Total Quality Management in Human Service Organizations

by Lawrence L. Martin

• ISBN13: 9780803949508
• ISBN10: 0803949502
• Format: Paperback
• Copyright: 1993-09-10
• Publisher: Sage Publications, Inc

Summary

Total Quality Management (TQM) is shaping the management of the 1990s. This book is the first to present TQM concepts with social service administrators in mind. With examples drawn from public administration, gerontology, public health and non-profit-making organizations, the book provides sound background information on TQM for practitioners.

Table of Contents

Preface	ix
Quality Management: The New Managerial Wave	1	(9)
The Quality Crisis in the Human Services	2	(2)
Quality Creates Loyal Customers	4	(1)
Quality Is Free	5	(2)
Quality Management and Human Service Values	7	(1)
Is Your Organization Ready for Quality Management?	7	(3)
What Is Total Quality Management (TQM)?	10	(10)
A Brief History of TQM	13	(4)
W. Edwards Deming	13	(1)
Phil Crosby	14	(2)
J. M. Juran	16	(1)
Armand Feigenbaum	16	(1)
TQM and Service Organizations	17	(1)
The TQM Wave Hits the United States	18	(2)
TQM as a Philosophy of Management	20	(6)
The Baldrige Award Criteria	21	(1)
Common Ground Among the Big Four TQM Experts	22	(1)
Does Philosophy Really Matter?	23	(3)
Quality as an Organizational Goal	26	(10)
What Is Quality?	27	(4)
Customer-Defined Quality	31	(5)
The Challenge of Determining an Organization's Customers	31	(2)
The Challenge of Reconciling Different Customer Quality Views	33	(1)
The Challenge of Professionally Defined Quality	34	(1)
The Challenge of Collecting and Using Customer Quality Data	34	(2)
Collecting and Using Customer Quality Data	36	(17)
Collecting and Using Internal Customer Quality Data	38	(7)
Identifying the Organization's Internal Customers	38	(1)
Determining Internal Customer Quality Preferences	39	(2)
Developing Quality Measures	41	(1)
Collecting Quality Data	42	(2)
Monitoring Quality Data	44	(1)
Collecting and Using Client Customer Quality Data	45	(8)
Identifying the Organization's Client Customers	45	(1)
Determining Client Customer Quality Preferences	45	(1)
Collecting Customer Quality Data	46	(1)
Monitoring Customer Quality Data	47	(6)
Understanding and Controlling Variation	53	(15)
The Nature of Variation	54	(2)
Determining if a Process Is Under Control	56	(11)
Defining the System	57	(1)
Determining the Major Processes	57	(1)
Determining if a Major Process Is Stable	58	(9)
After Major Processes Are Stabilized	67	(1)
Continuous Quality Improvement Through Teamwork	68	(12)
The Deming Cycle	69	(1)
Teams and Teamwork	70	(2)
Quality Circles	70	(1)
Quality Teams	71	(1)
The Tools of TQM	72	(5)
Brainstorming	73	(1)
Cause-and-Effect Diagrams	74	(1)
Check Sheets	75	(1)
Pareto Analysis	76	(1)
Improving Systems and Major Processes	77	(3)
Top Management Commitment	80	(9)
Creating a Culture of Quality	80	(3)
Setting the Tone	81	(1)
Key Actions	82	(1)
A Long-Term Perspective	83	(2)
Employee Empowerment	85	(1)
Organizational Goal Displacement in TQM	86	(3)
Losing Sight of the Customer	86	(1)
The Measure and Improve Fallacy	87	(1)
Quality as Everybody's and Nobody's Job	87	(2)
Contractor Involvement	89	(8)
The Quality Implications of Design and Performance Specifications	90	(3)
The Quality Implications of Government Procurement Systems	93	(2)
The Partnership Model of POSC	95	(2)
A Plan for Implementing TQM	97	(6)
Training Top Management	97	(1)
Soliciting Top Management Commitment	98	(1)
Forming the Quality Council	99	(1)
Selecting the Implementation Strategy	100	(1)
Training of Middle Managers and Staff	100	(1)
Collecting and Analyzing Customer Quality Data	101	(1)
Forming Quality Teams	101	(1)
Recognizing Superior Quality Improvement	101	(1)
Continuous Quality Improvement	102	(1)
Afterwood: Quality as a Journey	103	(1)
References	104	(5)
About the Author	109