Total Quality Management, 2nd Edition
The enlarged and revised second edition of
| Otros Autores: | |
|---|---|
| Formato: | Libro electrónico |
| Idioma: | Inglés |
| Publicado: |
Pearson India
2011.
|
| Edición: | 2nd edition |
| Ver en Biblioteca Universitat Ramon Llull: | https://discovery.url.edu/permalink/34CSUC_URL/1im36ta/alma991009628031806719 |
Tabla de Contenidos:
- Cover
- About the Author
- Contents
- Foreword
- Preface
- Reviewers
- Chapter 1: Quality Concepts
- Introduction
- Definitions of Quality
- Customer-Driven Definitions of Quality
- Garvin's Approaches to Defining Quality
- 1. The Transcendent Approach
- 2. The Product-Based Approach
- 3. The User-Based Approach
- 4. The Manufacturing-Based Approach
- 5. The Value-Based Approach
- Quality Management
- Important Quality Terms
- Importance of Quality
- Quality and Profit
- Types of Quality
- 1. Quality of Design
- 2. Quality of Conformance
- 3. Quality of Performance
- Three Levels of Quality3
- The Five Paradigms of Quality
- The Customer-Craft Paradigm
- The Mass-Production Paradigm
- The Statistical Quality Control Paradigm
- The Total Quality Management Paradigm
- The Techno-Craft Paradigm
- Dimensions of Product Quality
- Dimensions of Service Quality4
- Old Quality Versus New Quality
- Cost of Quality (COQ)5
- Size of Four Categories of Quality Costs6
- Hidden Quality Costs
- Total Quality Costs
- Quality Costs in Service Organizations
- Identifying and Using Quality Cost Information
- Cost of Quality Assessment
- Quality Cost Indices
- Summary
- Key Terms
- Case Study
- Quality is King
- Company
- Business Segments
- The Cost of Success
- Quality Management
- For Discussion
- Exercises
- Short-answer Questions
- Match the Following
- Discussion Questions
- Projects
- End Notes
- Chapter 2: Quality Gurus
- Introduction
- Walter Shewart
- W. Edwards Deming
- The Deming Cycle: PDCA Cycle4
- PDCA Cycle-Description
- Applications of the PDCA Cycle
- The Ramp of Improvement
- The Deming Chain Reaction
- Deming's 14-Point Methodology
- Joseph Juran
- Juran's Quality Trilogy6
- Juran's Formula
- Armand Feigenbaum
- Key Elements of Feigenbaum's Philosophy of Quality Control9.
- Philip Crosby
- Crosby's 14 Steps11
- Kaoru Ishikawa
- Genichi Taguchi
- Design of Experiments
- Taguchi's Approach
- Advantage of Doe Using Taguchi's Approach
- A Review of Taguchi's Method
- Quality Characteristic
- Factors and Levels
- Interaction Between Factors
- Noise Factors and Outer Arrays
- Order of Running Experiments
- Orthogonal Arrays
- MSD and S/N Ratios
- Taguchi's Quality Loss Function
- Dr Shingo Shigeo
- Shingo's Key Teachings
- The Shingo Prize for Operational Excellence
- Masaaki Imai
- Summary
- Key Terms
- Case Study
- Deming's Red Bead Experiment at Technosystems
- Components of the Red Bead Experiment
- For Discussion
- Short-answer Questions
- Match the Following
- Discussion Questions
- Projects
- End Notes
- Chapter 3: The Philosophy of Total Quality Management
- Introduction
- Definitions of TQM
- The Total Quality System
- The Evolution of TQM-from Inspection to Total Quality Management2
- The Four Stages of TQM
- Seven Phases in the Development of TQM3
- Principles of Total Quality Management4
- The Key Elements of TQM5
- Core Concepts of TQM6
- Customer Satisfaction
- Internal Customer Satisfaction
- All Work is Process
- Measurement
- Synergy in Teamwork
- People Make Quality
- Continuous Improvement Cycle
- Prevention
- Total Quality Management Excellence Model (TQMEX)7
- The Japanese 5-S Practice (5 S)
- Business Process Management (BPM)
- Quality Control Circles (QCC)
- The Seven Quality Control Tools
- Quality Management Systems
- Total Productive Maintenance
- Traditional Organization Versus TQM Organization8
- Common Barriers to the Implementation and Development of a TQM Programme
- Prerequisites for TQM
- TQM Implementation9
- Benefits of TQM10
- Summary
- Key Terms
- Case Study
- Total Quality Management at Sundaram-Clayton Ltd
- The Company.
- SCL's Understanding of TQM
- TQM at Sundaram-Clayton
- Introduction Phase (1987-1990)
- Promotion Phase (1990-1994)
- Deployment Phase (1994-1998)
- For Discussion
- Short-answer Questions
- Match the Following
- Discussion Questions
- Projects
- End Notes
- Chapter 4: Leadership and Strategic Planning
- Introduction
- Defining Leadership
- Quality Leadership
- Leadership Functions2
- 1. Transactional Functions
- 2. Transformational Functions
- Visionary Leadership3
- Six Natural Levels of Leadership Competencies
- Basic Leadership Competency Levels
- Advanced Leadership Competency Levels
- Corporate Social Responsibility5
- CRS-A Historical Perspective6
- Concept of CSR7
- Defining CSR
- Components of Corporate Social Responsibility10
- Issues of Social Responsibility for Various Stakeholder Groups11
- Benefits of CSR12
- Strategic Quality Management
- The Strategy Process
- Five Phases of SQM
- Hoshin Kanri: The Japanese SQM Model16
- Balanced Scorecard17
- The Learning and Growth Perspective
- The Business Process Perspective
- The Customer Perspective
- The Financial Perspective
- Benefits of Balanced Scorecard
- Quality Culture
- Five Stages of Quality Culture18
- Building Quality Culture19
- Change Management: Leading the Change to Quality Culture
- Forces of Change20
- Resistance to Change and Approaches to Deal with Resistance to Change21
- Key Strategic Principles Pertaining to the Dynamics for Strategic Change23
- Summary
- Key Terms
- Case Study
- Corporate Social Responsibility at Amway
- Company
- What Does Amway Do?
- UNICEF
- Amway and UNICEF
- Stakeholder Expectations
- Developing CSR Strategies
- Communicating the Strategy
- Fundraising
- Conclusion
- For Discussion
- Short-answer Questions
- Match the Following
- Discussion Questions
- Projects
- End Notes.
- Chapter 5: TQM Kitemarks
- Introduction
- Japan's Deming Prize
- Categories of the Deming Prize
- The Deming Application Prize-Checklist
- Malcolm Baldrige National Quality Award (MBNQA)
- Programme Impact
- Criteria for Performance Excellence
- IMC Ramakrishna Bajaj National Quality Award (IMC RBNQA)
- The European Quality Award
- The EFQM Excellence Model Criteria
- CII-EXIM Bank Award for Excellence
- Levels of Recognition
- Maturity Models
- International Quality Maturity Model
- Structure
- Manuals
- Self-Assessment
- Scoring
- Capability Maturity Model Integration (CMMI)
- Benefits of Process Improvement
- Benefits of CMMI
- Main Features of CMMI
- Maturity or Capability Levels
- Staged
- Continuous
- Process Area (PA)
- Goals and Practices
- Summary
- Key Terms
- Case Study
- The Deming Prize and Sona Koyo
- The Company
- Performance of the Deming Prize Winners
- Sona's Quality Journey
- For Discussion
- Short-answer Questions
- Match the Following
- Discussion Questions
- Projects
- End Notes
- Chapter 6: Statistical Concepts in Quality Management
- Introduction
- Variation
- Variation Due to Natural Causes
- Variation Due to Assignable Causes
- Statistical Process Control (SPC)3
- Quality Control Measurements4
- Probability Distributions5
- Laws of Probability
- Normal Distribution
- Measurement System Analysis (MSA)6
- Precision and Accuracy of the Method of Measurement
- Process Capability7
- Process Capability Study
- Process Capability Indices8
- Process Performance Capability Ratio
- Sampling11
- Acceptance Sampling12
- Sampling Plans14
- Quality Assurance15
- Quality Assurance System16
- Designing the Quality Assurance System
- Summary
- Key Terms
- Case Study
- Statistical Process Control at Motorola
- For Discussion
- Exercises
- Short-answer Questions.
- Match the Following
- Discussion Questions
- Projects
- End Notes
- Chapter 7: Six Sigma
- Introduction
- Key Six Sigma Concepts
- The Six Sigma Quality Level
- Six Sigma Versus Three Sigma
- Shifts and its Role
- Unshifted Processes
- Three Sigma Process with a 0.0 Shift in the Mean
- Six Sigma Process with a 0.0 Shift in the Mean
- Shifted Processes
- Three Sigma Process with a 1.5 Sigma Shift in the Mean
- Six Sigma Process with a 1.5 Sigma Shift in the Mean
- Defects Per Million Opportunities (DPMO)
- Six Sigma Strategy3
- Implementing Six Sigma4
- Define, Measure, Analyse, Improve and Control (DMAIC)
- Phase 1-Define
- Phase II-Measure
- Phase III-Analyse
- Phase IV-Improve
- Phase V-Control
- Define, Measure, Analyse, Design and Verify (DMADV)
- Six Sigma Training Programmes6
- Champions and Sponsors
- Master Black Belt
- Black Belt
- Green Belt
- Yellow Belt
- Implementation of Six Sigma7
- Step 1
- Step 2
- Step 3
- Step 4
- Step 5
- Summary
- Key Terms
- Case Study
- Six Sigma at Wipro Technologies
- Evolution of Six Sigma at Wipro
- Difficulties Encountered by Wipro and Learnings Building the Culture
- Project Selection
- Training
- Resources
- Project Reviews
- Implementation of Six Sigma at Wipro
- Six Sigma Consultancy at Wipro
- Reaping the Benefits
- Future Focus and Challenges
- For Discussion
- Short-answer Questions
- Multiple-Choice Questions
- Match the Following
- Discussion Questions
- Projects
- End Notes
- Chapter 8: Quality Improvement Tools
- Introduction
- The Pareto Chart
- Steps in Constructing a Pareto Chart
- Applications of the Pareto Chart
- Cause-and-effect Diagram
- Steps in Constructing a Cause-and-Effect Diagram
- Applications of the Cause-and-effect Diagram
- Check Sheet
- Steps to Create a Check Sheet
- Applications of a Check Sheet.
- Histogram.
