Thesis (M.B.A.)--Boston University / Quality control as a concept and working tool in
modern industry takes many shapes and forms. It is one of
the more recent management tools to be incorporated into the
complex manufacturing organizations in present day industry.
There are almost as many different working concepts and definitions
of quality control as there are industrial organizations.
When attempting to define quality control, its purposes
and objectives, we can find general agreement on its overall
scope. W. A. MacCrehan defines quality as "a planned, continuing
effort to maintain product quality in manufacturing". 1
A. V. Feigenbaum of General Electric Co., a noted authority
in the field of quality control, goes a step further and defines
it, "as an effective system for coordinating the quality
maintainance and quality improvement efforts of the various
groups in an organization so as to enable production at the
most economical levels which allow for full customer satisfaction". These text definitions are generally carried over and incorporated in working company philosophies. The General
Tire and Rubber Co. carries the following definition in its
corporate manual for quality control: "Quality control is
the act of assuring that outgoing product levels meet the
established quality levels and of coordinating the activities
of all departments in such a manner that established quality
levels are maintained at the lowest possible cost" .3 This
general concept of quality control, however, takes many varying manifestations when translated into specific working
tools for use in the day to day activities of each industrial
concern.
| Identifer | oai:union.ndltd.org:bu.edu/oai:open.bu.edu:2144/22479 |
| Date | January 1960 |
| Creators | Bart, Albert J. |
| Publisher | Boston University |
| Source Sets | Boston University |
| Language | en_US |
| Detected Language | English |
| Type | Thesis/Dissertation |
| Rights | Based on investigation of the BU Libraries' staff, this work is free of known copyright restrictions. |
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