"You cannot escape the responsibility of tomorrow by evading it today. "
— Abraham Lincoln
“When most people think of quality, they think of the product. We try to think of the process, looking for ways to improve everything that goes into a product, from engineering to plant maintenance to billing. Our goal is customer satisfaction, which results from emphasizing quality rather than simply productivity.”
— Westinghouse Chairman Paul E. Lego
Westinghouse Productivity and Quality Center (WPQC) was initially established as a response to Japan 's increasingly competitive presence in the world market. Japan 's superior manufacturing cycle time and supply chain management techniques were rapidly putting U.S. businesses at a disadvantage.
WPQC opened its doors in 1980 with 85 people hand-picked from across Westinghouse's130,000 employees, with the goal of focusing on internal operations to improve processes and productivity throughout the corporation. In less than 10 years, WPQC established itself as the premier quality think tank in the world. Its Quality Fitness Review process, developed in 1980, was later adopted by the U.S. Government and expanded to become the renowned Malcolm Baldrige Award. In response to demand from other companies, WPQC began to offer seminars and consulting services to such major organizations as DuPont, Chevron and the U.S. Department of Energy.
The founders of Performance Associates International were with WPQC from its inception, and helped to develop such landmark methodologies as total quality management, activity based costing, cost-time management, organization profile and process improvement. They launched their consultancy in 1995.