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9780471108047

Total Quality Management A Cross Functional Perspective

by ; ; ; ; ; ;
  • ISBN13:

    9780471108047

  • ISBN10:

    0471108049

  • Edition: 1st
  • Format: Paperback
  • Copyright: 1996-04-19
  • Publisher: Wiley
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Summary

The emphasis of Quality is pervading every facet of business, and managers are required to know and apply TQM principles. This book explores the strategic role of quality global competition, the roles of management in attaining quality excellence, the structures and systems needed to support a total quality strategy, and the main statistical and analytical tools for achieving quality improvement and control.

Author Biography

Ashok Rao
Lawrence P. Carr
Ismael Dambolena
Robert J. Kopp
John Martin
Farshad Rafii
Phyllis Fineman Schlesinger

Table of Contents

Quality as a Strategy
1(24)
The Global Battleground
2(2)
The PIMS Study
4(2)
The History of Quality in the United States
6(3)
A New Theory of Quality
9(3)
The MIT Commission Findings
12(2)
The New Management Approach
14(2)
TQM and the Corporate Strategy
16(1)
Does TQM Work?
17(3)
Overview of the Book
20(1)
Key Terms
21(1)
Assignments
21(1)
Case Study: Provisions, Inc.---The Cooked Meat Division
22(1)
Bibliography
23(2)
What Is TQM?
25(38)
Introduction
25(1)
The First Approach: Defining Quality?
26(5)
The Transcendent Approach
26(1)
The Product-based Aproach
26(1)
The User-based Approach
27(1)
The Manufacturing-Based Approach
27(1)
Value-based Approach
28(3)
The Second Approach: TQM Practices
31(6)
ISO Standards
31(3)
The Malcolm Baldrige National Quality Award
34(1)
The International Quality Study
34(3)
The Third Approach: The Philosphies of Leading Sages
37(15)
Deming
37(3)
Juran
40(3)
Crosby
43(2)
Feigenbaum
45(3)
Ishikawa
48(1)
Taguchi
49(2)
Summarizing the Philosophies
51(1)
The Fourth Approach: Evolution of Quality Thinking in Japan
52(6)
Summary
58
Key Terms
39(20)
Assignments
59(2)
Bibliography
61(2)
The Baldrige Award
63(56)
Introduction
64(1)
Overview of History, Purpose, and Operations
64(7)
Legislation
64(1)
Award Purpose
65(1)
Roles and Responsibility
65(1)
Applications for the Award
66(1)
The Award Criteria
66(2)
Positioning the Award Criteria
68(3)
The Evaluation System for Applicants
71(5)
Values and Concepts
71(2)
Criteria Framework
73(1)
Scoring Guidelines
74(1)
Business Factors
75(1)
The Board of Examiners
76(3)
Appointment and Training
76(1)
Establishing Standards and Consistency
77(1)
Code of Conduct
77(2)
Applicant Evaluation and Feedback
79(2)
Review
79(1)
Consensus Review
79(1)
Site Review
80(1)
Judges' Recommendations
80(1)
The Feedback Report
80(1)
The Award Criteria in Practice
81(7)
Developing the Core Values
81(2)
Customer-Driven Quality
83(1)
Leadership
84(1)
Continuous Improvement and Learning
84(1)
Employee Participation and Development
84(1)
Fast Response
85(1)
Design Quality and Prevention
85(1)
Long-Range View of the Future
86(1)
Management by Fact
86(1)
Partnership Development
87(1)
Corporate Responsibility and Citizenship
87(1)
Results Orientation
88(1)
Impact of the Baldridge Award
88(6)
U.S. Industry and Government
88(2)
The Characteristics of Successful Applicants
90(1)
The State Awards
90(2)
Overseas Leadership
92(1)
The Baldrige Award and ISO 9000 Standards
93(1)
Use in Education
94(1)
Future of the Award and Continuous Improvement
94(1)
Summary
95(1)
Key Terms
96(1)
Assignments
96(5)
Case Study
101(12)
Case Study: Colony Fasteners, Inc.
113(4)
Bibliography
117(2)
Measures of Quality Product and Quality Process: The Traditional Approach
119(20)
Introduction
119(3)
The Evolution of the Cost of Quality
122(1)
The Traditional Cost-of-Quality Model
122(7)
Conformance Costs
123(1)
Nonconformance
123(6)
Limitations to the Cost of Quality
129(4)
Summary
133(1)
Key Terms
133(1)
Assignments
133(1)
Case Study: Matthews-Thornton Manufacturing Co.
134(3)
Bibliography
137(2)
Measures of Quality Product and Quality Process: The Emerging Cost-of-Quality Model
139(26)
Introduction
139(1)
Other Methods to Measure the Cost of Quality
140(4)
Sustaining Cost of Quality: The Xerox Story
144(7)
Lessons from Xerox
151(1)
Accounting Support of TQM
151(1)
Other Measures of TQM
152(3)
Information Systems Support
155(1)
Implementation
155(1)
Summary
156(1)
Key Terms
157(1)
Assignments
157(1)
Cost of Quality Assignment
158(2)
Case Study: Materials and Control Corporation
160(3)
Bibliography
163(2)
Continuous Improvement: Basic Tools
165(66)
Overview of Continuous Improvement
165(3)
Relationship of Chapters 6, 7, and 8 to Continual Improvement
167(1)
Data Types and Summaries
168(2)
Types of Data
168(1)
Populations and Samples
169(1)
Data Summarization
169(1)
Tabular and Graphic Summarization of Numeric Data
170(9)
Tabular Summaries for Numeric Data: Frequency Distributions
170(2)
Graphic Summaries for Numeric Data: Histograms and Stem-and-Leaf Displays
172(7)
Other Graphic Tools
179(13)
Graphs for Categorical Data: Bar Charts, Pie Charts, and Pareto Diagrams
179(6)
Graphs for Time-Ordered Data: Run Charts
185(1)
Flow Diagrams
185(3)
Cause-and-Effect Diagrams
188(2)
Cautionary Note on Graphs
190(1)
Facilitating Data Collection: Check Sheets
190(2)
Numeric Data Summarization
192(7)
Measures of Location: The Mean and the Median
192(2)
Measures of Spread: The Standard Deviation, Variance, Range, and Percentiles
194(2)
A Graphic Display of Numeric Summaries: The Box Plot
196(1)
Graphing the Relationship Between Two Variables: The Scatter Diagram
196(3)
The Seven-Step Method for Continuous Improvement
199(4)
The Seven Steps
200(1)
Relation to the PDCA Cycle
201(2)
Summary
203(1)
Key Terms
203(1)
Assignments
204(3)
Case Study: Accelerating Improvement
207(14)
Case Study: Motorola-Codex
221(9)
Bibliography
230(1)
Continuous Improvement: Statistical Process Control
231(78)
Introduction
231(1)
The Seven Basic Tools
232(1)
Control Charts
232(4)
Sources of Variation
232(1)
Introduction to Control Charts
232(3)
Attributes and Variables
235(1)
Control Charts for Attributes
236(5)
p Charts and np Charts
236(2)
c Charts and u Charts
238(3)
Control Charts for Variables
241(3)
X-bar Charts and R Charts
243(1)
Control Charts for Individuals
243(1)
Out-of-Control Patterns
244(4)
The Development of Control Charts
248(6)
The Development of p Charts
248(4)
np Charts
252(1)
c Charts
252(1)
u Charts
252(1)
X-bar Charts
253(1)
R Charts
253(1)
Control Chart for Individual Measurement
254(1)
Moving Range Control Chart
254(1)
Statistics, Probability, and Random Variables
254(10)
Inferential Statistics
254(2)
Random Sampling
256(1)
Enumerative and Analytical Studies
256(1)
Probability
257(1)
Random Variables and Probability Distributions
258(1)
The Expectation of a Random Variable
259(3)
The Variance and Standard Deviation of a Random Variable
262(1)
Discrete Versus Continuous Random Variables
262(2)
The Normal Distribution
264(11)
The Standard Normal Distribution and Normal Probability Tables
265(5)
Finding Probabilities for Normal Distribution: The General Case
270(3)
Problems Where Areas Are Given
273(2)
The Behavior of Samples
275(11)
The Behavior of Sample Means: The Central Limit Theorem
276(5)
The Behavior of Sample Ranges
281(1)
The Behavior of Sample Proportions
281(5)
Statistical Basis for the Development of Control Charts
286(9)
p Charts
286(2)
np Charts
288(1)
c Charts and u Charts
289(1)
X-bar Charts
289(4)
R Charts
293(1)
Control Chart for Individual Measurements
294(1)
Moving Range Control Chart
295(1)
References
295(1)
Summary
295(1)
Key Terms
296(1)
Assignments
296(9)
Case Study: Understanding the Trade Deficits
305(2)
Bibliography
307(2)
Continuous Improvement: Some Advanced Tools
309(50)
Introduction
309(1)
Enhancing the Seven-Step Method
310(9)
Developing an Affinity Diagram
311(7)
Electronic Brainstorming
318(1)
Process Capability and Six-Sigma Quality
319(6)
The Cp Index
320(1)
The Cpk Index
321(2)
Six Sigma Quality
323(2)
Taguchi's Loss Function
325(6)
The Goal-Post View of Quality
325(1)
The Loss Function
326(5)
Design of Experiments
331(2)
Case Discussion: Product Improvement by Application of Taguchi Methods
333(6)
The Factor Listing
334(1)
The Orthogonal Array and Experimental Results
334(1)
An Analogy
335(1)
Randomization and Fractional Factorial Experiments
336(1)
The Signal-to-Noise Ratio
336(1)
Analysis of Results
337(1)
Conclusions
338(1)
Summary
339(1)
Key Terms
340(1)
Assignments
340(1)
Case Study: Product Improvement by Application of Taguchi Methods
341(12)
Appendix 8.1: Steps for Building an Affinity Diagram
353(3)
Appendix 8.2: How Signal-to-Noise Ratios Work
356(2)
Bibliography
358(1)
Customer Measurement I: Traditional Multi-Attribute Methods
359(32)
Introduction
360(1)
Multi-Attribute Model
361(8)
Identifying Important Attributes
362(1)
Plot Existing Objects in Attribute Space; Employ Data Reduction Techniques to Improve Data Interpretation
363(3)
Measure Consumer Perceptions Via Rating Scales
366(2)
Determine the Importance Weights of Attributes
368(1)
Base New Product Design on Filling Gaps in the Perceptual Space
368(1)
Market Segmentation
369(1)
Case Studies
369(5)
Johnson Wax Enhance Conditioner
369(2)
Suzuki Samurai
371(1)
Telecom Inc.
371(3)
Conjoint Analysis
374(6)
Implications and Discussion
380(1)
Summary
381(1)
Key Terms
382(1)
Assignment
382(2)
Case Study: ABC Snacks
384(5)
Bibliography
389(2)
Customer Measurement II: Quality Function Deployment
391(34)
Introduction
392(1)
QFD and the House of Quality
393(1)
An Overview of QFD
394(3)
Building the House of Quality: An Example
397(1)
Customer Inputs/Voice of Customer
397(1)
Technical Inputs
397(1)
Key Output: EC Weights and Target Values
398(1)
Implications
398(1)
Research Methodology Issues
398(4)
Developing a List of CAs
399(1)
Grouping and Labeling CAs
399(1)
Measuring Attribute Importance
399(1)
Qualitative Research Emphasis
400(1)
The Kano Questionnaire
400(2)
Implementing QFD---The Manager's View
402(2)
Organizational Behavior Implications
403(1)
Case Studies
404(1)
Puritan-Bennett Spirometers
404(1)
Bharat Earth Movers Ltd.
405(1)
Closing Thoughts
405(4)
Summary
409(1)
Key Terms
410(1)
Assignments
410(1)
Voice of the Customer Assignment
411(2)
Constructing the House of Quality Assignment
413(2)
Case Study: Quality Function Deployment at Knight Inc.
415(7)
Bibliography
422(3)
Initiating TQM: Managing Change
425(36)
Introduction
425(1)
Theories of Organizational Change
425(2)
Types of Change
427(1)
Understanding The Model for Change: Creating Dissatisfaction with the Status Quo
428(2)
Understanding the Model for Change: The New Model of Managing
430(2)
Understanding the Change Model: Implementation
432(2)
Understanding the Change Model: Cost of the Change
434(1)
Theory to Practice: Implementing TQM
435(10)
TQM and Organizational Structure
445(2)
Implementing TQM Programs
447(2)
Implementing TQM
449(3)
Summary
452(1)
Key Terms
452(1)
Assignments
452(2)
Case Study: Hank Snow and East Coast Electric: Instituting TQM
454(5)
Bibliography
459(2)
Employee Practices in Total Quality Management Organizations
461(40)
Introduction
461(1)
Employee Involvement and TQM: Similarities and Differences
462(2)
Employee Involvement: Technique Adoption
464(2)
Employee Involvement: Program Elements
466(1)
Employee Involvement and Total Quality Management
466(3)
HR Policies and TQM
469(1)
A Model for Organizational Design
470(3)
Organizational Structures
470(3)
Management Processes
473(1)
Selection Techniques
473(1)
Development and Training
474(1)
Rewards and Incentives
474(2)
Performance Management
474(1)
Pay Systems and Rewards
475(1)
Summary: HR Systems
476(1)
People Policies and TQM: Teams and Teamwork
476(6)
Teams in TQM
477(1)
Building Teams
478(4)
Leadership Roles in Teams
482(1)
Self-Managing Work Teams
483(1)
Unions and Total Quality Management
484(2)
Empowering Organizational Members
486(2)
Summary
488(1)
Key Terms
488(1)
Assignments
489(1)
Developing Performance and Task Deployment Assignment
489(5)
Case Study: Upper Valley Health Clinic
494(5)
Bibliography
499(2)
TQM and the Product Development Process
501(30)
Introduction
501(1)
Structuring the Development Process
502(5)
Structuring the Work
502(3)
Aggregate Project Plan
505(1)
Organizing the Resources
505(2)
Defining the Product
507(4)
The ``Fuzzy Front End''
508(1)
Consequences of Poor Definition and Management
508(1)
Product Definition
508(1)
Identifying Customer Requirements
509(1)
Setting Target Specifications
509(1)
Creating Concepts
510(1)
Selecting and Refining a Concept
511(1)
Designing and Developing the Product
511(6)
Architecture and Modularity
512(1)
Advantages of Modularity
512(1)
Conscious Architecture
512(1)
Design for Manufacturability
513(1)
Design for Assembly
514(1)
Design to Cost
515(1)
Design for Usability
515(1)
Prototype-Test-and-Refine
516(1)
Concurrent Engineering
517(1)
Design Iterations
518(1)
Design Structure Matrix
518(1)
Implementing Concurrent Engineering
519(1)
Summary
519(1)
Key Terms
520(1)
Assignments
520(2)
Case Study: Plus Development Corp (A)---Abridged
522(7)
Bibliography
529(2)
Reengineering and TQM: The Role of Information Technology
531(30)
IT and Process Improvement
532(3)
Differences Between TQM and Reengineering
532(1)
The Impact of IT on the Bottom Line
533(1)
Making an Impact with IT
534(1)
A Reengineering Methodology
535(11)
Business Goals and Constraints
535(3)
Selecting a Process for Improvement
538(2)
Creating the New IT-Based Process
540(1)
Developing the Systems and the Organization Structures
541(3)
Effecting the Culture Change and Implementing the System
544(2)
Post-Reengineering
546(1)
Quality Information Systems
547(9)
Communication of QI Team Activities
547(1)
Process-Related Information for QI Teams
548(2)
Operational Information to Support Corporate Goals
550(6)
Summary
556(1)
Key Terms
557(1)
Assignments
557(1)
Case Study: Morewood Enterprises
558(1)
Bibliography
559(2)
Benchmarking
561(34)
Introduction
561(2)
Traditional Approaches to Gathering Information
563(1)
The Evolution of Benchmarking
564(2)
Competitive Benchmarking
566(4)
Benchmarking Product Characteristics
566(1)
Benchmarking Product Costs
567(1)
Examples of Cost Benchmarking
568(2)
Process Benchmarking
570(7)
An Example of Process Benchmarking
572(1)
Process Flow Mapping
573(4)
Strategic Benchmarking
577(4)
An Example---Benchmarking Diversity
578(3)
Key Issues in Benchmarking
581(3)
What Should Be Benchmarked?
581(1)
Who Should Be on the Team?
581(1)
Who Should Be Selected as Benchmarking Partners?
582(1)
What Legal Issues Are Involved?
583(1)
What Are Some Common Pitfalls?
584(1)
The Partner's Perspective
584(4)
Handling Benchmarking Requests
585(1)
Benefits of Being a Host
586(1)
Criteria for Screening Requests
586(1)
Maximizing the Benefit from an Information Exchange
587(1)
Summary
588(1)
Key Terms
588(1)
Assignments
589(2)
Case Study: Simon Alphin: The Benchmarking Study
591(1)
Case Study: Shawmut Industrials---Marta's Visit
592(1)
Bibliography
593(2)
Landmarks on the TQM Road
595(25)
Others That Failed
596(1)
Some Who Are Succeeding
597(2)
The Wallace Company
599(2)
Florida Power & Light
601(1)
The Xerox Story
602(9)
Building Union Support for TQM
604(2)
Building Management Support for TQM
606(3)
Xerox after Winning the Baldrige
609(2)
Landmarks on the TQM Road
611(7)
The First Landmark: Awareness
611(2)
The Second Landmark: Understanding
613(2)
The Third Landmark: Maturity
615(3)
Summary
618(1)
Assignments
618(1)
Bibliography
619(1)
Author Index 620(2)
Subject Index 622

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