The handbook for quality management : a complete guide to operational excellence
The definitive guide to organizational excellence--completely updated Fully revised for the latest American Society for Quality (ASQ) Certified Manager of Quality/Organizational Excellence (CMQ/QE) Body of Knowledge, The Handbook for Quality Management: A Complete Guide to Operational Excellence , S...
| Otros Autores: | , |
|---|---|
| Formato: | Libro electrónico |
| Idioma: | Inglés |
| Publicado: |
[Place of publication not identified]
McGraw Hill
2012
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| Edición: | 2nd ed |
| Colección: | McGraw-Hill's AccessEngineering
|
| Materias: | |
| Ver en Biblioteca Universitat Ramon Llull: | https://discovery.url.edu/permalink/34CSUC_URL/1im36ta/alma991009628244906719 |
Tabla de Contenidos:
- Cover
- About the Authors
- Title Page
- Copyright Page
- Contents
- Preface
- Part I: Business-Integrated Quality Systems
- Chapter 1: Organizational Structures
- General Theory of Organization Structure
- The Functional/Hierarchical Structure
- Matrix Organizations
- Cross-Functional Organization Structure
- Process- or Product-Based (Horizontal) Organization Structures
- Forms of Organization
- Chapter 2: The Quality Function
- Juran Trilogy
- Related Business Functions
- Safety
- Regulatory Issues
- Product Liability
- Environmental Issues Relating to the Quality Function
- Chapter 3: Approaches to Quality
- Deming's Approach
- Total Quality Control in Japan
- ISO 9000 Series
- Malcolm Baldrige National Quality Award
- Deming Prize
- European Quality Award
- Total Quality Management (TQM)
- Six Sigma
- Chapter 4: Customer-Focused Organizations
- Part II: Integrated Planning
- Chapter 5: Strategic Planning
- Organizational Vision
- Strategy Development
- Strategic Styles
- Possibilities-Based Strategic Decisions
- Strategic Development Using Constraint Theory
- The Systems Approach
- Systems Thinking
- System Optimization versus Process Improvement
- Systems as Chains
- Basic Constraint Management Principles and Concepts
- Definition of a Constraint
- Types of Constraints
- Four Underlying Assumptions
- Goal and Necessary Conditions
- The Five Focusing Steps
- Tools of Constraint Management
- The Logical Thinking Process
- "Drum-Buffer-Rope" Production Scheduling
- Critical Chain
- Constraint Management Measurements
- Dilemma: System or Process?
- New Financial Measures
- The Strategic Implications of T, I, and OE
- Summary and Conclusion
- Chapter 6: Understanding Customer Expectations and Needs
- Customer Classifications
- Customer Identification and Segmentation.
- Collecting Data on Customer Expectations and Needs
- Customer Service and Support
- Surveys
- Guidelines for Developing Questions
- Response Types
- Survey Development Case Study
- Establishment of the General Aim of the Activity Studied
- Interview Plan
- Collection of Data
- Classification of Data
- Interpretation of Data
- Survey Item Development
- Survey Administration and Pilot Study
- Focus Groups
- Chapter 7: Benchmarking
- Getting Started with Benchmarking
- Why Benchmarking Efforts Fail
- Chapter 8: Organizational Assessment
- Assessing Quality Culture
- Organizational Metrics
- Cost of Quality
- Part III: Process Control
- Chapter 9: Quantifying Process Variation
- Descriptive Statistics
- Enumerative and Analytic Studies
- Acceptance Sampling
- Statistical Control Charts
- Variable Control Charts
- Average and Range Control Charts
- Average and Standard Deviation Control Charts
- Control Charts for Individual Measurements (X Charts)
- Control Charts for Attributes Data
- Control Charts for Proportion Defective (p Charts)
- Control Charts for Count of Defectives (np Charts)
- Control Charts for Average Occurrences-Per-Unit (u Charts)
- Control Charts for Counts of Occurrences-Per-Unit (c Charts)
- Control Chart Selection
- Control Chart Interpretation
- Using Specifications for Process Control
- Process Capability Studies
- How to Perform a Process Capability Study
- Statistical Analysis of Process Capability Data
- Control Chart Method: Attributes Data
- Control Chart Method: Variables Data
- Process Capability Indexes
- Interpreting Capability Indexes
- Chapter 10: Quality Audits
- Types of Quality Audits
- Product Audits
- Process Audits
- Systems Audits
- Internal Audits
- Two-Party Audits
- Third-Party Audits
- Desk Audits
- Planning and Conducting the Audit.
- Auditor Qualifications
- Internal Quality Surveys as Preparation
- Steps in Conducting an Audit
- Audit Reporting Process
- Post-Audit Activities (Corrective Action, Verification)
- Product, Process, and Materials Control
- Work Instructions
- Classification of Characteristics
- Identification of Materials and Status
- Purchased Materials
- Customer-Supplied Materials
- Work-in-Process (WIP)
- Finished Goods
- Lot Traceability
- Materials Segregation Practices
- Configuration Control
- Deviations and Waivers
- Chapter 11: Supply Chain Management
- Scope of Vendor Quality Control
- Evaluating Vendor Quality Capability
- Vendor Quality Planning
- Post-Award Surveillance
- Vendor Rating Schemes
- Special Processes
- Partnership and Alliances
- Part IV: Continuous Improvement
- Chapter 12: Effective Change Management
- Roles
- Goals
- Mechanisms Used by Change Agents
- Building Buy-in
- External Roadblocks
- Individual Barriers to Change
- Ineffective Management Support Strategies
- Effective Management Support Strategies
- Project Deployment
- Selecting Projects
- Pareto Prioritization Index
- Prioritization Matrix Approach to Project Selection
- Project Selection Using Constraint Theory
- Comparison of TOC with Traditional Approaches
- Using Constraint Information to Focus Six Sigma Projects
- DMAIC/DMADV Methodology
- Chapter 13: Define Stage
- Project Definition
- Work Breakdown Structure
- Pareto Diagrams
- Project Charters
- Project Scheduling
- Constructing Network Charts
- Finding the Critical Path
- Control and Prevention of Schedule Slippage
- Resources
- Cost Considerations in Project Scheduling
- Other Performance Measurement Methodology
- Top-Level Process Definition
- Team Formation
- Team Dynamics Management, Including Conflict Resolution
- Stages in Group Development.
- Common Team Problems
- Productive Group Roles
- Counterproductive Group Roles
- Management's Role
- Chapter 14: Measure Stage
- Process Definition
- Metric Definition
- Establishing Process Baselines
- Measurement Systems Analysis
- Levels of Measurement
- Reliability and Validity
- Definitions
- Chapter 15: Analyze Stage
- Value Stream Analysis
- Analyze Sources of Process Variation
- Quality Function Deployment
- Data Collection and Review of Customer Expectations, Needs, Requirements, and Specifications
- Cause-and-Effect Diagrams
- Scatter Diagrams
- How to Construct a Scatter Diagram
- Example of a Scatter Diagram.
- Pointers for Using Scatter Diagrams
- Determine Process Drivers
- Correlation and Regression Analysis
- Least-Squares Fit
- Interpretation of Computer Output for Regression Analysis
- Analysis of Residuals
- Designed Experiments
- Chapter 16: Improve/Design Stage
- Define New Operating/Design Conditions
- Define and Mitigate Failure Modes
- Process Decision Program Chart
- Preventing Failures
- Inadvertent Errors
- Technique Errors
- Willful Errors (Sabotage)
- Failure Mode and Effects Analysis
- Chapter 17: Control/Verify Stage
- Performance Evaluation
- Recognition and Reward
- Principles of Effective Reward Systems
- Training
- Job Training
- Developing a Structured OJT Program
- Instructional Games, Simulations, and Role-Plays
- Part V: Management of Human Resources
- Chapter 18: Motivation Theories and Principles
- Maslow's Hierarchy of Needs
- Herzberg's Hygiene Theory
- Theories X, Y, and Z
- Chapter 19: Management Styles
- Judgmental Management Style
- Data-Based Management Style
- Combination Data-Based/Judgment Management Style
- Participatory Management Style
- Autocratic Management Style
- Management by Wandering Around
- Fourth Generation Management.
- The Fifth Discipline
- Chapter 20: Resource Requirements to Manage the Quality Function
- Performance Evaluation
- Traditional Performance Appraisals
- Criticisms of Traditional Employee Appraisals
- Alternatives to Traditional Appraisals
- Alternative #1: Fix What's Broken
- Alternative #2: Customer-Supplier Appraisals
- Alternative #3: Process Appraisals
- Alternative #4: Managing Personal Growth
- Alternative #5: The Boss-less Performance Review
- Professional Development
- Credentials
- Professional Certification
- Professional Development Courses
- Goals and Objectives
- Achieving the Goals
- Coaching
- Situations That Require Coaching to Improve Performance
- Forms of Coaching
- Appendix A: Control Chart Constants
- Appendix B: Control Chart Equations
- Appendix C: Area under the Standard Normal Curve
- Appendix D: Simulated Certification Exam Questions
- References
- Index.
