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Quality Management : Introduction to Total Quality Management for Production, Processing, and Services,9780130933874
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Quality Management : Introduction to Total Quality Management for Production, Processing, and Services

by ;
Edition:
4th
ISBN13:

9780130933874

ISBN10:
0130933872
Format:
Hardcover
Pub. Date:
1/1/2003
Publisher(s):
Prentice Hall
List Price: $117.60
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Summary

This direct, straightforward book provides readers with material that focuses on making the theories and principles of total quality practical and useful. It covers all of the elements of total quality, including several that receive little or no attention in other total quality books. Practitioners in a corporate setting will find it a valuable guide in helping them understand and implement total quality. Topics which are covered include Quality and Global Competitiveness, Strategic Management: Planning and Execution, Quality Management and Ethics, and Communication and Interpersonal Relations. For settings in which people want to learn to be effective agents of the total quality approach, or are attempting to implement total quality.

Table of Contents

PART ONE Philosophy and Concepts 1(520)
The Total Quality Approach to Quality Management
3(38)
What Is Quality?
3(3)
The Total Quality Approach Defined
6(4)
Two Views of Quality
10(1)
Key Elements of Total Quality
11(6)
Total Quality Pioneers
17(8)
Why Total Quality Efforts Succeed
25(2)
Six Sigma Concept
27(2)
How Is Six Sigma Achieved?
29(3)
The Future of Quality Management
32(1)
Summary
33(1)
Key Terms and Concepts
34(1)
Factual Review Questions
35(1)
Critical Thinking Activity
35(1)
Discussion Assignments
35(5)
Endnotes
40(1)
Quality and Global Competitiveness
41(55)
The Relationship Between Quality and Competitiveness
42(1)
Costs of Poor Quality
42(3)
Competitiveness and the U.S. Economy
45(2)
Factors Inhibiting Competitiveness
47(8)
Comparisons of International Competitors
55(8)
Technology and Competitiveness
63(9)
Human Resources and Competitiveness
72(3)
Characteristics of World-Class Organizations
75(2)
E-Commerce, Information, Quality, and Competitiveness
77(2)
Management by Accounting: Antithesis of Total Quality
79(1)
Key Global Trends
80(2)
U. S. Companies: Global Strengths and Weaknesses
82(3)
Summary
85(1)
Key Terms and Concepts
86(1)
Factual Review Questions
86(1)
Critical Thinking Activity
87(1)
Discussion Assignments
88(6)
Endnotes
94(2)
Strategic Management: Planning and Execution
96(33)
What Is Strategic Management?
97(1)
Components of Strategic Management
97(1)
Strategic Planning Overview
98(1)
Creative Thinking in Strategic Planning
98(2)
Conducting the SWOT Analysis
100(2)
Developing the Vision
102(3)
Developing the Mission
105(1)
Developing the Guiding Principles
106(2)
Developing Broad Strategic Objectives
108(4)
Developing Specific Tactics (Action Plan)
112(4)
Executing the Strategic Plan
116(3)
Strategic Planning in Action; A ``Real-World Case''
119(5)
Revolutionary Thinking in Strategic Planning
124(2)
Summary
126(1)
Key Terms and Concepts
127(1)
Factual Review Questions
127(1)
Critical Thinking Activity
128(1)
Endnotes
128(1)
Quality Management and Ethics
129(31)
Ethics Defined
130(3)
Trust and Total Quality
133(2)
Values and Total Quality
135(1)
Integrity and Total Quality
136(1)
Responsibility and Total Quality
137(1)
Manager's Role in Ethics
138(3)
Organization's Role in Ethics
141(2)
Handling Ethical Dilemmas
143(1)
Ethics Training and Codes of Business Conduct
143(2)
Models for Making Ethical Decisions
145(2)
Beliefs Versus Behavior: Why the Disparity?
147(3)
Ethical Dilemmas: Cases
150(3)
Summary
153(1)
Key Terms and Concepts
154(1)
Factual Review Questions
155(1)
Critical Thinking Activity
155(1)
Discussion Assignments
156(3)
Endnotes
159(1)
Partnering and Strategic Alliances
160(28)
Partnering/Strategic Alliances
160(7)
Innovative Alliances and Partnerships
167(1)
Internal Partnering
167(3)
Partnering with Suppliers
170(4)
Partnering with Customers
174(1)
Partnering With Potential Competitors
174(7)
Global Partnering
181(1)
Education and Business Partnerships
181(1)
Summary
182(1)
Key Terms and Concepts
183(1)
Factual Review Questions
183(1)
Critical Thinking Activity
183(1)
Discussion Assignments
184(3)
Endnotes
187(1)
Quality Culture
188(26)
Understanding What a Quality Culture Is
188(3)
Quality Culture Versus Traditional Culture
191(2)
Activating Cultural Change
193(1)
Changing Leaders to Activate Change
194(1)
Laying the Groundwork for A Quality Culture
195(1)
Learning What A Quality Culture Looks Like
195(3)
Countering Resistance to Cultural Change
198(5)
Establishing A Quality Culture
203(5)
Maintaining A Quality Culture
208(1)
Summary
209(1)
Key Terms and Concepts
210(1)
Factual Review Questions
210(1)
Critical Thinking Activity
211(1)
Discussion Assignments
211(2)
Endnotes
213(1)
Customer Satisfaction and Retention
214(27)
Understanding Who Is a Customer
215(1)
Understanding Customer-Defined Quality
216(1)
Identifying External Customer Needs
217(4)
Identifying Internal Customer Needs
221(1)
Communicating With Customers
222(2)
Instituting Quality Function Deployment
224(1)
Customer Satisfaction Process
224(1)
Customer-Defined Value
225(2)
Customer Value Analysis
227(1)
Customer Retention
228(3)
Establishing A Customer Focus
231(2)
Recognizing the Customer-Driven Organization
233(1)
Value Perception and Customer Loyalty
234(1)
Guaspari on Customer Satisfaction
234(1)
Summary
235(1)
Key Terms and Concepts
236(1)
Factual Review Questions
236(1)
Critical Thinking Activity
236(1)
Discussion Assignments
237(2)
Endnotes
239(2)
Employee Empowerment
241(45)
Employee Empowerment Defined
241(3)
Rationale for Empowerment
244(2)
Inhibitors of Empowerment
246(6)
Management's Role in Empowerment
252(1)
Implementing Empowerment
253(8)
Management's Role in Suggestion Systems
261(1)
Improving Suggestion Systems
262(5)
Evaluating Suggestions
267(5)
Handling Poor Suggestions
272(1)
Achieving Full Participation
272(3)
How to Recognize Empowered Employees
275(1)
Avoiding Empowerment Traps
276(1)
Beyond Empowerment to Enlistment
277(2)
Summary
279(1)
Key Terms and Concepts
280(1)
Factual Review Questions
280(1)
Critical Thinking Activity
281(1)
Discussion Assignments
281(3)
Endnotes
284(2)
Leadership and Change
286(45)
Leadership Defined
287(5)
Leadership for Quality
292(3)
Leadership Skills: Inherited Or Learned?
295(1)
Leadership, Motivation, and Inspiration
295(2)
Leadership Styles
297(2)
Leadership Style in A Total Quality Setting
299(1)
Building and Maintaining A Following
300(4)
Leadership Versus Management
304(1)
Leadership and Ethics
305(1)
Leadership and Change
306(2)
Employees and Managers on Change
308(1)
Restructuring and Change
308(2)
How to Lead Chance
310(6)
Lessons From Distinguished Leaders
316(7)
Servant Leadership and Stewardship
323(2)
Summary
325(1)
Key Terms and Concepts
326(1)
Factual Review Questions
326(1)
Critical Thinking Activity
327(1)
Discussion Assignments
328(1)
Endnotes
329(2)
Team Building and Teamwork
331
Overview of Team Building and Teamwork
331(7)
Building Teams and Making Them Work
338(5)
Four-Step Approach to Team Building
343(5)
Character Traits and Teamwork
348(2)
Terms are Not Used-They are Coached
350(3)
Handling Conflict in Teams
353(3)
Structural Inhibitors of Teamwork
356(1)
Rewarding Team and Individual Performance
357(3)
Recognizing Teamwork and Team Players
360(1)
Summary
360(1)
Key Terms and Concepts
361(1)
Factual Review Questions
362(1)
Critical Thinking Activity
362(1)
Discussion Assignments
362(1)
Endnotes
363
Communication and Interpersonal Relations
34(369)
Defining Communication
365(2)
Understanding the Role of Communication in Total Quality
367(2)
Understanding Communication As A Process
369(1)
Recognizing Inhibitors of Communication
370(2)
Establishing A Conducive Communication Climate
372(1)
Communicating By Listening
373(8)
Understanding Nonverbal Communication Factors
381(2)
Communicating Verbally
383(3)
Communicating in Writing
386(4)
Communicating Corrective Feedback
390(1)
Improving Communication
391(2)
Developing Interpersonal Skills
393(4)
Personality and Communication
397(1)
Summary
398(1)
Key Terms and Concepts
399(1)
Factual Review Questions
400(1)
Critical Thinking Activity
401(1)
Discussion Assignments
401(1)
Endnotes
401(2)
Education and Training
403(58)
Overview of Education, Training, and Learning
403(8)
Rationale for Training
411(5)
Training Needs Assessment
416(4)
Providing Training
420(5)
Evaluating Training
425(1)
Managers as Trainers and Trainees
426(11)
Workforce Literacy
437(2)
Improving Learning
439(2)
Why Training Sometimes Fails
441(1)
Quality Training Curriculum
442(2)
Orientation Training
444(3)
Customer Training
447(1)
Ethics Training
448(2)
Summary
450(1)
Key Terms and Concepts
451(1)
Factual Review Questions
452(1)
Critical Thinking Activity
453(1)
Discussion Assignments
454(5)
Endnotes
459(2)
Overcoming Politics, Negativity, and Conflict in the Workplace
461(45)
Internal Politics Defined
462(2)
Power and Politics
464(1)
Organizational Structure and Internal Politics
465(4)
Internal Politics in Action
469(4)
Internal Politicians and Their Methods
473(7)
Impact of Internal Politics on Quality
480(3)
Controlling Internal Politics in Organizations
483(9)
Overcoming Negativity in Organizations
492(2)
Overcoming Territorial Behavior in Organizations
494(2)
Managing Conflict in Organizations
496(5)
Summary
501(1)
Key Terms and Concepts
502(1)
Factual Review Questions
503(1)
Critical Thinking Activity
503(1)
Discussion Assignments
504(1)
Endnotes
505(1)
ISO 9000 and Total Quality: the Relationship
506(15)
ISO 9000: What It Is
506(3)
The ISO 9000 Quality Management System: A Definition
509(2)
Comparative Scope of ISO 9000 and Total Quality Management
511(3)
The Origin of ISO 9000
514(1)
Aims of ISO 9000 and Total Quality Management
515(1)
Management Motivation for Registration to ISO 9000
515(1)
Compatibility of ISO 9000 and Total Quality Management
516(1)
Movement from ISO 9000 to TQM and Vice Versa
517(1)
ISO 9000 as an Entry into Total Quality Management
517(1)
Summary
518(1)
Key Terms and Concepts
519(1)
Factual Review Questions
519(1)
Critical Thinking Activity
519(1)
Discussion Assignment
519(1)
Endnotes
520(1)
PART TWO Tools and Techniques 521(317)
Overview of Total Quality Tools
522(52)
Total Quality Tools Defined
523(1)
The Pareto Chart
523(4)
Cause-and-Effect Diagrams
527(5)
Check Sheets
532(5)
Histograms
537(12)
Scatter Diagrams
549(3)
Run Charts and Control Charts
552(2)
Stratification
554(5)
Some Other Tools Introduced
559(5)
Management's Role in Tool Deployment
564(3)
Summary
567(1)
Key Terms and Concepts
568(1)
Factual Review Questions
568(1)
Critical Thinking Activities
569(3)
Discussion Assignment
572(1)
Endnotes
573(1)
Problem Solving and Decision Making
574(33)
Problem Solving for Total Quality
575(1)
Solving and Preventing Problems
576(11)
Problem-Solving and Decision-Making Tools
587(1)
Decision Making for Total Quality
587(2)
The Decision-Making Process
589(2)
Objective Versus Subjective Decision Making
591(1)
Scientific Decision Making and Problem Solving
592(3)
Employee Involvement in Decision Making
595(1)
Role of Information in Decision Making
596(2)
Using Management Information Systems (MIS)
598(1)
Creativity in Decision Making
599(2)
Summary
601(1)
Key Terms and Concepts
602(1)
Factual Review Questions
602(1)
Critical Thinking Activity
603(1)
Discussion Assignments
604(1)
Endnotes
605(2)
Quality Function Deployment (QFD)
607(22)
What Is QFD?
607(4)
Benefits of QFD
611(2)
Customer Information: Feedback and Input
613(4)
QFD Tools
617(4)
Implementing QFD
621(5)
Summary
626(1)
Key Terms and Concepts
627(1)
Factual Review Questions
627(1)
Critical Thinking Activity
628(1)
Discussion Assignment
628(1)
Endnotes
628(1)
Optimizing and Controlling Processes Through Statistical Process Control (SPC)
629(49)
Statistical Process Control Defined
630(1)
Rationale for SPC
631(7)
Control Chart Development
638(15)
Management's Role in SPC
653(2)
Role of the Total Quality Tools
655(1)
Authority over Processes and Production
656(1)
Implementation and Deployment of SPC
657(8)
Inhibitors of SPC
665(4)
Summary
669(1)
Key Terms and Concepts
669(1)
Factual Review Questions
670(1)
Critical Thinking Activity
670(1)
Discussion Assignments
671(6)
Endnotes
677(1)
Continual Improvement
678(33)
Rationale for Continual Improvement
678(1)
Management's Role in Continual Improvement
679(1)
Essential Improvement Activities
680(1)
Structure for Quality Improvement
681(1)
The Scientific Approach
682(3)
Identification of Improvement Needs
685(1)
Development of Improvement Plans
686(1)
Common Improvement Strategies
687(3)
Additional Improvement Strategies
690(4)
The Kaizen Approach
694(5)
Goldratt's Theory of Constraints
699(2)
The CEDAC Approach
701(5)
Summary
706(1)
Key Terms and Concepts
707(1)
Factual Review Questions
708(1)
Critical Thinking Activity
708(1)
Discussion Assignment
709(1)
Endnotes
709(2)
Benchmarking
711(27)
Benchmarking Defined
712(2)
Rationale for Benchmarking
714(2)
Benchmarking Approach and Process
716(6)
Benchmarking Versus Reengineering
722(2)
Role of Management in Benchmarking
724(2)
Prerequisites to Benchmarking
726(2)
Obstacles to Successful Benchmarking
728(2)
Benchmarking Resources
730(1)
Selection of Processes Functions to Benchmark
731(1)
Acting on the Benchmark Data
731(1)
Perpetual Benchmarking
732(1)
Summary
732(1)
Key Terms and Concepts
733(1)
Factual Review Questions
733(1)
Critical Thinking Activity
733(4)
Discussion Assignments
737(1)
Endnotes
737(1)
Just-In-Time Manufacturing (JIT)
738(53)
Just-in-Time Defined
738(3)
Rationale for JIT
741(3)
Development of JIT
744(6)
Relationship of JIT to Total Quality and World-Class Manufacturing
750(2)
Benefits of JIT
752(12)
Requirements of JIT
764(20)
Automation and JIT
784(1)
Summary
785(1)
Key Terms and Concepts
786(1)
Factual Review Questions
786(1)
Critical Thinking Activities
787(1)
Discussion Assignments
788(2)
Endnotes
790(1)
Implementing Total Quality Management
791(47)
Rationale for Change
793(3)
Requirements for Implementation
796(12)
Role of Top Management: Leadership
808(3)
Role of Middle Management
811(2)
Viewpoints of Those Involved
813(1)
Implementation Variation Among Organizations
814(4)
Implementation Approaches-To Be Avoided
818(2)
An Implementation Approach That Works
820(6)
Getting on with It
826(1)
What to Do in the Absence of Commitment from the Top
827(2)
Implementation Strategies: ISO 9000 and Baldrige
829(3)
Summary
832(1)
Key Terms and Concepts
833(1)
Factual Review Questions
833(1)
Critical Thinking Activity
834(2)
Discussion Assignment
836(1)
Endnotes
837(1)
Appendix Manufacturing Networks in the United States 838(5)
Index 843

Excerpts

BACKGROUND At one time in history, Great Britain was the world's leader in commerce and industry. Eventually, the United States emerged as a major friendly competitor. Then, following World War II, the United States took over as the undisputed world leader of commerce and industry. During these postwar years, while the United States was enjoying unparalleled prosperity, Japan and Germany were rebuilding from the ashes of the war. With a great deal of help from the United States, Japan was able to rebound and during the 1970s began to challenge the United States in such key manufacturing sectors as automobiles, computers, and consumer electronics. By 1980 Japan had emerged as a world-class competitor and a global leader in selected areas of commerce and industry. German industry had also reemerged by this time. As a result, the United States found itself losing market share in economic sectors it had dominated (and taken for granted) for decades. At first, industrialists in the United States turned their backs on the lesson their counterparts in Japan, Germany, and other leading industrialized countries had learned. This lesson was that the key to competing in the international marketplace was to simultaneously improve both quality and productivity on a continual basis. However, as more and more market share slipped away, the message started to sink in to the United States. This belated awareness gave rise to a quality movement that began to take hold. Its progress was slow at first. However, an approach to doing business known as the total quality approach to quality management has caught on and is now widely practiced. The total quality philosophy is an approach to doing business that focuses all of the resources of an organization on the continual and simultaneous improvement of both quality and productivity. The purpose of the total quality approach is to continually improve the organization's performance and, in turn, competitiveness. WHY WAS THIS BOOK WRITTEN, AND FOR WHOM This book was written in response to the need for a practical teaching resource that encompasses all of the various elements of the total quality approach and pulls them together in a coherent format that allows the reader to understand both the big picture and the specific details of total quality. It is intended for use in universities, colleges, community colleges, corporate environments, and any other settings in which people want to learn to be effective agents of the total quality approach or are attempting to implement total quality. Students enrolled in technology, engineering, or management programs will find this book both valuable and easy to use. Practitioners in corporate settings will find it a valuable guide in helping them understand and implement total quality. The direct, straightforward presentation of material focuses on making the theories and principles of total quality practical and useful in a real-world setting. Up-to-date research has been integrated throughout in a down-to-earth manner. ORGANIZATION OF THIS BOOK The text consists of 22 chapters. A standard format is used throughout the book. Each chapter begins with a list of its major topics and ends with a comprehensive summary. Following the summary, each chapter contains end material consisting of key terms and concepts, factual review questions, a critical thinking activity, discussion assignments, and endnotes. The endnotes provide readers with comprehensive lists of additional reading and research material that can be pursued at the discretion of the student and/or the instructor. The other end material is provided to encourage review, stimulate additional thought, promote discussion, and facilitate additional research. HOW THIS BOOK DIFFERS FROM OTHERS Most books on the market deal with one of the several elements of total quality, such as teamwork, just-in-time manufacturing, scientific measurement


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