Total quality management key concepts and case studies

Total Quality Management: Key Concepts and Case Studies provides the full range of management principles and practices that govern the quality function. The book covers the fundamentals and background needed, as well as industry case studies and comprehensive topic coverage, making it an invaluable...

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Detalles Bibliográficos
Otros Autores:	Kiran, D. R., author (author)
Formato:	Libro electrónico
Idioma:	Inglés
Publicado:	Oxford, England : Butterworth-Heinemann 2017.
Edición:	First edition
Materias:	Production management > Quality control.
Ver en Biblioteca Universitat Ramon Llull:	https://discovery.url.edu/permalink/34CSUC_URL/1im36ta/alma991009630119106719

Tabla de Contenidos:

Front Cover
Total Quality Management: Key Concepts and Case Studies
Copyright
Contents
About the Author
Foreword
Preface
Acknowledgments
About the Book
Chapter 1: Total Quality Management
1.1 What Is Quality?
1.2 Quality Definitions
1.3 Quotes on Quality
1.4 The Scale of Quality
1.5 The Paradigm of TQM
1.6 How can Effective TQM Change the Situation?
1.7 Quality of Design Versus Quality of Conformance
1.8 Changing Criteria of Quality
1.9 The Five Approaches to Quality
1.10 PDCA Cycle
1.11 When to Use the PDCA Cycle
1.12 Variations of PDCA Terminology
1.13 Deming's Fourteen Points to Improve Quality
1.14 Deming System of Profound Knowledge
1.15 Juran Quality Trilogy
1.16 Conclusion
Further Reading
Chapter 2: Evolution of Total Quality Management
2.1 Introduction
2.2 The Historical Development of TQM
2.2.1 Operative Quality Control
2.2.2 Foreman Quality Control
2.2.3 Inspection Quality Control
2.2.3.1 Patrol Inspection
2.2.3.2 Process Control
2.2.3.3 Source Inspection
2.2.3.4 Supplier Partnership
2.2.4 Statistical Quality Control
2.2.4.1 Sampling Inspection
2.2.5 Total Quality Control
2.3 Quality Management in the Japanese Scenario
2.4 Post-Deming/Juran Quality Scenario
2.5 Conclusion
Further Reading
Chapter 3: Quality Gurus
3.1 Wilfredo Pareto
3.2 Walter A. Shewhart
3.3 Edwards Deming
3.4 Joseph Juran
3.5 Armand Feigenbaum
3.6 Prasanta Chandra Mahalanobis
3.7 Shigeo Shingo
3.8 Taichi Ohno
3.9 Kaoru Ishikawa
3.10 Genichi Taguchi
3.11 Phillip B. Crosby
3.12 Yoshio Kondo
3.13 Shigeru Mizuno
3.14 Yoji Akao
3.15 Noriaki Kano
3.16 Masaaki Imai
3.17 Claus Möller
3.18 Blanton Godfrey
3.19 Clarence Irwing Lewis
3.20 David Garvin
3.21 Dorian Shainin.
3.22 Edward de Bono
3.23 Eliyahu M. Goldratt
3.24 Eugene L. Grant
3.25 Bill Conway
3.26 Yasutoshi Washio
Further Reading
Chapter 4: Leadership and TQM
4.1 What is Leadership?
4.2 Definitions for Leadership
4.3 Theories of Leadership
4.4 Leadership Categories
4.5 Leadership and Goal Setting
4.6 Characteristics of Quality Leaders
4.7 Warren Bennis Principles of Great Teams
4.8 The Seven Habits of Highly Effective Leaders
4.9 The Ten Commandments of cGMPs (Current Good Manufacturing Practices)
4.10 Fifty Insights for CEOs
4.11 Fifteen Thoughts of Chanakya
4.12 Wilkie's Leadership Qualities
4.13 Leadership Responsibilities
4.14 Moral Leadership
4.15 Contributors for Moral Leadership
4.16 Role of Top Management in Quality Management
4.17 Leadership and Knowledge of Psychology
4.18 Case Studies on Leadership Qualities
4.19 Some Quotations on Leadership
4.20 Conclusion
Further Reading
Chapter 5: Scientific Management
5.1 TQM and Scientific Management
5.2 The Industrial Revolution
5.3 Evolution of Management Thinking
5.4 Phases of Growth of Management Thinking
5.5 Early Pioneers in Management Thinking- Pre-19th Century
5.6 Concepts of Scientific Management
5.7 Specific Aims of Scientific Management
5.8 Advantages of Scientific Management
5.9 Misconceptions of Scientific Management
5.10 Resistance to Scientific Management
5.11 Conclusion
Further Reading
Chapter 6: System Approach to Management Theory
6.1 Development of System Approach
6.2 What is a System?
6.3 Definition of a System
6.4 Types of Systems
6.5 Components of a System
6.5.1 Input
6.5.2 Conversion Process
6.5.3 Output
6.6 Elements of Control in System Approach
6.7 Effect of Environment on the Systems
6.8 Open and Closed Systems.
6.9 Systems and Subsystems
6.10 Relationship Between the Systems and Subsystems
6.11 Combination of Subsystems
6.12 The Management Cube
6.13 Planning Pyramid
6.14 Summary of the Features of Management as a System
6.15 Decision Theory
6.16 Problem Analysis and Decision-Making
6.16.1 Problem Analysis
6.16.2 Decision-Making
6.17 Characteristics of Decision-Making
6.18 Situations Under Which Decisions are Taken
6.18.1 Decision-Making Under Certainty
6.18.2 Decision-Making Under Uncertainty
6.18.3 Decision-Making Under Risk
6.18.4 Decision-Making Under Conflicts
6.19 Classifications of Decisions
6.19.1 Organizational and Personal Decisions
6.19.2 Routine and Strategic Decisions
6.19.3 Policy and Operative Decisions
6.19.4 Programmed and Nonprogrammed Decisions
6.19.5 Individual and Group Decisions
6.20 Different Approaches to Decision-Making
6.20.1 Intuitive Decision-Making
6.20.2 Trial and Error Decision-Making
6.20.3 Follow-the-Leader Decision-Making
6.20.4 Scientific Decision-Making
6.20.5 Systematic Decision-Making
6.21 Bias in Decision-Making
6.22 Decision Tree
6.23 Systematic Decision-Making
6.24 Proper Management Decision and Proper Engineering Design
6.25 Conclusion
Further Reading
Chapter 7: Strategic Planning
7.1 Introduction
7.2 Business Plans
7.3 Strategic Planning
7.4 Methodologies for Strategic Planning
7.5 Situational Analysis
7.6 Hoshin Kanri
7.6.1 Nichijo Kanri
7.7 Definitions of Strategic Planning
7.8 Strategic Planning Elements
7.9 Besterfield's Seven Steps of Strategic Planning
7.10 Strategy Development and Strategy Deployment
7.11 Effectiveness of the Strategic Planning
7.12 The Four Perspectives for Translating Strategy into Operating Process
7.13 Quality Planning.
7.13.1 8 Ms of Resource Inputs
7.14 Contingency Theory
7.15 Organizing for Strategic Planning
7.16 Leavitt's Diamond
7.17 Mission and Vision Statements
7.18 Caution in the Application of Strategic Planning
7.19 Conclusion
Further Reading
Chapter 8: Cost of Quality
8.1 Introduction
8.2 Forces Leading to the Concept
8.3 The Categories of Quality Costs
8.4 Hidden Quality Costs
8.5 Cost of Lost Opportunities
8.6 Service Costs
8.7 Tangible and Intangible Costs
8.8 Visible Costs and Invisible Costs
8.9 Quality Cost Data
8.10 Case Studies on Research Done in the Area of Quality Costing
8.11 Suggested Model for Quality Costing
8.12 Sources for Collecting Quality Cost Data
8.13 Uses of Quality Cost Analysis
8.14 Pareto Principle
8.15 Quality Conformance Level
8.16 Top Management Role in Containing Quality Costs
8.17 Quality and Safety
8.18 Responsibility of Top Management for Product Safety
8.19 Case Study on Quality Cost
8.20 Conclusion
Further Reading
Chapter 9: Organization for TQM
9.1 Why Organization?
9.2 What Needs to Be Organized in the Quality Function?
9.3 Principles of Organization
9.4 Classes of Organizational Structures
9.5 Organization for the Quality Function
9.6 Centralized Organization
9.7 Decentralized Organization
9.8 Matrix Type of Organization
9.9 Factors to Be Considered in Deciding the Manpower Requirement
9.10 Size and Type of an Organization
9.11 Conclusion
Further Reading
Chapter 10: Customer Satisfaction
10.1 Sellers' Market Versus Buyers' Market
10.2 Customer is King
10.3 Position of the Customer in an Organization
10.4 Customer's Perception of Quality
10.5 Types of Customers
10.6 Internal Customers
10.7 Customer Satisfaction
10.8 Customer Delight.
10.9 Kano Model of Customer Satisfaction
10.10 American Customer Satisfaction Index
10.11 Customer Retention
10.11.1 Tips for Customer Retention
10.11.2 Profitability Associated With Customer Retention
10.12 Customer Loyalty
10.13 Factors for Establishing Loyal Customers
10.14 Customer Attrition
10.15 How Companies Lose Their Customers
10.16 Customer Surveys
10.17 Customer and Quality Service
10.18 The Key Elements of Service Quality
10.19 Customer Retention Versus Employee Morale
10.20 Action to be Taken to Handle Customer Complaints
10.21 Healthy Practices by Customer Focused Organizations
10.22 Customer Code of Ethics to be Followed
10.23 Recently Held International Quality Symposia
10.24 Conclusion
Further Reading
Chapter 11: Total Employee Involvement
11.1 What is Total Employee Involvement?
11.2 Motivation
11.2.1 Theory X and Theory Y
11.2.2 Theory Z
11.2.3 Maslow's Theory of the Hierarchy of Basic Needs
11.2.4 Herzberg's Two Factor Theory
11.2.5 Achieving a Motivated Workforce
11.3 Employee Involvement Strategies
11.4 Teamwork
11.4.1 The Three Elements of Teamwork
11.4.2 Categories of Teams Based on Natural Work Units
11.4.3 The Basic Functions of the Team
11.4.4 Characteristics of Successful Teams
11.4.5 Some Nicknames for the Nonconducive Team Members
11.5 Empowerment
11.5.1 Types of Supervisors as per Harvard Business School Study
11.6 Participative Management
11.6.1 Resistance to Change
11.6.2 Types of Changes That Usually Meet Resistance
11.6.3 Reasons for Resistance
11.6.4 Some Criticisms Encountered by Industrial Engineers From Higher-Ups
11.7 Effect of Worker Representation on Productivity
11.8 How to Successfully Implement a Change
11.9 Theodore Kinni's Eight Tips for Achieving Motivated Workforce.
11.10 Benefits of Employee Involvement.

Total quality management key concepts and case studies

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