The “Total Quality Management” (TQM) revolution in the second half of the 20th century had a dramatic impact on the way in which companies defined and understood both product and service quality. There was a growing recognition that quality management was ultimately about process management along with creating a culture within the organization that acknowledged that quality was the concern of everyone who worked there. This recognition triggered a focus on process improvement and control, using tools like Failure Mode and Effect Analysis (FMEA), Fault Tree Analysis, Cause and Effect Analysis, Statistical Process Control and later the adoption of “Six Sigma” thinking with its emphasis on reducing the variability of process performance.
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