The ISO/TS 16949 Implementation Guide


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W. Edwards Deming, Joseph M. Juran, Philip Crosby, and Kaoru Ishikawa are probably the four most influential persons behind the quality movement. Each of these personalities has left an indelible mark on U.S. automotive quality requirements. In turn, many of the strategies used by U.S. automakers have influenced a significant number of other industries worldwide—from electronics to textiles, from steel to plastics to semiconductors, just to name a few. The U.S. automakers’ strategy of requiring their first-tier suppliers to meet quality requirements is unprecedented in the history of any industry. The purchasing strength of the automobile industry, although fast waning due to market share loss, is what allows this domination and influence. This approach was also fueled by Deming’s dictum to both work with and simultaneously reduce the supplier base to improve industry performance. Working with suppliers and the effects of suppliers is certainly even more important in this decade. At this juncture, when services are being outsourced to India and manufacturing is being outsourced to China, the departure from ISO/TS 16949 (unlike QS-9000) as a supply chain standard is indeed surprising (see chapter 5). When the predecessors of ISO/TS 16949 were initiated twenty-five years ago, quality was recognized as a major determinant of costs, and the industry understood the concepts of the “hidden factory” (Crosby) and the need to present quality costs to top management in terms of dollars (Juran and Crosby). Due to significant reductions in product PPMs, traditional methods for calculating cost of quality have diminished in significance. It’s now difficult for quality professionals or top management to explain why implementing these standards is relevant to their organization. Ironically, at this moment automotive organizations are working hard to reduce costs and improve design through a number of programs and initiatives. In this climate, ISO/TS 16949 has the potential to be great.
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