Quality begins with the optimization of the process design. The emphasis is on making it the first time. Few companies have embarked on implementing Taguchi methods in order to reduce the inherent variability in their processes. A change in company attitude is needed in order to give the responsibility for quality to the worker, along with the authority to stop the process when something goes wrong. Companies like Toyota have accomplished TQC by extensive education of the workers, giving them the analysis tools they need (control charts with cause and effect diagrams) to find the problems. Workers are encouraged to correct their own errors, and 100%inspection (often done automatically) is the rule. Passing defective products on to the next process is not allowed. The goal is perfection. Quality circles, now popular in the United States, are just one of the methods used by Japanese industries to achieve perfection.

The designer of the product must have quality in mind during the design stage, seeking the least costly means to ensure the quality of the desired functional characteristics. Major factors that can be handled during the early stages of the product design cycle include temperature, humidity, power variations, and the deterioration of materials and tools. Compensation for these factors is difficult or even impossible to implement after the product is in production. The distinction between superior quality and poor quality products can be seen in their variability in the face of internal and external causes. This is where Teguchi parameter design methods are critical.

The secret to successful process control is putting the control of quality in the hands of the workers. Many companies in the United States are currently engaged in SQC (statistical quality control), but they are still inspecting to find defects. The number of defects will not be reduced if the inspection stage is merely made better or faster or is automated. The trick is to inspect to prevent defects. How can this be done? S. Shingo suggested these basic ideas: Use source inspection techniques that control quality at the stage where defects originate. Use 100% inspection with immediate feedback, rather than sampling. Make every worker an inspector. Minimize the time it takes to carry out corrective action. Remember that workers are human and not infallible, so devise methods and devices that prevent them from madding errors. Concentrate on making processes efficient, not on simply making theoperators and operations more proficient. Many industrial engineers in the United States can do operations improvement work, called operations research, but not process improvement work. We devise fancy, complex computerized solutions to solve complex manufacturing system problems. Why not simplify the manufacturing system so that the need for complex solutions disappears?