Quality and reliability management has seen a couple of large changes over the last five decades. In the 1950s and 1960s the quality of a product depended on the quality of the components used; during the 1970s and 1980s research concentrated very much on quality and reliability as functions of product structure and architecture research. The late 1980s and 1990s have learned that, in addition to the aspects mentioned earlier, there is also a strong relation between (quality of) business processes and quality of products. The increasing emphases on ISO 9000 (do we say what we do; do we do what we say?) and total quality management (TQM) are clear examples of the latter. This paper will show that a high-level quality objective such as ISO or TQM can easily become a goal in itself and therefore can become disconnected from the actual, operational, business processes. This paper will explain the background of this phenomenon using paradigms from control theory and will propose a concept to fill the gap. This concept is called the maturity index on reliability (MIR). The paper will explain the MIR concept and will apply it to an actual, industrial, business process.
|Number of pages||9|
|Journal||Quality and Reliability Engineering International|
|Publication status||Published - 1999|