Quality control, or QC for short, is a process by which entities review the quality of all factors involved in production.

This approach places an emphasis on three aspects:[citation needed] 1. Elements such as controls, job management, defined and well managed processes,[1][2] performance and integrity criteria, and identification of records 2. Competence, such as knowledge, skills, experience, and qualifications 3. Soft elements, such as personnel integrity, confidence, organizational culture, motivation, team spirit, and quality relationships. Controls include product inspection, where every product is examined visually, and often using a stereo microscope for fine detail before the product is sold into the external market. Inspectors will be provided with lists and descriptions of unacceptable product defects such as cracks or surface blemishes for example. The quality of the outputs is at risk if any of these three aspects is deficient in any way. Quality control emphasizes testing of products to uncover defects and reporting to management who make the decision to allow or deny product release, whereas quality assurance attempts to improve and stabilize production (and associated processes) to avoid, or at least minimize, issues which led to the defect(s) in the first place.[citation needed] For contract work, particularly work awarded by government agencies, quality control issues are among the top reasons for not renewing a contract.[3]

Total quality control", also called total quality management, is an approach that extends beyond ordinary statistical quality control techniques and quality improvement methods. It implies a complete overview and re-evaluation of the specification of a product, rather than just considering a more limited set of changeable features within an existing product. If the original specification does not reflect the correct quality requirements, quality cannot be inspected or manufactured into the product. For instance, the design of a pressure vessel should include not only the material and dimensions, but also operating, environmental, safety, reliability and maintainability requirements, and documentation of findings about these requirements

Quality Management Framework or QMF is a tool to aid in the successful delivery of products and services across the enterprise. The QMF standardises processes, allowing for increased efficiencies (faster and less cost) in bringing new products to the market place. These processes strengthen supplier management techniques in addition to robust cost control, thereby improving our overall profit. And by implementing the QMF we ensure PCI and security compliance across a project lifecycle.

First coined by Shane Kelly, QA Manager William Hill (bookmaker), it was developed by utilising the benefits of TQM and pre-defined security policies, as defined by IEEE. The project lifecycle was defined and a framework designed that helped to implement the robust security policy. The different stages of the IS project-delivery system were defined and the necessary artefacts created for implementation. The simplest list of artefacts were defined that ensured the QMF could be delivered and the security policy adhered to. By adopting the QMF and utilising the artefacts designed for a robust security policy it is expected that improvements will be achieved. This report shall show the result of this investigation and the ease of its implementation and will highlight:- security improvements; ease of implementation; resolutions made on security policy; the capacity for constant improvement; the robustness of the solution to be scaled across IS projects; Based on the iTQM (integrated total quality management system) which shows that research into this field is about how to design a top-down orchestrated serviced oriented architecture to integrate TQM element cores into a whole system supported by advanced information technology, data mining, service policies, forced training and governance (WANG 2008).[1] Focusing heavily on quality and process improvements these systems rely on separate processes to realise a robust security policy. Implementing a robust security policy within the iTQM might prove too cumbersome and time-consuming, holding little academic value. But I[who?] believe that by creating a more simple solution such as the QMF we can incorporate the necessary security considerations but continue to allow improvements in quality and delivery. There is also a large amount of research in the area of security within IS Delivery and in improving security standards within those defined by IEEE that can help to en-sure that security is analyzed during the early stages of the software development lifecycle (MCCARTHY 2007).[2] By utilising the research within these areas I believe we can incorporate this into the sQMF for improved IS Project Delivery. For the purpose of this research we shall con-sider IS to incorporate hardware, software, people and data where the software component consists of: systems software, applications software and specific purpose software. (AVISON AND SHAH CITED BY LITTLE 2003)[3]

quality management
quality management history, gurus, TQM theories, process improvement, and organizational 'excellence'
The history of quality management, from mere 'inspection' to Total Quality Management, and its modern 'branded interpretations such as 'Six Sigma', has led to the development of essential processes, ideas, theories and tools that are central to organizational development, change

management, and the performance improvements that are generally desired for individuals, teams and organizations. These free resources, materials and tools are an excellent guide to the quality management area, for practical application in organizations, for study and learning, and for teaching and training others. These free pdf materials are provided by permission of the UK Department of Industry - now the Department for Business, Enterprise and Regulatory Reform - which is gratefully acknowledged. The materials listed and linked from this page are subject to Crown Copyright. Please note that since the replacement of the UK Department of Industry by the Department for Business, Enterprise and Regulatory Reform, the branding on the materials is now obsolete. Nevertheless, since the Quality Management technical and historical content is unaffected by the DTI branding the materials remain relevant for training, learning and reference. It is appropriate to note the passing a little while back now, of Joseph Juran, a seminal figure in the history of quality management, who died 28 February 2008, age 103. Juran did more than teach the Japanese about quality management. He was also arguably the first quality expert to emphasise that no quality management system works unless people are empowered and committed to take responsibility for quality - as an ongoing process - effectively for quality to become part of part of people's behaviour and attitudes - an ethos. The section below on Kaizen explains the connections between the true ethos of quality management, and the positive ethical management of people. Further total quality management information and quality management terminology explanations are on the Six Sigma page.