Total Quality Handbook

by Goetsch, David L.; Davis, Stanley

• ISBN13: 9780130272621
• ISBN10: 0130272620
• Edition: 1st
• Format: Paperback
• Copyright: 2000-08-14
• Publisher: Pearson

Summary

Total Quality Handbook provides practical, easy-to-use information for both students and practitioners in the field of quality management. Global competition and the ever-increasing expectations of customers demand that organizations improve their performance continually. This need for continual improvement is unrelenting and ongoing. Performance levels that are competitive today may not be competitive tomorrow. An organization's products, processes, people, and services must get better every day if it is going to survive and prosper in the global marketplace.Total Quality Handbook can be used both in college classrooms and in business, industry, and government training settings. Readers will find the following features of the book helpful: All information is presented in a practical, easily applied format with extensive use of checklists and other helpful tools. Only the core "must-know" information about total quality is included. There is no "fluff" to sort through. The teaching approach focuses on application. Each chapter contains practical application activities at the end. Major topics covered are as follows: Strategic planning Quality culture Customer satisfaction Empowerment of employees Leadership Change Team building Training Quality tools Problem solving and decision making

Table of Contents

Total Quality and Quality Management	1	(17)
What Is Quality?	1	(2)
The Total Quality Approach Defined	3	(3)
Key Elements of Total Quality	6	(3)
Contributions of Deming and Juran	9	(5)
Why Total Quality Efforts Sometimes Fail	14	(1)
The Future of Quality Management	14	(3)
Strategic Planning	17	(12)
Strategic Planning Overview	17	(1)
Conducting the SWOT Analysis	17	(3)
Developing the Vision	20	(1)
Developing the Mission	21	(1)
Developing the Guiding Principles	22	(1)
Developing Broad Strategic Objectives	23	(2)
Developing Specific Tactics for Accomplishing the Broad Strategic Objectives	25	(1)
Executing the Strategic Plan	26	(3)
Quality Culture	29	(12)
Understanding What a Quality Culture Is	29	(2)
Activating Cultural Change	31	(1)
Laying the Groundwork for a Quality Culture	32	(1)
Learning what a Quality Culture Looks Like	32	(1)
Countering Resistance to Cultural Change	33	(3)
Establishing a Quality Culture	36	(5)
Customer Satisfaction	41	(10)
Understanding Customer-Defined Quality	41	(1)
Identifying Customer Needs	42	(1)
Communicating with Customers	43	(2)
Customer Satisfaction Process	45	(1)
Customer Retention	45	(3)
Establishing a Customer Focus	48	(1)
Recognizing the Customer-Driven Organization	49	(2)
Empowerment	51	(18)
Empowerment Defined	51	(2)
Rationale for Empowerment	53	(1)
Inhibitors of Empowerment	53	(2)
Management's Role in Empowerment	55	(1)
Implementing Empowerment	56	(2)
Management's Role in Suggestion Systems	58	(2)
Improving Suggestion Systems	60	(3)
Evaluating Suggestions	63	(2)
Handling Poor Suggestions	65	(1)
Achieving Full Participation	66	(3)
Leadership and Change	69	(15)
Leadership Defined	69	(1)
Leadership for Quality	70	(2)
Leadership Styles	72	(1)
Leadership Style in a Total Quality Setting	73	(1)
Building and Maintaining a Following	74	(1)
Leadership versus Management	75	(1)
Leadership and Ethics	76	(1)
Leadership and Change	76	(2)
How to Lead Change	78	(6)
Team Building	84	(18)
Overview of Team Building	84	(3)
Building Teams and Making Them Work	87	(3)
Four-Step Approach to Team Building	90	(3)
Teams Are Not Bossed---They Are Coached	93	(3)
Handling Conflict in Teams	96	(2)
Rewarding Team and Individual Performance	98	(2)
Recognizing Teamwork and Team Players	100	(2)
Training	102	(13)
Overview of Training and Learning	102	(1)
Rationale for Training	103	(1)
Training Needs Assessment	104	(2)
Providing Training	106	(2)
Evaluating Training	108	(2)
Managers as Trainers	110	(1)
Why Training Sometimes Fails	111	(1)
Quality Training Curriculum for Managers	112	(3)
Quality Tools	115	(35)
Total Quality Tools Defined	116	(1)
The Pareto Chart	116	(4)
Cause-and-Effect Diagrams	120	(3)
Check Sheets	123	(4)
Histograms	127	(8)
Scatter Diagrams	135	(2)
Ruin Charts and Control Charts	137	(2)
Stratification	139	(4)
Some Other Tools Introduced	143	(4)
Management's Role in Tool Deployment	147	(3)
Problem Solving and Decision Making	150	(20)
Problem Solving for Total Quality	150	(2)
Solving and Preventing Problems	152	(6)
Problem-Solving and Decision-Making Tools	158	(1)
Decision Making for Total Quality	158	(2)
The Decision-Making Process	160	(1)
Objective versus Subjective Decision Making	161	(1)
Scientific Decision Making and Problem Solving	162	(2)
Employee Involvement in Decision Making	164	(1)
Role of Information in Decision Making	165	(1)
Using Management Information Systems (MIS)	166	(1)
Creativity in Decision Making	167	(3)
Statistical Process Control (SPC)	170	(34)
Statistical Process Control Defined	171	(1)
Rationale for SPC	171	(6)
Control Chart Development	177	(12)
Manager's Role in SPC	189	(3)
Role of the Total Quality Tools	192	(1)
Authority Over Process and Production	192	(1)
Implementation and Deployment of SPC	193	(7)
Inhibitors of SPC	200	(4)
Continuous Improvement	204	(10)
Rationale for Continuous Improvement	204	(1)
Management's Role in Continuous Improvement	205	(1)
Essential Improvement Activities	205	(1)
Structure for Quality Improvement	206	(1)
The Scientific Approach	206	(1)
Identification of Improvement Needs	207	(1)
Development of Improvement Plans	208	(1)
Common Improvement Strategies	209	(2)
Additional Improvement Strategies	211	(3)
Benchmarking	214	(17)
Benchmarking Defined	215	(1)
Rationale for Benchmarking	216	(1)
Benchmarking Approach and Process	217	(6)
Benchmarking versus Reengineering	223	(1)
Role of Management in Benchmarking	224	(1)
Prerequisites of Benchmarking	225	(1)
Obstacles to Successful Benchmarking	226	(2)
Benchmarking Resources	228	(1)
Selection of a Process/Functions to Benchmark	229	(1)
Acting on the Benchmark Data	229	(1)
Perpetual Benchmarking	230	(1)
Just-In-Time (JIT)	231	(40)
Just-in-Time Defined	231	(1)
Rationale for JIT	232	(3)
Development of JIT	235	(6)
Relationship of JIT to Total Quality and World-Class Manufacturing	241	(1)
Benefits of JIT	242	(11)
Requirements of JIT	253	(15)
Automation and JIT	268	(3)
Index	271

Excerpts

Preface BACKGROUNDThe total-quality philosophy is an approach to doing business that focuses all of the resources of the organization on the continual improvement of both quality and competitiveness. To this end, a total-quality organization will continually, improve its processes, people, and products. This approach is an effective way and, arguably, the only way to survive and prosper in a globally competitive environment. The global business environment is like the Olympic Games in that at every meeting, the competition is better. Records set at the last Games will be broken at the current Games. Performance that is record-breaking today will be insufficient even to win tomorrow. Consequently, organizations and the people who run them need to understand the total-quality philosophy and how to use it to continually improve everything, every day, forever. WHY AND FOR WHOM THIS BOOK WAS WRITTENThis book was written to provide a "handbook" option to complement the authors' bookQuality Management: An Introduction to Total Quality Management for Production, Processing, and Services. Quality Managementis a comprehensive college-level text designed for individuals majoring in quality management or quality engineering at both the undergraduate and graduate levels.Total Quality Handbook,on the other hand, was written to be used in the following settings: on-site training programs in business, industry, and government; college classrooms for courses that require a less comprehensive treatment than that provided byQuality Management(e.g. quality-related courses that are electives in other majors such as engineering, business, management, or various technology programs); and on-site by managers, supervisors, engineers, and other personnel who are attempting to apply the total-quality philosophy in continually improving their organizations. ABOUT THE AUTHORSDavid L. Goetsch is Provost of the joint campus of the University of West Florida and Okaloosa-Walton Community College in Fort Walton Beach, Florida. He is also president of the Development Institute (TDI), a private company dedicated to the continual improvement of quality, productivity, and competitiveness. Dr. Goetsch is co-founder of The Quality Institute, a partnership of the University of West Florida, Okaloosa-Walton Community College, and the Okaloosa Economic Development Council. He currently serves on the executive board of the Institute.Stanley B. Davis was a manufacturing executive with Harris Corporation until his retirement in 1991. He was founding managing director of The Quality Institute and is a well-known expert in the areas of implementing total quality, statistical process control, just-in-time manufacturing, benchmarking, ISO 9000, and ISO 14000. He currently serves as professor of quality at the Institute and heads his own firm, Stan Davis Consulting.