Company-wide Quality Control as the Operative for Taguchi Methods and Quality Function Deployment


Sullivan, Lawrence P.   (1988, ASQC)   American Supplier Institute, Dearborn, MI

Annual Quality Congress, Dallas TX    Vol. 42    No. 0
QICID: 3519    May 1988    pp. 795-804
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Member $5.00

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Article Abstract

This conference has identified some very important competitive issues facing U.S. industry. It is clear to us that U.S. companies must change to become more competitive in world markets. The only way we can gain market share is to develop new products in a shorter time frame than competition and launch these products at improved quality with lower costs. The question becomes how can we undertake such a huge task with fewer resources? Also how can we accelerate the rate of improvement to increase our competitive position in the years to come? Everyone here today has heard about Japanese strategies and many of us have experienced first hand the methods used by Japanese companies to improve quality and reduce cost.

Our point today is not to reiterate success stories from Japan, but to formulate new thinking for U.S. executives that is essential to change the way U.S. companies operate. We will make reference to Japanese Company-Wide Quality Control only as a foundation for thinking about how U.S. companies can change. Control only as a foundation for thinking about how U.S. companies change. Our main focus is on U.S. style Company-Wide Quality Control including the two most important aspects: Taguchi Methods and Quality Function Deployment. These powerful elements of CWQC are contributing to great changes in U.S. companies.


Automobile industry

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