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9780072999839

Quality Management with Student CD

by ; ; ;
  • ISBN13:

    9780072999839

  • ISBN10:

    0072999837

  • Edition: 3rd
  • Format: Hardcover
  • Copyright: 2004-06-17
  • Publisher: McGraw-Hill/Irwin
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Summary

Quality improvement is recognized as an essential function in any successful organization. Leading corporations have demonstrated that improved quality raises profits, reduces costs, and provides competitive advantage. Quality Management, 3/e, text presents a comprehensive approach to quality improvement, including Dr. W. Edwards Deming's philosophy of quality, productivity, and competitive position, thorough coverage of process improvement, Six Sigma, the DMAIC model, and much more. The text is motivated by integrated quality improvement stories, examples, and mini-case studies to help students better understand the application and impact of Quality Management and Improvement. The third edition includes a major new section on quality administration.

Author Biography

Howard S. Gitlow is a professor at the University of Miami.

Rosa Oppenheim is a professor at Rutgers University.

Alan Oppenheim is a professor at Montclair State University.

David Levine is a professor at Baruch College.

Table of Contents

PART ONE FOUNDATIONS OF QUALITY MANAGEMENT
1(84)
Fundamentals of Quality
2(27)
Chapter Objectives
2(1)
Introduction
3(1)
Process Basics
3(14)
Definition of a Process
3(2)
Variation in a Process
5(1)
More about the Feedback Loop
6(1)
The Funnel Experiment
7(7)
The Red Bead Experiment: Understanding Process Variability
14(3)
Definition of Quality
17(3)
Goalpost View of Quality
17(1)
Continuous Improvement Definition of Quality
18(2)
More Quality Examples
20(1)
The Quality Environment
20(1)
Types of Quality
21(2)
Quality of Design
21(1)
Quality of Conformance
22(1)
Quality of Performance
22(1)
Relationship between Quality and Cost
23(2)
Features
23(1)
Dependability and Uniformity
24(1)
Relationship between Quality and Productivity
25(1)
Benefits of Improving Quality
26(1)
Summary
26(1)
Key Terms
27(1)
Exercises
28(1)
References
28(1)
W. Edwards Deming's Theory of Management
29(28)
Chapter Objectives
29(1)
Introduction
29(1)
A Brief History of Quality
30(4)
W. Edwards Deming's Theory of Management
34(16)
Deming's System of Profound Knowledge
34(1)
Purpose of Deming's Theory of Management
34(1)
Paradigms of Deming's Theory of Management
35(1)
Components of Deming's Theory of Management
36(1)
Deming's 14 Points for Management
37(13)
Deming's 14 Points and the Reduction of Variation
50(2)
Transformation, or Paradigm Shift
52(1)
Transformation of Management
52(1)
The Prevailing Paradigm of Leadership
52(1)
The New Paradigm of Leadership
52(1)
Transformation
53(1)
Quality in Service, Government, and Education
53(1)
Summary
54(1)
Key Terms
54(1)
Exercises
55(1)
References
56(1)
Fundamentals of Statistical Studies
57(13)
Chapter Objectives
57(1)
Introduction
58(1)
Purpose and Definition of Statistics
58(1)
Types of Statistical Studies
58(1)
Enumerative Studies
59(4)
Basic Concepts
59(2)
Conducting an Enumerative Study
61(2)
Analytic Studies
63(4)
Basic Concepts
63(1)
Conducting an Analytic Study
63(1)
Errors in Analytic Studies
64(1)
Design of Analytic Studies
65(1)
Analysis of Data from Analytic Studies
66(1)
Distinction between Enumerative and Analytic Studies
67(1)
Summary
67(1)
Key Terms
68(1)
Exercises
69(1)
References
69(1)
Defining and Documenting a Process
70(15)
Chapter Objectives
70(1)
Introduction
70(1)
Empowerment Revisited
71(1)
SDSA Cycle Revisited
71(1)
Analytic Studies Revisited
71(3)
Process Basics
71(1)
The Feedback Loop
72(1)
Examples of Processes
72(2)
Defining and Documenting a Process
74(9)
Who Owns the Process?
75(1)
What Are the Boundaries of the Process?
75(1)
What Is the Flow of the Process?
75(4)
What Are the Process's Objectives?
79(1)
Are Process Data Valid?
79(1)
More on Operational Definitions
80(3)
Summary
83(1)
Key Terms
83(1)
Exercises
84(1)
References
84(1)
PART TWO TOOLS AND METHODS FOR ANALYTIC STUDIES
85(456)
Basic Probability and Statistics
87(60)
Chapter Objectives
87(1)
Introduction
88(1)
Probability Defined
88(4)
The Classical Definition of Probability
88(1)
The Relative Frequency Definition of Probability
88(1)
Calculating Classical and Relative Frequency Probabilities
89(3)
Analytic Studies and Relative Frequency Probabilities
92(1)
Types of Data
92(4)
Attribute Data
92(3)
Variables (Measurement) Data
95(1)
Characterizing Data
96(1)
Enumerative Studies
96(1)
Analytic Studies
97(1)
Visually Describing Data
97(6)
Tabular Displays
97(3)
Graphical Displays
100(3)
Numerically Describing Data
103(17)
Measures of Central Tendency
103(7)
Measures of Variability
110(1)
Measures of Shape
111(2)
Interpretation of the Standard Deviation
113(1)
More Details on the Normal Distribution
114(3)
Normal Probability Plot
117(1)
An Empirical Rule for Analytic Studies
118(2)
Summary
120(1)
Key Terms
121(1)
Exercises
122(9)
References
131(1)
Appendix A5.1 Using Windows
132(4)
Appendix A5.2 Introduction to Minitab
136(3)
Appendix A5.3 Using Minitab for Charts, Descriptive Statistics, and Normal Probabilities
139(8)
Stabilizing and Improving a Process with Control Charts
147(36)
Chapter Objectives
147(1)
Introduction
148(1)
Process Variation
148(2)
Control Charts and Variation
148(1)
The Need for the Continual Reduction of Variation
148(2)
The Structure of Control Charts
150(1)
Stabilizing a Process with Control Charts
151(4)
Advantages of a Stable Process
155(1)
Improving a Process with Control Charts
156(1)
Causes of Variation Out of the Control of the Process Owner
157(1)
Two Possible Mistakes in Using Control Charts
157(4)
Over-Adjustment
157(2)
Under-Adjustment
159(2)
Some Out-of-Control Evidence
161(7)
Rules for Identifying Out-of-Control Points
163(4)
False Out-of-Control Signals
167(1)
Quality Consciousness and Types of Control Charts
168(3)
No Quality Consciousness: Accept Everything without Question
168(1)
Defect Detection: Mass Inspection to Sort Conforming and Nonconforming Output
169(1)
Defect Prevention: Attribute Control Charts
169(1)
Never-Ending Improvement: Variables Control Charts
170(1)
Innovation (Quality Creation)
170(1)
Three Uses of Control Charts
171(1)
Evaluating the Past
171(1)
Evaluating the Present
171(1)
Predicting the Near Future
171(1)
Tips on Using Control Charts
172(1)
Summary
172(1)
Key Terms
173(1)
Exercises
174(6)
References
180(1)
Appendix A6.1 Using Minitab for Control Charts: An Overview
181(2)
Attribute Control Charts
183(67)
Chapter Objectives
183(1)
Introduction
184(1)
Types of Attribute Control Charts
184(3)
Classification Charts
184(1)
Count Charts
184(1)
Manual Construction of Attribute Control Charts
185(1)
Computerized Construction of Attribute Control Charts Using Minitab
185(2)
Classification Charts
187(4)
Conditions for Use
187(1)
When Not to Use p Charts or np Charts
187(1)
Constructing Classification Charts
188(3)
The p Chart for Constant Subgroup Sizes
191(9)
The Centerline and Control Limits
192(1)
Construction of a p Chart: An Example
192(4)
Iterative Revaluations
196(1)
Subgroup Size
197(1)
Subgroup Frequency
198(1)
Number of Subgroups
198(1)
Subgroups Not Based on Time
198(1)
Construction of a p Chart: Another Example
198(2)
The p Chart for Variable Subgroup Sizes
200(4)
Using Varying Control Limits: An Example
200(4)
The np Chart
204(2)
Constructing the np Chart
204(2)
Count Charts
206(1)
Conditions for Use
207(1)
c Charts
207(12)
Counts, Control Limits, and Zones
208(2)
Construction of a c Chart: An Example
210(1)
Small Average Counts
210(2)
Stabilizing a Process: An Example
212(4)
Construction of a c Chart: Another Example
216(1)
Construction of a c Chart: Another Example
217(2)
u Charts
219(2)
Construction of a u Chart: An Example
220(1)
Limitations of Attribute Control Charts
221(2)
Summary
223(1)
Key Terms
223(1)
Exercises
224(20)
References
244(1)
Appendix A7.1 Using Minitab for Attribute Charts
245(5)
Variables Control Charts
250(67)
Chapter Objectives
250(1)
Introduction
251(1)
Variables Charts and the PDSA Cycle
251(2)
Plan
251(1)
Do
252(1)
Study
253(1)
Act
253(1)
Subgroup Size and Frequency
253(1)
x and R Charts
254(14)
An Example
254(6)
Another Example
260(3)
Another Example
263(5)
x and s Charts
268(6)
The s Portion
269(1)
The x Portion
270(1)
x and s Charts: An Example
271(3)
Individuals and Moving Range Charts
274(8)
An Example
275(2)
Special Characteristics of Individuals and Moving Range Charts
277(5)
Revising Control Limits for Variables Control Charts
282(1)
Change in Process
282(1)
Trial Control Limits
282(1)
Removal of Out-of-Control Points
282(1)
Collecting Data: Rational Subgrouping
282(11)
Arrangement 1
283(3)
Arrangement 2
286(3)
Arrangement 3
289(4)
Summary
293(1)
Key Terms
294(1)
Exercises
294(18)
References
312(1)
Appendix A8.1 Using Minitab for Variables Charts
312(5)
Out-of-Control Patterns
317(29)
Chapter Objectives
317(1)
Introduction
317(1)
Between- and Within-Group Variation
317(5)
Periodic Disturbances
318(1)
Persistent Disturbances
319(3)
Distinguishing Within-Group Variation from Common Variation
322(1)
Types of Control Chart Patterns
322(20)
Natural Patterns
322(1)
Shift in Level Patterns
323(4)
Cycles
327(2)
Wild Patterns
329(1)
Multiuniverse Patterns
329(9)
Instability Patterns
338(1)
Relationship Patterns
338(4)
Out-of-Control Patterns and the Rules of Thumb
342(2)
Summary
344(1)
Key Terms
344(1)
Exercises
344(1)
References
345(1)
Diagnosing a Process
346(62)
Chapter Objectives
346(1)
Introduction
347(1)
Diagnostic Tools and Techniques
347(43)
Brainstorming
347(6)
Affinity Diagram
353(3)
Cause-and-Effect Diagram
356(4)
Interrelationship Diagraph (Diagram/Graph)
360(3)
Check Sheets
363(3)
Pareto Analysis
366(9)
Stratification
375(6)
Systematic Diagram
381(3)
Matrix Diagram
384(3)
PDPC Analysis
387(2)
Gantt Chart
389(1)
Change Concepts
390(14)
Complete List of Change Concepts
390(2)
How to Use the Change Concepts
392(1)
Eliminate Waste
393(1)
Improve Work Flow
394(1)
Optimize Inventory
395(1)
Change the Work Environment
396(2)
Enhance the Producer/Customer Relationship
398(1)
Manage Time
399(1)
Manage Variation
400(1)
Design Systems to Avoid Mistakes
401(1)
Focus on the Product or Service
402(1)
Case Study of Using a Change Concept to Improve a Process
403(1)
Summary
404(1)
Key Terms
405(1)
Exercises
406(1)
References
406(1)
Appendix A10.1 Using Minitab to Obtain a Pareto Diagram
406(2)
Process Capability and Improvement Studies
408(61)
Chapter Objectives
408(1)
Introduction
409(1)
Specifications (Voice of the Customer)
409(4)
Performance Specifications
410(1)
Technical Specifications
410(3)
Process Capability Studies
413(19)
Attribute Process Capability Studies
413(1)
Variables Process Capability Studies
413(2)
Data Requirements for Process Capability Studies
415(1)
Process Capability Studies on Unstable Processes
415(1)
Process Capability Studies on Stable Processes
415(1)
An Example of an Attribute Process Capability Study
416(3)
An Example of a Variables Process Capability Study
419(5)
The Relationships between Control Limits, Natural Limits, and Specification Limits for Variables Control Charts
424(3)
Process Capability Indices for Variables Data
427(5)
Process Improvement Studies
432(8)
Attribute Improvement Studies
432(6)
Variables Improvement Studies
438(2)
Quality Improvement Stories
440(18)
Relationship between QI Stories and the PDSA Cycle
440(1)
Potential Difficulties
440(1)
Pursuit of Objectives
441(1)
Quality Improvement Story Case Study
441(17)
Summary
458(1)
Key Terms
458(1)
Exercises
459(2)
References
461(1)
Appendix A11.1 Created Dimensions
462(7)
Design of Experiments
469(56)
Chapter Objectives
469(1)
Introduction
469(1)
Designs Based on Level of Process Knowledge
470(1)
Some Flawed Experimental Designs
470(3)
One-Factor-at-a-Time Experiments
471(1)
Stick-with-a-Winner Experiments
472(1)
Change-Many-Factors-at-Once Design
472(1)
One-Factor Designs
473(2)
Two-Factor Factorial Designs
475(9)
Notation for Interaction Effects
482(2)
Factorial Designs Involving Three or More Factors
484(11)
A Three-Factor Factorial Design
484(6)
A Five-Factor Factorial Design Example
490(5)
Fractional Factorial Designs
495(10)
Choosing the Treatment Combinations
496(9)
Summary
505(1)
Key Terms
505(1)
Exercises
505(12)
References
517(1)
Appendix A12.1 Using Minitab for the Design of Experiments
517(8)
Inspection Policy
525(16)
Chapter Objectives
525(1)
Introduction
526(1)
Inspecting Goods and Services
526(1)
Acceptance Sampling
526(2)
Lot-by-Lot Acceptance Sampling
527(1)
Continuous Flow Acceptance Sampling
527(1)
Special Sampling Plans
527(1)
A Theoretical Invalidation of Acceptance Sampling
528(2)
Stable Process
528(1)
Chaotic Process
529(1)
The kp Rule for Stable Processes
530(4)
An Example of the kp Rule
532(1)
Exceptions to the kp Rule
532(1)
Component Costs of k1 and k2
533(1)
Inspection Policies for Chaotic Processes
534(1)
Mild Chaos
534(1)
Severe Chaos
535(1)
Exceptions to Rules for Chaos
535(1)
Summary
535(1)
Key Terms
536(1)
Exercises
536(1)
References
537(1)
Appendix A13.1 Proof that the Number of Defectives in a Sample Is Independent of the Number of Defectives in the Remainder for Lots Drawn from a Stable Process
537(2)
Appendix A13.2 Derivation of the kp Rule for Stable Processes
539(2)
PART THREE ADMINISTRATIVE SYSTEMS FOR QUALITY MANAGEMENT
541(182)
The Fork Model for Quality Management: The Handle, or Transformation
543(15)
Chapter Objectives
543(1)
Introduction
544(1)
Aids to Promoting Quality Management
544(1)
Barriers to Quality Management
545(1)
Top Management's Reluctance to Commit
545(1)
Responding to a Crisis
545(3)
JUKI Corporation
546(1)
Florida Power and Light Company
547(1)
Creating a Crisis
548(1)
Creating a Vision
548(1)
Initiating Action for the Transformation
549(6)
Retaining Outside Counsel
549(1)
Window of Opportunity Opens
550(1)
Collecting Data to Develop a Transformation Plan
550(1)
Planning the Transformation
550(1)
Forming the Executive Committee
550(1)
Training the Executive Committee and Beyond
550(4)
Window of Opportunity Begins to Close
554(1)
Diffusion of Quality Management
554(1)
Decision Point
555(1)
Summary
555(1)
Key Terms
556(1)
Exercises
556(1)
References
557(1)
The Fork Model for Quality Management: The Neck, or Management's Education
558(17)
Chapter Objectives
558(1)
Introduction
559(1)
Management's Fears Concerning Education and Self-Improvement
559(1)
Education and Self-Improvement Groups
559(1)
Studying the System of Profound Knowledge
560(8)
Group Meeting Example
560(2)
Case Studies
562(4)
Workshops
566(2)
Establishing Life-Long Programs for Education and Self-Improvement
568(1)
Identifying and Resolving Personal Barriers to Transformation
568(3)
The Quality Management Leader
571(1)
The Decision Point
572(1)
Summary
573(1)
Key Terms
573(1)
Exercises
573(1)
References
574(1)
The Fork Model for Quality Management: Prong 1, or Daily Management
575(25)
Chapter Objectives
575(1)
Introduction
576(1)
Selecting Initial Project Teams
576(1)
Performing Daily Management
576(20)
Housekeeping
577(2)
Measurements on Key Indicators
579(1)
Daily Management
579(1)
A Personal Example of Daily Management
580(1)
A Business Example of Daily Management
581(11)
Management Review
592(1)
Variance Analysis
593(1)
Empowerment
594(2)
Continuing the PDSA Cycle
596(1)
Coordinating Project Teams
596(1)
Summary
596(1)
Key Terms
597(1)
Exercises
598(1)
References
599(1)
The Fork Model for Quality Management: Prong 2, or Cross-Functional Management
600(27)
Chapter Objectives
600(1)
Introduction
601(1)
Selecting Initial Cross-Functional Teams
601(1)
Implementing Cross-Functional Management
602(1)
Structures for Cross-Functional Management
603(1)
Coordinating Cross-Functional Teams
603(7)
Some Common Problems in Implementing Cross-Functional Management
610(1)
Longevity
610(1)
Membership
610(1)
Focus
610(1)
Communication
611(1)
A Generic Example of Cross-Functional Management: Standardization of a Corporate-Wide Method for Cutting Cost
611(2)
Traditional Cost-Cutting Process
611(1)
Cross-Functional Management Cost-Cutting Process
611(1)
Application of the CFM Cost-Cutting Process in Human Resources
612(1)
A Manufacturing Application: Toyota Forklift
613(7)
Quality Assurance Activity in the Development of the X300 Forklift
613(7)
A Service Application: Field of Flowers
620(5)
The Revised System
621(1)
Issue 1: Provide Employees Feedback in Their Work
622(1)
Issue 2: Provide a Basis for Salary Increases and Bonuses
623(1)
Issue 3: Identify Candidates for Promotion
623(1)
Issue 4: Provide Periodic Direction to Employees' Work
623(1)
Issue 5: Provide an Opportunity to Give Recognition, Direction, and Feedback to an Employee Regarding Her Work on Special Projects
624(1)
Issue 6: Identify an Employee's Needs for Training, Education, and Skill or Career Development
624(1)
Issue 7: Provide an Equitable, Objective, Defensible System That Satisfies the Requirements of the 1964 Civil Rights Act and the Equal Opportunity Commission Guidelines of 1966 and 1970
624(1)
Issue 8: Provide a Channel for Communication
625(1)
Summary
625(1)
Key Terms
626(1)
References
626(1)
The Fork Model for Quality Management: Prong 3, or Policy Management
627(89)
Chapter Objectives
627(1)
Introduction
628(1)
Initial Presidential Review
629(4)
Reasons for Conducting the Presidential Review
629(1)
Benefits of Presidential Reviews
630(1)
Barriers to the Presidential Review
630(1)
Selecting the Departments and Topics to Review
630(1)
Informing the Departments to Be Reviewed
630(1)
Ground Rules for the Presidential Review
631(1)
Preparing for the Review
631(1)
Conducting the Review
631(1)
Keys to Successful Reviews
632(1)
Presidential Reviews and Daily Management
633(1)
Policy Setting
633(10)
Executive Committee (EC)
633(1)
The Strategic Plan
633(6)
Policy Development Committee (PDC)
639(4)
Local Steering Teams
643(1)
Policy Deployment
643(10)
A Simple Dashboard
643(2)
Benefits of a Dashboard
645(1)
Technical Terms
646(5)
Developing a Dashboard
651(1)
Managing with a Dashboard
651(1)
Deployment of Key Objectives throughout an Organization
652(1)
Policy Implementation
653(1)
Policy Feedback and Review
653(2)
Presidential Review
655(1)
Flowchart of Policy Management
655(1)
Relationship between Policy Management and Daily Management
655(2)
A Personal Example of Policy Management
657(16)
Policy Setting
657(11)
Policy Deployment
668(1)
Policy Implementation
669(2)
Policy Study and Feedback
671(2)
Presidential Review
673(1)
A Business Example of Policy Management
673(24)
Reasons for the Quality Improvement Program (QIP)
673(1)
Objectives of the Quality Improvement Program
673(1)
Reacting to the Crises
674(23)
Review of FPL Case Study
697(1)
The Evolution of Quality at Florida Power and Light
697(3)
Preliminary Phase (1981--1985)
697(1)
Intensification Phase (1986--1989)
697(1)
After the Deming Prize (the 1990s)
698(1)
Mature Phase (1990--1997)
698(2)
High-Performance Phase (1997--Present)
700(1)
Summary
700(1)
Key Terms
701(1)
Exercises
702(1)
References
702(1)
Appendix A18.1 The Voice of the Customer
703(6)
Appendix A18.2 The Voice of the Business
709(1)
Appendix A18.3 Table of Tables
710(6)
Resource Requirements of the Detailed Fork Model
716(7)
Chapter Objectives
716(1)
Introduction
716(1)
The Template
717(5)
Phase 1: The Handle---Management's Commitment to Transformation
717(1)
Phase 2: The Neck---Management's Education
718(1)
Phase 3: Prong 1---Daily Management
718(1)
Phase 4: Prong 2---Cross-Functional Management
719(1)
Phase 5: Prong 3---Policy Management
720(1)
Overall Time Requirements
721(1)
Summary
722(1)
Key Terms
722(1)
PART FOUR CURRENT THINKING ABOUT STATISTICAL PRACTICE
723(58)
Six Sigma Management
724(57)
Chapter Objectives
724(1)
Introduction
725(1)
Relationship between the Voice of the Customer and the Voice of the Process
725(6)
The DMAIC Model
731(3)
Define Phase
732(1)
Measure Phase
732(1)
Analyze Phase
732(1)
Improve Phase
733(1)
Control Phase
733(1)
Benefits and Costs of Six Sigma Management
734(1)
Six Sigma Roles and Responsibilities
734(4)
Senior Executive
734(1)
Executive Committee (EC)
735(1)
Black Belt
735(1)
Green Belt
736(1)
Master Black Belt
736(1)
Champion
736(1)
Process Owner
737(1)
Distinction between Black Belt and Green Belt Six Sigma Projects
737(1)
Six Sigma Industrial Training Programs
737(1)
Six Sigma Terminology
738(1)
A Six Sigma Case Study
739(39)
The Company
740(1)
Origin of the MSD Six Sigma Project
740(3)
Define Phase
743(7)
Measure Phase
750(5)
Analyze Phase
755(13)
Improve Phase
768(6)
Control Phase
774(4)
Summary
778(2)
Key Terms
780(1)
References
780(1)
Appendix A Documentation of Minitab Data Files
781(4)
Appendix B Tables
785(8)
Table B.1 Control Chart Constants
786(1)
Table B.2 2,500 Four-Digit Random Numbers
787(5)
Table B.3 Normal Curve Probabilities
792(1)
Index 793

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