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The Institute of Applied Quality Science offers an insight into real quality, the quality management which reduces costs and delivers profits and progress to success.

The Institute's approach to quality is inspired by a philosophical appreciation of the mechanics and the spiritual dimension of what is success. Real quality is real success. It is useful to look at what happened to John Turner and how he discovered the real route to success.

John runs an electronics company. They used to have horrendous problems and lost good customers by providing them with merchandise which contained some poor quality products.

In their own assembly systems John introduced rigorous quality assurance schemes, but still they had problems. Part of these were down to the fact that several of their own suppliers had quality problems, and simply they were making their problems, John's problems.

Having spent over a year with his team, trying to work with the suppliers, he was approaching his wits end. Deciding to get away for a few days, he packed some reading material in his case ... along with the fishing rod.

As sometimes happens, someone was looking down kindly on John. In one of his magazines John discovered an advertisement from a Japanese company offering some of the components which he desperately sought. These were the same components that his existing suppliers supplied, but with fail rates of 2% to 5%.

He started to laugh to himself as he read the ad and noticed that they offered perfect quality on time at low, low prices. It couldn't be done! Almost just to prove to these Japanese that they were wrong he phoned the office to have them place an order.

"Order a hundred thousand of those parts..." he said, "...and tell them we want a maximum of half of one percent fault acceptance!" After the call, John thought to himself that maybe he was being a bit hard. To ask for 100,000 parts with only 500 defective ones was a tall order in anyone's book.

The order duly arrived and on time. The production manager opened the box. He lifted out the delivery note and handed it to John.

Now if you've ever seen that look of astonishment ... like you get on a lottery winner's face...well... the production manager, took the delivery note from the stunned John Turner and proceeded to read it out aloud to the assembled team.

"Enclosed are the 100,000 parts which you ordered. The 500 defective parts which you ordered are in the separate envelope within."

This Japanese firm operated a system of Total Quality Management. The idea that they might produce something defective or sub-standard [other than on purpose because the customer ordered it] was utterly alien to them. Such a notion contained no meaning for them.

Total Quality Management is sometimes confused or conflated with Quality Assurance schemes. Quality Assurance schemes rely on checking and most of the accreditation schemes such as the various BS and ISO numbered schemes tend to be bureaucratic checking schemes.

Someone does the job, someone else inspects it and someone puts the job right and then someone checks that and so on. Checking on quality is expensive. Getting it right in the first place is inexpensive.

Really effective Quality Assurance is not necessarily the high road to success, either, even though it seems to be required accreditation in today's highly regulated world.

Do you remember the East German Trabant motor car? This wreck on wheels was the East German Socialist government's centre-piece. It went from 0 -45 in ten minutes, offered the pollution of a small factory and delivered a regular mechanical breakdown. Admittedly, you did not have to worry whether it would corner safely at speed;speed it did not do.This marvel of Socialism was built by hard working, Germans using the most rigorous Teutonic quality assurance imaginable. This quality assurance ensured that all purchasers received a guaranteed wreck-on-wheels!

The processes and philosophy which underly real quality management success are available to all members of the Institute of Applied Quality Science.

Members' designatory letters are M.Inst.A.Q.Sc.
Fellows' designatory letters are F.Inst.A.Q.Sc.

The annual subscription is £45.00 [whether you join one body or more than one]and is payable by bank standing order. Members who live outside the United Kingdom can enrol online and pay their subscription in their local currencyby visiting http://www.unifacultyonline.org.uk

Candidates living in the United Kingdom can obtain an application form by writing to Institutes, BCM Unifaculty,London,WC1N 3XX or email us at: college@unifaculty.com or, alternatively, you can enrol online as above.