Armand V. Feigenbaum quote: “Several of the quality-control methods have been carried on in industry for many years. What are new in the modern appr…”

“Engineers, scientists, and statisticians have, until recently, been the groups chiefly interested in activity called quality control. These technologists have been primarily concerned with the technical methods which have become associated with the subject. They have applied these methods to a number of industrial quality problems.
Excellent results in improving quality and in reducing costs are now being reported from these applications. These reports have generated growing interest by industrial managers in the potentialities of quality control as a business method.
What, management is asking, is meant by the term "quality control"? Is there anything really new about it? What are the quality-control activities? What is the proper organization for quality control? How much does the program cost, and what benefits can result from it? Is quality control good only for mass production? May it be useful in a job shop as well? How do statistical methods fit into the quality-control pattern? What does quality control mean to the foreman, to the design engineer, to the salesman? How is quality control introduced to a company?”

Armand V. Feigenbaum (1922–2014) American businessman

Source: Quality Control: Principles, Practice, and Administration. 1951, p. vii; Preface: lead paragraph

“The materials presented in this book have been developed in industry for use in meeting a wide variety of practical industrial problems. They have been used in several factories both as the "plan of attack" for organizing new quality-control programs and as text material for in-service training courses.”

Armand V. Feigenbaum (1922–2014) American businessman

Source: Quality Control: Principles, Practice, and Administration. 1951, p. vii-viii

“The outstanding quality accomplishments of industry during the past decade are familiar history. Particularly during World War II, the accomplishments made by the precision equipment in our tanks and guns and planes were indelibly impressed upon the entire world. This results side of the quality picture makes impressive reading.
Not so pretty a picture is presented when the behind-the-scenes effort to assure these high-quality standards is examined. It may be summarized by noting that many industries are now in a position where, for every dollar spent in planned production, many additional cents are lost owing to the poor quality of their products while in process of manufacture.
These data show that, while we have generally found our quality failures in the factory instead of after shipment, our techniques for so doing are often excessively costly and wasteful. They can be tolerated by no industry striving to maintain and improve its competitive position.
This is a situation with which industry is vitally concerned. It is one calling for the new techniques that have come to be popularly classified under the label of quality control.”

Armand V. Feigenbaum (1922–2014) American businessman

Source: Quality Control: Principles, Practice, and Administration. 1951, p. 8; Chapter 1: What is quality control?

“Nowhere in the world of business at the present moment are conditions and methods changing more rapidly than in the work shop and factory itself. The application of new methods of processing, the invention of new tools, and the use of new combinations of cutting steels, are some of the things that in themselves are revolutionizing not only factory practice, but the character and skill of the labor employed; which results in a tendency toward a vast increase in output per capita. These things are in turn all forcing new methods and ways into industrial administration.”

Clinton Edgar Woods (1863) American engineer

Source: Organizing a factory (1905), p. 1; First paragraph of the first chapter

“Program designers have a tendency to think of the users as idiots who need to be controlled. They should rather think of their program as a servant, whose master, the user, should be able to control it. If designers and programmers think about the apparent mental qualities that their programs will have, they'll create programs that are easier and pleasanter — more humane — to deal with.”

John McCarthy (1927–2011) American computer scientist and cognitive scientist

" The Little Thoughts of Thinking Machines http://www-formal.stanford.edu/jmc/little.html", Psychology Today, December 1983, pp. 46–49. Reprinted in Formalizing Common Sense: Papers By John McCarthy, 1990, ISBN 0893915351
1980s

“The last chapter modeled technological progress as an increase in the number of types of products, N. In this chapter, we allow for improvements in the quality or productivity of each type. This approach has come to be known as the Schumpeterian approach to endogenous growth. We can think of increases in N as basic innovations that amount to dramatically new kinds of goods or methods of production. In contrast, increases in the quality of the existing products involve a continuing series of improvements and refinements of goods and techniques.”

Robert Barro (1944) American classical macroeconomist

Robert J. Barro, Xavier Sala-i-Martin, Economic growth 2nd ed. (2004), Ch. 7 : Technological Change: Schumpeterian Models of Quality Ladders

“The last chapter modeled technological progress as an increase in the number of types of products, N. In this chapter, we allow for improvements in the quality or productivity of each type. This approach has come to be known as the Schumpeterian approach to endogenous growth. We can think of increases in N as basic innovations that amount to dramatically new kinds of goods or methods of production. In contrast, increases in the quality of the existing products involve a continuing series of improvements and refinements of goods and techniques.”

Xavier Sala-i-Martin (1962) Catalan economist

Robert J. Barro, Xavier Sala-i-Martin, Economic growth 2nd ed. (2004), Ch. 7 : Technological Change: Schumpeterian Models of Quality Ladders

“Tomas Bata and Bata-System of management are not well known today even though their success and heritage value are undisputed and awe-inspiring in the New Economy. T. Bata died in 1932 in a plane crash. By the time of his death he had introduced fundamental changes in management philosophy and techniques. Many of Bata approaches have been ‘discovered’ during the last 20 years by the Western World as part of what has become known as the ‘Quality Revolution’. Quality management was practiced by the Bata enterprises since before the World War I, through 1920s, 1930s and 1940s, well before the ‘gurus of quality’ even started thinking about the subject. Japanese visitors came to Zlin to learn about the Bata system well before the World War II. In addition, Bata executives traveled to Japan in 1937 and predicted the industrial rise of Japan at that time.”

Myron Tribus (1921–2016) American academic

Myron Tribus (2000), cited in: Fisher, N. I., and V. N. Nair. "Quality management and quality practice: Perspectives on their history and their future." Applied Stochastic Models in Business and Industry 25.1 (2009): 1-28.

“The methods by which the "Empire of Business" maintains its control over journalism are four: First, ownership of the papers; second, ownership of the owners; third, advertising subsidies; and fourth, direct bribery. By these methods there exists in America a control of news and of current comment more absolute than any monopoly in any other industry.”

Upton Sinclair book The Brass Check

The Brass Check (1919)

“Progress in modifying our concept of control has been and will be comparatively slow. In the first place, it requires the application of certain modern physical concepts; and in the second place it requires the application of statistical methods which up to the present time have been for the most part left undisturbed in the journal in which they appeared.”

Walter A. Shewhart (1891–1967) American statistician

Source: Economic Control of Quality of Manufactured Product,1931, p. 4-5

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