Managing Quality
John Wiley & Sons Inc (Verlag)
978-1-119-13092-5 (ISBN)
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An essential quality management resource for students and practitioners alike—now in its sixth edition This popular and highly successful text on Quality Management has been fully revised and updated to reflect recent developments in the field. New to the Sixth Edition is timely coverage of agile development, emerging markets, product research, evidence based decision-making, and quality control. Some of the material has been re-ordered and changes to terminology have been made to bring the book completely up to date. Contributions from new co-author David Bamford offer insights from a veteran teacher and practitioner.
A popular resource for students, academics, and business practitioners alike
Combines the latest information on quality management system series standards with up-to-date tools, techniques and quality systems
Includes insights on quality, operations management, and strategic process improvement
Highly relevant for professionals, particularly those involved with reacting to rapid developments in the global market
The word "quality" has many definitions, dependent on context and situation. It is often over-used but always in-demand, and it can make or break a business. Quality management is becoming an increasingly vital factor in the success of a product or service, and it requires constant attention and a continuous drive to do better. Managing Quality is a comprehensive resource that helps you ensure – and sustain – high quality standards.
BARRIE G. DALE is Professor Emeritus of Quality Management at Alliance Manchester Business School and the author/co-author of numerous books. DAVID BAMFORD is a Professor of Operations Management and an experienced industrialist/academic with multiple publications to his name, including co-author of the Essential Guide to Operations Management. TON VAN DER WIELE is Associate Professor of Quality Management and Performance Improvement at RSM Erasmus University, Rotterdam.
List of Figures xi
List of Tables and Boxes xiii
Acknowledgements xv
Preface xvii
About the Authors xxi
Part One The Development and Introduction of Total Quality Management (TQM) 1
Chapter 1 TQM: An Overview and the Role of Management 3
B. G. Dale, M. Papalexi, D. Bamford and A. Van Der Wiele
Introduction 3
What is Quality? 4
Why is Quality Important? 11
The Evolution of Quality Management 15
The Key Elements of TQM 22
The Need for Senior Managers to Get Involved in TQM 25
What Senior Managers Need to Know about TQM 28
What Senior Managers Need to Do about TQM 29
Summary 33
References 33
Chapter 2 The Received Wisdom on TQM 37
B. G. Dale, M. Papalexi, D. Bamford and A. Van Der Wiele
Introduction 37
Crosby (1926–2001) 37
Deming (1900–1993) 39
Feigenbaum (1922–2014) 41
Juran (1904–2008) 43
Are the Approaches of these Gurus Different? 44
Imai (b. 1930) 45
Ishikawa (1915–1989) 45
Shingo (1909–1990) 46
Taguchi (1924–2012) 47
Japanese-Style Total Quality 48
Summary 49
References 50
Chapter 3 The Introduction and a Framework for TQM 53
B. G. Dale, M. Papalexi, D. Bamford and A. Van Der Wiele
Introduction 53
Change and Continuous Improvement 54
Forces for Change 55
How Do Companies Get Started? 57
Approaches to TQM 58
A Framework for the Introduction of TQM 60
Organizing 63
Systems and Techniques 66
Measurement and Feedback 67
Changing the Culture 69
Use of the Framework 72
Outcomes 74
Summary 74
References 75
Part Two The Business Context of TQM 77
Chapter 4 Policy Deployment 79
R. G. Lee, B. G. Dale, I. Reid and D. Bamford
Introduction 79
Definitions: Policy Deployment 81
What is Policy Deployment? 82
What Policy Deployment is Not 84
The Policy Deployment Process 85
A Check-Reflect-Improve-Scrutinize-Pass (CRISP)
Approach to Policy Deployment 92
Summary 97
References 99
Chapter 5 Quality Costing 101
B. G. Dale, I. Reid and D. Bamford
Introduction 101
Definition and Categorization of Quality Costs 101
Collecting Quality Costs 105
Some Cost Aspects in Business 108
Reporting Quality Costs 110
Uses of Quality Costs 112
Summary 116
References 117
Chapter 6 Managing Service Quality 119
B. R. Lewis, I. Reid and D. Bamford
Introduction 119
The Service Environment 120
Defining Service Quality 122
The Role of Personnel in Service Delivery 128
Service Delivery 130
Summary 135
References 136
Chapter 7 Supplier Development 141
B. G. Dale, B. Burnes, I. Reid and D. Bamford
Introduction 141
Long-Term Issues of Partnership 142
Barriers to Developing Partnerships 143
Conditions of Partnership 146
The Issues to be Considered in Partnership 147
The Process of Partnership 151
Potential Difficulties of Operating Partnerships 153
Summary 154
References 156
Part Three Quality Management Systems, Tools and Techniques 159
Chapter 8 Quality Management Systems and the ISO 9000 series 161
B. G. Dale, B. Dehe and D. Bamford
Introduction 161
What is Quality Assurance? 161
What is a Quality Management System? 162
The Development of Quality Management System Standards 163
The ISO 9000 Series of Standards: An Overview 166
Implementation Guidelines for ISO 9001 168
Quality Management System Assessment and Registration 171
ISO 9000 Series Registration: A Model for Small Companies 172
Benefits and Limitations of the ISO 9000 Series of Standards 175
Summary 179
References 180
Chapter 9 Quality Management Tools 181
B. G. Dale, B. Dehe and D. Bamford
Introduction 181
Selecting Tools and Techniques 182
Difficulties and Issues Relating to the Use of Tools and Techniques 186
Problem-Solving Methodology 187
Checklists 192
Flowcharts 192
Checksheets 193
Tally Charts and Histograms 195
Graphs 197
Pareto Analysis 198
Cause-and-Effect Diagrams 200
Scatter Diagrams and Regression Analysis 202
The Seven Management Tools 202
Summary 212
References 213
Chapter 10 Quality Management Techniques 215
B. G. Dale, B. Dehe and D. Bamford
Introduction 215
Quality Function Deployment 215
Design of Experiments 224
Failure Mode and Effects Analysis 226
Statistical Process Control 234
Benchmarking 243
Business Process Re-engineering and Value Stream Mapping 249
Six Sigma 257
References 265
Part Four TQM through Continuous Improvement 269
Chapter 11 Teams and Teamwork 271
B. G. Dale, J. Bamford, D. Bamford and A. Van Der Wiele
Introduction 271
The Role of Teams in Continuous Improvement 272
Types of Teams 272
Evaluation of Teams 278
Team Competition 279
Guidelines for Developing Effective Teams 279
Summary 281
References 282
Chapter 12 Self-Assessment, Models and Quality Awards 283
B. G. Dale, J. Bamford, D. Bamford and A. Van Der Wiele
Introduction 283
Quality, TQM, Strategic Process Improvement and Excellence 286
Award Models 287
The Self-Assessment Process 293
Success Factors for Self-Assessment 295
Difficulties with Self-Assessment 295
Summary 296
References 298
Chapter 13 Managing Quality: New Challenges 301
B. G. Dale, J. Bamford, D. Bamford and A. Van Der Wiele
Introduction 301
Developments 301
‘Old’ Quality Management 303
‘New’ Quality Management 304
TQM and Strategic Process Improvement in the BRIC Economies 308
Summary 309
References 310
Chapter 14 Managing Quality: The Future 311
B. G. Dale, J. Bamford, D. Bamford and A. Van Der Wiele
Introduction 311
The Importance of Quality 311
Quality Management: A Continuous Process 312
Measuring Progress towards Quality Management 313
Quality Management Issues which Need to be Considered in the Future 317
Summary 320
References 320
Index 321
| Erscheinungsdatum | 03.08.2016 |
|---|---|
| Verlagsort | New York |
| Sprache | englisch |
| Maße | 170 x 241 mm |
| Gewicht | 612 g |
| Themenwelt | Wirtschaft ► Betriebswirtschaft / Management ► Logistik / Produktion |
| Wirtschaft ► Betriebswirtschaft / Management ► Unternehmensführung / Management | |
| ISBN-10 | 1-119-13092-1 / 1119130921 |
| ISBN-13 | 978-1-119-13092-5 / 9781119130925 |
| Zustand | Neuware |
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