematic production

processes that provide confidence in a product1s suitability for its intended purpose. It isa set of activities intended to ensure that products 2goods and3or services4 satisfycustomer requirements in a systematic, reliable fashion.Quality assurance covers all activities from design, development, production, installation,servicing and other associated activities. This introduces the rule ( 5ight first time(."60 2"lan) 6o) hec! 70ct4 approach is the most widely used concept in Quality

0ssurance.Quality Assurance is a"out improvin! an sta"ili+in! the prouction an associate processes to

eliminate or limit the efects from occurrin!( )hile the Quality $ontrol is a"out inspection an

testin! an preventin! the efects from !ettin! elivere to the customers* o)ever( QA oes not

necessarily eliminate the requirement for Quality control in terms of inspection an testin!*

Concept of Total Quality management

Total Quality managementis concerne )ith movin! the focus of control outsie the

iniviual to )ithin( the o"ective "ein! to ma%e everyone accounta"le for their o)nperformance( an to !et them committe to attainin! quality in a hi!hly motivate

fashion* The assumptions a irector or a mana!er must ma%e in orer to move in this

irection are simply that people o not nee to "e coerce to perform )ell( an thatpeople )ant to achieve( accomplish( influence activity an challen!e their a"ilities( .f

there is "elief in this( the TQM effort )ill "e successful*

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Pillars of Total Quality %anagement

Total Quality Mana!ement is user riven- it cannot "e impose from outsie the

or!ani+ation( as perhaps can a quality mana!ement stanar or statistical process control*This means that the ieas for improvement must come from those )ith %no)le!e an

experience of the processes( activities an tas%s this has massive implications fortrainin! an follo) up* TQM is not a cost cuttin! or prouctivity improvement evice in

the traitional sense an it must not "e use as such* Althou!h the effects of a successfulpro!ramme )ill certainly reuce costs an improve prouctivity( TQM is concerne

chiefly )ith chan!in! attitues an s%ills so that culture of the or!ani+ation "ecomes one

of preventin! failure- oin! the ri!ht thin!s( ri!ht first time( every time*

G Explain the concept of !ost of Quality. %ive a few examples of External and &nternal

'ailure costs.

Meanin! of $ost of Quality A

10$omponents A

Examples 4External .nternal Nailure costs G

4@ each

Ans:- The concept of cost of Quality 4$Q has emer!e in 1B50s* The concept ofQuality $osts is a means to quantify the total cost of Quality relate efforts an

eficiencies* This )as first escri"e "y Arman O* Nei!en"aum*

Penerally( the people have the perception that hi!her quality involves hi!her costs( either

for "uyin! "etter ra) materials or machines or "y hirin! expensive s%ills* Nurther more()hile cost accountin! ha evolve to cate!ori+e the financial transactions in to revenues(

expenses( overheas( it ha not attempte to cate!ori+e the costs relate to quality*

Mana!ement is )ell serve if the Quality relate costs are se!re!ate an reporte so thatthe ata can "e evaluate to unerstan the impact of investments on quality relate

activities an focus "etter on the quality improvement activities to reuce the overall

costs an enhance the profita"ility*

Quality Costs in &ervice organi,ations:

.n manufacturin!( Quality costs are primarily prouct 3 oriente( )here as in serviceinustry it is personnel 4la"our oriente* #ersonnel costs account for up to L0 to J5H of

the total costs*

The nature of Quality costs iffers from services an manufacturin! or!ani+ations* .n

services( the external failure costs li%e )arranty an fiel support are less relevant

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compare to manufacturin!* #rocess relate costs li%e customer service an complaints

hanlin! are critical in aition to lost customers*

$nternal failure costsmi!ht not "e as evient in services as in manufacturin!* Sincethere is a hi!h level of customer contact urin! service elivery( there may not "e any

opportunity to correct the errors "efore elivery* ,y the time error has "een etecte( thecosts relate to that ha alreay "ecome external failure costs* ence( the internal failurecosts in service or!ani+ations ten to "e much lo)er for service or!ani+ations compare

to manufacturin! or!ani+ations* The same is the case )ith the appraisal costs*

The service or!ani+ations must spen a lot of money in prevention activities 4prevention

costs such as employee trainin!( quality plannin!( )or% flo) plannin! an )or%automation in orer to "e successful in reucin! the external failure costs an also to

achieve customer satisfaction an retention* This is "ecause of hi!h level of personal

interactions )ith the customers*

2or% measurement an samplin! techniques are extensively use to !ather quality costinformation in service or!ani+ations* 2or% measurement inicates ho) much of time an

employee spens on various quality relate activities* The quality cost for a particular

activity can "e calculate "y multiplyin! the employee costs )ith the proportion of thetime spent for that activity* .n some cases( the cost of quality 4poor service can "e

calculate "ase on customer satisfaction ata an customer retention K loyalty ata* .n

this case( the cost of poor quality is the cost of lost opportunities for sales revenue*

.n some cases( cost of poor quality is efine )ith a focus on the cost of %ey activities orprocesses* .n this case the cost of poor quality is compute as the ifference "et)een the

actual cost an the stanar cost* The stanar cost is the cost incurre in an ieal

situation or "y follo)in! the "est practice* The "est practice can "e either from )ithin theor!ani+ation or from an out sie or!ani+ation* This approach aresses the cost ofinefficient processes*

.n !eneral( the accountin! of quality costs for services ifficult "ecause of the intan!i"le

nature of the output*

!" #rite a note on Quality function $eployment"

Quality Nunction ?eployment 4QN? is a >equirements En!ineerin! approach that

focuses on quality* .t )as ori!inate in /apan in the manufacturin! inustry* .t is a means

of proucin! technical requirements from the customer requirements in the prouctionan evelopment of a prouct* The main focus of attention in QN? is the ouse of

Quality 4Q in !roup sessions*

QN? is mae up of four ifferent phases that epen on each other( i*e* iterations:

#rouct #lannin!( #arts ?eployment( #rocess an $ontrol #lannin!( an #rouction

#lannin!*

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#igure -. Q#/ and software development life cycle 01etts' -*2*34 0Group 5' 5++53

All four phases follo) the same proceure they use !roup sessions to "uil the ouse of

Quatity* .n the first phase( the customer voice is use to prouce the measura"leo"ectives* Then in the secon phase( the measura"le o"ectives are use to prouce the

hi!h level esi!n* Then in the thir phase( the hi!h level esi!n is use to prouce themethos an tools* Then in the fourth phase the methos an tools are use to prouce

the proceures*

The !roup sessions nee a !oo facilitator to complete the QN? successfully* eKshe

shoul coorinate the plannin!( esi!n( process an prouction of a QN? stuy*

The 6ouse )f Quality

The Q is the %ernel of QN?* .t is a matrix that consists of su" matrices that are relate

to one another* Each section in Q is calle 8room7* .t is a structure an systematic

representation of a prouct or process evelopment*

.n the QN? class presentation CProup @( @00@D( the five sections of the ouse of Quality

)ere ientifie an escri"e in etail:

-. Customer re7uirements:As you can see from Ni!ure @( it is on the left sie of theQ* This section ocuments the voice of customer* .t represents the )hatFs of the

system* Affinity ia!rams an Tree ia!rams are use to structure the requirements*

5. Planning %atri:.t is on the ri!ht sie of the Q matrix* .t represents the $ustomer

$ompetitive Assessment* .t #rovies customers7 vie)s on existin! proucts* This matrix

uses questionnaires to elicit information*

8. Technical re7uirements:This section lists ho) the company )ill meet the customer

requirements* This is the 2S of the system* .t represents the en!ineerin!

characteristics or voice of the company* This information is collecte "y QN? esi!nteam an structure usin! Affinity ia!rams an Tree ia!rams* This information

inclues:

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Top-level solution-inepenent metrics

#rouctKservice requirements

#rouctKservice features or capa"ilities

9. Relationship %atri:.t occupies the mile portion of the Q i!ram )hich is the

lar!est portion* .t uses the prioriti+ation matrix* .t sho)s ho) )ell customer requirementsare aresse "y prouct features*

. Roof: This is the $orrelation matrix* .t sho)s ho) the 2s conflict )ith oneanother This section focuses on esi!n improvement* .t focuses on ne!ative relationships

in the esi!n*

;. Targets: This the final section of ouse of Quality matrix* .t summari+es the

conclusions of the plannin! matrix* .t inclues three parts:

Technical priorities 4relative importance of each technical requirement

$ompetitive "enchmar%s 4relative position of the existin! prouct

Tar!ets 4en!ineerin! tar!et values to "e met "y the ne) prouct esi!n

5 ?iscuss the importance of

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resource mana!ementepartments* Several consultin! companies also exist that provie

strate!y an avice re!arin!

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Ans:- Quality assurance 4Q= refers to aministrative an proceural activities

implemente in a quality systemso that requirements an !oals for a prouct( service or

activity )ill "e fulfille*C1D.t is the systematic measurement( comparison )ith a stanar(monitorin! of processes an an associate fee"ac% loop that confers error prevention* C@D

This can "e contraste )ith quality control()hich is focuse on process outputs*

T)o principles inclue in QA are: Nit for purpose( the prouct shoul "e suita"le for

the intene purpose an >i!ht first time( mista%es shoul "e eliminate* QA incluesmana!ement of the quality of ra) materials( assem"lies( proucts an components(

services relate to prouction( an mana!ement( prouction an inspection processes*Ccitation neededD

Suita"le quality is etermine "y prouct users( clients or customers( not "y society in

!eneral* .t is not relate to cost( an aectives or escriptors such as hi!h an poor

are not applica"le* Nor example( a lo) price prouct may "e vie)e as havin! hi!h

quality "ecause it is isposa"le( )here another may "e vie)e as havin! poor quality

"ecause it is not isposa"le

$nitial efforts to control the 7uality of production

?urin! the Mile A!es( !uils aopte responsi"ility for quality control of their

mem"ers( settin! an maintainin! certain stanars for !uil mem"ership

>oyal !overnments purchasin! material)ere intereste in quality control as customers*

Nor this reason( evolution( it )as possi"le for )or%ers to control the quality of their o)n proucts* The

.nustrial >evolution le to a system in )hich lar!e !roups of people performin! a

speciali+e type of )or% )ere !roupe to!ether uner the supervision of a foreman )ho

)as appointe to control the quality of )or% manufacture*

>artime production

At the time of the Nirst 2orl 2ar(manufacturin! processes typically "ecame more

complex )ith lar!er num"ers of )or%ers "ein! supervise* This perio sa) the

)iesprea introuction of mass prouctionanpiece )or%( )hich create pro"lems as)or%men coul no) earn more money "y the prouction of extraproucts( )hich in turn

occasionally le to poor quality )or%manship "ein! passe on to the assem"ly lines* Tocounter "a )or%manship( full-time inspectors )ere introuce to ientify( quarantine

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http://en.wikipedia.org/wiki/Quality_systemhttp://en.wikipedia.org/wiki/Quality_assurance#cite_note-1http://en.wikipedia.org/wiki/Quality_assurance#cite_note-1http://en.wikipedia.org/wiki/Quality_assurance#cite_note-2http://en.wikipedia.org/wiki/Quality_controlhttp://en.wikipedia.org/wiki/Quality_(business)http://en.wikipedia.org/wiki/Wikipedia:Citation_neededhttp://en.wikipedia.org/wiki/Wikipedia:Citation_neededhttp://en.wikipedia.org/wiki/Middle_Ageshttp://en.wikipedia.org/wiki/Guildhttp://en.wikipedia.org/wiki/Materialhttp://en.wikipedia.org/wiki/John_of_Englandhttp://en.wikipedia.org/wiki/Samuel_Pepyshttp://en.wikipedia.org/wiki/Admiraltyhttp://en.wikipedia.org/wiki/Division_of_laborhttp://en.wikipedia.org/wiki/Mechanizationhttp://en.wikipedia.org/wiki/Industrial_Revolutionhttp://en.wikipedia.org/wiki/Industrial_Revolutionhttp://en.wikipedia.org/wiki/World_War_Ihttp://en.wikipedia.org/wiki/Mass_productionhttp://en.wikipedia.org/wiki/Piece_workhttp://en.wikipedia.org/wiki/Product_(business)http://en.wikipedia.org/wiki/Assembly_linehttp://en.wikipedia.org/wiki/Inspectorhttp://en.wikipedia.org/wiki/Wikipedia:Citation_neededhttp://en.wikipedia.org/wiki/Superintendent_(construction)http://en.wikipedia.org/wiki/Quality_systemhttp://en.wikipedia.org/wiki/Quality_assurance#cite_note-1http://en.wikipedia.org/wiki/Quality_assurance#cite_note-2http://en.wikipedia.org/wiki/Quality_controlhttp://en.wikipedia.org/wiki/Quality_(business)http://en.wikipedia.org/wiki/Wikipedia:Citation_neededhttp://en.wikipedia.org/wiki/Middle_Ageshttp://en.wikipedia.org/wiki/Guildhttp://en.wikipedia.org/wiki/Materialhttp://en.wikipedia.org/wiki/John_of_Englandhttp://en.wikipedia.org/wiki/Samuel_Pepyshttp://en.wikipedia.org/wiki/Admiraltyhttp://en.wikipedia.org/wiki/Division_of_laborhttp://en.wikipedia.org/wiki/Mechanizationhttp://en.wikipedia.org/wiki/Industrial_Revolutionhttp://en.wikipedia.org/wiki/Industrial_Revolutionhttp://en.wikipedia.org/wiki/World_War_Ihttp://en.wikipedia.org/wiki/Mass_productionhttp://en.wikipedia.org/wiki/Piece_workhttp://en.wikipedia.org/wiki/Product_(business)http://en.wikipedia.org/wiki/Assembly_linehttp://en.wikipedia.org/wiki/Inspectorhttp://en.wikipedia.org/wiki/Wikipedia:Citation_neededhttp://en.wikipedia.org/wiki/Superintendent_(construction)

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