How did the quality assurance milestones of 1911-2001 change industry practices in the United States?

How did the quality assurance milestones of 1911-2001 change industry practices in the United States?
There was a time when only one highly skilled craftsman would plan and execute a specific product. Traditional views of quality management would wait to inspect products after they were made. However, milestones have changed industry practices in the United States.
Many changes in quality assurance began with Frederick Taylor, also known as the “father of scientific management”, (Goetsch & Davis, 2013). Taylor basically eliminated the practice of just one skilled craftsman by separating planning and execution. This led to quality engineering in the 1920’s which meant that quality assurance relied on statistics and charts. Reliability engineering was introduced in the 1950’s and 1960’ and this concept tried to maintain quality throughout the design and production process versus inspecting a product after it was produced.
World War II also became a major milestone in the United States that affected quality. The U.S. was more focused on quantity and deadlines than quality. However, Japanese companies became very concerned with producing quality products and had gained a reputation as being leaders in producing quality products (Goetsch & Davis, 2013). Western companies realized at this time, that quality was a very important concept especially in a global market. During this time, around the 1940’s, W. Edwards Deming also demonstrated the importance of statistical quality control. Although Deming’s idea of the Fourteen Points and the Seven Deadly Diseases were not adopted by the United States at first, the United States finally did acknowledge Deming’s concepts around the 1980’s.
Joseph M. Juran also contributed to the milestones of quality assurance in the United States by introducing the Three Basic Steps to Progress, Ten Steps to Quality Improvement, The Pareto Principle, and the Juran Trilogy. His philosophy was to find ways to continue to improve quality. He also developed the 80/20 rule which suggests that 80 percent of the issues come from 20 percent of the problems (SUO, 2012).
Phillip B. Crosby was an advocate for zero-defects. Crosby had his own quality consulting firm until 2001 when he passed away. He also recognized for his Quality Vaccine and Crosby’s Fourteen Steps to Quality Improvement.
According to our notes, the milestones set by these visionary leaders of quality management have not only been instruments in the development of quality in the United States, but they have had a remarkable impact on the evolution of quality management internationally (SUO, 2012).

Which quality leader do you think had the greatest impact during this timeframe? Explain your answer in real-life examples.
Although all the leaders mentioned had an impact on quality assurance, I think that Joseph Juran had the greatest impact during this timeframe. Many companies still resort to Juran’s book, the Quality Control Handbook, as a reference for quality and performance improvement (www.juran.com). His theories evolved into the Lean and Six Sigma that is used by manufacturing companies like Xerox.
What, according to you, are the accomplishments of quality leader W. Edwards Deming and Joseph M. Juran? What are the differences in the methods and techniques suggested by them?
I believe that Deming’s biggest accomplishments were that he was not only concerned with the quality of products or services; he was also concerned with developing better ways for people to work together. His philosophy of continuous improvement included that of the individual as well as organizations. Deming felt that focus should be given to one person but to the group as a whole.
Juran’s accomplishment was the 80/20 principle which managers still rely on today. The theory is that 80 percent of outcomes are based on 20 percent of events.
The difference between Deming and Juran is that Deming believed that no one person was at fault for product defects. Whereas Juran, believed that organizations should eliminate the few sources that cause the majority of the problems (Goetsch & Davis, 2013).

References:
Goetsch, D.L. & Davis, S. (2013). Quality Management for Organizational Excellence: Introduction to Total Quality, (7th ed). [Vital Source Digital Bookshelf.} Retrieved from http:// myeclassonline.
South University Online (2012). BUS4101: Quality Management: Week 1: Total Quality. Retrieved from http://myeclassonline.