Total Quality Management :
Besterfield, Dale H.
Total Quality Management : For Anna University. - 0 - 1 online resource (486 pages)
Cover -- Contents -- Preface to the Revised Edition -- Preface -- Part One: Principles and Practices -- Chapter 1: Introduction -- Chapter Objectives -- Definition -- Basic Approach -- Gurus of Total Quality Management -- Shewhart -- Ronald Fisher -- Deming -- Juran -- Feigenbaum -- Ishikawa -- Crosby -- Taguchi -- TQM Framework -- Awareness -- Defining Quality -- Historical Review -- Obstacles -- Lack of Management Commitment -- Inability to Change Organizational Culture -- Improper Planning -- Lack of Continuous Training and Education -- Incompatible Organizational Structure and Isolated Individuals and Departments -- Ineffective Measurement Techniques and Lack of Access to Data and Results -- Paying Inadequate Attention to Internal and External Customers -- Inadequate Use of Empowerment and Teamwork -- Failure to Continually Improve -- Benefits of TQM -- TQM Exemplary Organization10 -- Summary -- Exercises -- Chapter 2: Leadership -- Chapter Objectives -- Definitions -- Characteristics of Quality Leaders5 -- Leadership Concepts -- The 7 Habits of Highly Effective People*6 -- Habit 1: Be Proactive* -- Habit 2: Begin with the End in Mind* -- Habit 3: Put First Things First* -- Habit 4: Think Win-Win* -- Habit 5: Seek First to Understand, Then to Be Understood* -- Habit 6: Synergy* -- Habit 7: Sharpen the Saw (Renewal)* -- Ethics7 -- Definition -- The Root Causes of Unethical Behavior -- Ethics Management Program -- Final Comment -- The Deming Philosophy8 -- 1. Create and Publish the Aims and Purposes of the Organization -- 2. Learn the New Philosophy -- 3. Understand the Purpose of Inspection -- 4. Stop Awarding Business Based on Price Alone -- 5. Improve Constantly and Forever the System -- 6. Institute Training -- 7. Teach and Institute Leadership -- 8. Drive Out Fear, Create Trust, and Create a Climate for Innovation. 9. Optimize the Efforts of Teams, Groups, and Staff Areas -- 10. Eliminate Exhortations for the Work Force -- 11a. Eliminate Numerical Quotas for the Work Force -- 11b. Eliminate Management by Objective -- 12. Remove Barriers That Rob People of Pride of Workmanship -- 13. Encourage Education and Self-Improvement for Everyone -- 14. Take Action to Accomplish the Transformation -- Role of TQM Leaders -- Implementation -- Quality Council -- Core Values, Concepts, and Framework -- Visionary Leadership -- Customer-Driven Excellence -- Organizational and Personal Learning -- Valuing Employees and Partners -- Agility -- Focus on the Future -- Managing for Innovation -- Management by Fact -- Public Responsibility and Citizenship -- Focus on Results and Creating Value -- Systems Perspective -- Quality Statements -- Vision Statement -- Mission Statement -- Quality Policy Statement -- Strategic Planning -- Goals and Objectives -- Seven Steps to Strategic Planning18 -- Annual Quality Improvement Program -- Communications19 -- Interactive -- Formal -- Decision Making -- Leadership Survey -- TQM Exemplary Organization21 -- Summary -- Exercises -- Chapter 3: Customer Satisfaction -- Chapter Objectives -- Introduction -- Who is the Customer? -- Customer Perception of Quality -- Performance -- Features -- Service -- Warranty -- Price -- Reputation -- Feedback -- Comment Card -- Customer Questionnaire -- Focus Groups -- Toll-Free Telephone Numbers -- Customer Visits -- Report Card -- The Internet and Computers -- Employee Feedback -- Mass Customization20 -- The American Customer Satisfaction Index21 -- Customer Satisfaction Surveys in India -- Using Customer Complaints -- Service Quality -- Organization -- Customer Care -- Communication -- Front-Line People -- Leadership by Example -- Additional Comments -- Translating Needs into Requirements -- Customer Retention. Additional Comments -- TQM Exemplary Organization38 -- Summary -- Exercises -- Chapter 4: Employee Involvement -- Chapter Objectives -- Introduction -- Motivation -- Maslow's Hierarchy of Needs -- Herzberg's Two-Factor Theory -- Employee Wants -- Achieving a Motivated Work Force8 -- Employee Surveys9 -- Empowerment -- Teams -- Definition -- Why Teams Work -- Types of Teams -- Characteristics of Successful Teams -- Team Member Roles -- Effective Team Meetings -- Stages of Team Development25 -- Ten Common People Problems and Their Solutions31 -- Common Barriers to Team Progress32 -- Training -- Suggestion System35 -- Recognition and Reward -- Gainsharing -- Performance Appraisal -- Unions and Employee Involvement -- Benefits of Employee Involvement -- Additional Comments -- TQM Exemplary Organization44 -- Summary -- Exercises -- Chapter 5: Continuous Process Improvement -- Chapter Objectives -- Introduction -- Process -- The Juran Trilogy2 -- Planning -- Control -- Improvement -- Improvement Strategies4 -- Repair -- Refinement -- Renovation -- Reinvention -- Additional Comments -- Types of Problems5 -- Compliance -- Unstructured -- Efficiency -- Process Design -- Product Design -- The PDSA Cycle -- Problem-Solving Method -- Phase 1: Identify the Opportunity -- Phase 2: Analyze the Current Process -- Phase 3: Develop the Optimal Solution(s) -- Phase 4: Implement Changes -- Phase 5: Study the Results -- Phase 6: Standardize the Solution -- Phase 7: Plan for the Future -- Kaizen -- Reengineering -- Six-Sigma -- Statistical Aspects -- Other Aspects -- Problems -- TQM Exemplary Organization25 -- Summary -- Exercises -- Chapter 6: Performance Measures -- Chapter Objectives -- Introduction -- Basic Concepts1 -- Objectives -- Typical Measurements -- Criteria -- Strategy -- Performance Measure Presentation -- Cost of Quality -- What is the Need for Evaluation?. Categories of Quality Cost -- Data Collection and Reporting -- Relating Quality Cost to Business Measures -- Analysis -- Improvement Action Strategy and Plan -- Limitations of Quality Cost -- Malcolm Baldrige National Quality Award4 -- Criteria for Performance Excellence -- Key Characteristics of the Criteria -- Criteria for Performance Excellence -- Scoring System -- Sample Self-Evaluation5 -- Rajiv Gandhi National Quality Award -- Balanced Score Card -- Comments -- TQM Exemplary Organization7 -- Summary -- Exercises -- Part Two: Tools and Techniques -- Chapter 7: Benchmarking -- Chapter Objectives -- Introduction -- Benchmarking Defined -- Reasons to Benchmark -- Process -- Deciding What to Benchmark -- Understanding Current Performance -- Planning -- Studying Others -- Learning from the Data -- Using the Findings -- Pitfalls and Criticisms of Benchmarking -- TQM Exemplary Organization7 -- Summary -- Exercises -- Chapter 8: Quality Management Systems -- Chapter Objectives -- Introduction -- Benefits of ISO Registration -- ISO 9000 Series of Standards -- Sector-specific Standards -- AS9100 -- ISO/TS 16949 -- TL 9000 -- ISO 9001 Requirements9 -- 1. Scope -- 2. Normative Reference -- 3. Terms and Definitions -- 4. Quality Management System (QMS) -- 5. Management Responsibility -- 6. Resource Management -- 7. Product Realization -- 8. Measurement, Analysis, and Improvement -- Implementation -- 1. Top Management Commitment -- 2. Appoint the Management Representative -- 3. Awareness -- 4. Appoint an Implementation Team -- 5. Training -- 6. Time Schedule -- 7. Select Element Owners -- 8. Review the Present System -- 9. Write the Documents -- 10. Install the New System -- 11. Internal Audit -- 12. Management Review -- 13. Preassessment -- 14. Registration -- Documentation -- Policy -- Procedure -- Work Instructions -- Records -- Document Development. Writing the Documents -- Internal Audits -- Objectives -- Auditor -- Techniques -- Procedure -- Additional Comments -- Registration -- Selecting a Registrar18 -- Registration Process -- Closing Comments -- TQM Exemplary Organization23 -- Summary -- Exercises -- Chapter 9: Environmental Management System -- Chapter Objectives -- Introduction -- ISO 14000 Series Standards -- Organizational Evaluation Standards -- Product Evaluation Standards -- Concepts of ISO 14001 -- Requirements of ISO 140012 -- 4.1 General Requirements -- 4.2 Environmental Policy -- 4.3 Planning -- 4.4 Implementation and Operation -- 4.5 Checking and Corrective Action -- 4.6 Management Review -- Benefits of EMS -- Global4 -- Organizational -- Integrating ISO 14000 with ISO 9000 -- Relationship to Health and Safety -- Additional Comments -- TQM Exemplary Organization15 -- Summary -- Exercises -- Chapter 10: Quality Function Deployment -- Chapter Objectives -- Introduction -- The QFD Team -- Benefits of QFD -- Improves Customer Satisfaction -- Reduces Implementation Time -- Promotes Teamwork -- Provides Documentation -- The Voice of the Customer -- Organization of Information -- Affinity Diagram -- House of Quality -- Building a House of Quality -- Step 1-List Customer Requirements (WHATs) -- Step 2-List Technical Descriptors (HOWs) -- Step 3-Develop a Relationship Matrix Between WHATs and HOWs -- Step 4-Develop an Interrelationship Matrix Between HOWs -- Step 5-Competitive Assessments -- Step 6-Develop Prioritized Customer Requirements -- Step 7-Develop Prioritized Technical Descriptors -- QFD Process -- Examples -- TQM Exemplary Organization3 -- Summary -- Exercises -- Chapter 11: Quality by Design -- Chapter Objectives -- Introduction -- Rationale for Implementation -- Benefits -- Design for Six Sigma -- Teams -- Examples of Teams -- Communication Models -- Implementation -- Tools. Chronology of Quality by Design Tools.
Total Quality Management refers to an integrated approach by management to focus all the functions and levels of an organization on quality and continuous improvement. Over the years total quality management has become very important for improving a firm's processing capabilities in order to sustain competitive advantages. The revised edition of Total Quality Management: For Anna University focuses on encouraging a continuous flow of incremental improvements from the bottom of the organization's hierarchy. Several technical topics are revised for the present context and their relevance to the Indian industry is emphasized.
9788131776308
Electronic books.
658.562
Total Quality Management : For Anna University. - 0 - 1 online resource (486 pages)
Cover -- Contents -- Preface to the Revised Edition -- Preface -- Part One: Principles and Practices -- Chapter 1: Introduction -- Chapter Objectives -- Definition -- Basic Approach -- Gurus of Total Quality Management -- Shewhart -- Ronald Fisher -- Deming -- Juran -- Feigenbaum -- Ishikawa -- Crosby -- Taguchi -- TQM Framework -- Awareness -- Defining Quality -- Historical Review -- Obstacles -- Lack of Management Commitment -- Inability to Change Organizational Culture -- Improper Planning -- Lack of Continuous Training and Education -- Incompatible Organizational Structure and Isolated Individuals and Departments -- Ineffective Measurement Techniques and Lack of Access to Data and Results -- Paying Inadequate Attention to Internal and External Customers -- Inadequate Use of Empowerment and Teamwork -- Failure to Continually Improve -- Benefits of TQM -- TQM Exemplary Organization10 -- Summary -- Exercises -- Chapter 2: Leadership -- Chapter Objectives -- Definitions -- Characteristics of Quality Leaders5 -- Leadership Concepts -- The 7 Habits of Highly Effective People*6 -- Habit 1: Be Proactive* -- Habit 2: Begin with the End in Mind* -- Habit 3: Put First Things First* -- Habit 4: Think Win-Win* -- Habit 5: Seek First to Understand, Then to Be Understood* -- Habit 6: Synergy* -- Habit 7: Sharpen the Saw (Renewal)* -- Ethics7 -- Definition -- The Root Causes of Unethical Behavior -- Ethics Management Program -- Final Comment -- The Deming Philosophy8 -- 1. Create and Publish the Aims and Purposes of the Organization -- 2. Learn the New Philosophy -- 3. Understand the Purpose of Inspection -- 4. Stop Awarding Business Based on Price Alone -- 5. Improve Constantly and Forever the System -- 6. Institute Training -- 7. Teach and Institute Leadership -- 8. Drive Out Fear, Create Trust, and Create a Climate for Innovation. 9. Optimize the Efforts of Teams, Groups, and Staff Areas -- 10. Eliminate Exhortations for the Work Force -- 11a. Eliminate Numerical Quotas for the Work Force -- 11b. Eliminate Management by Objective -- 12. Remove Barriers That Rob People of Pride of Workmanship -- 13. Encourage Education and Self-Improvement for Everyone -- 14. Take Action to Accomplish the Transformation -- Role of TQM Leaders -- Implementation -- Quality Council -- Core Values, Concepts, and Framework -- Visionary Leadership -- Customer-Driven Excellence -- Organizational and Personal Learning -- Valuing Employees and Partners -- Agility -- Focus on the Future -- Managing for Innovation -- Management by Fact -- Public Responsibility and Citizenship -- Focus on Results and Creating Value -- Systems Perspective -- Quality Statements -- Vision Statement -- Mission Statement -- Quality Policy Statement -- Strategic Planning -- Goals and Objectives -- Seven Steps to Strategic Planning18 -- Annual Quality Improvement Program -- Communications19 -- Interactive -- Formal -- Decision Making -- Leadership Survey -- TQM Exemplary Organization21 -- Summary -- Exercises -- Chapter 3: Customer Satisfaction -- Chapter Objectives -- Introduction -- Who is the Customer? -- Customer Perception of Quality -- Performance -- Features -- Service -- Warranty -- Price -- Reputation -- Feedback -- Comment Card -- Customer Questionnaire -- Focus Groups -- Toll-Free Telephone Numbers -- Customer Visits -- Report Card -- The Internet and Computers -- Employee Feedback -- Mass Customization20 -- The American Customer Satisfaction Index21 -- Customer Satisfaction Surveys in India -- Using Customer Complaints -- Service Quality -- Organization -- Customer Care -- Communication -- Front-Line People -- Leadership by Example -- Additional Comments -- Translating Needs into Requirements -- Customer Retention. Additional Comments -- TQM Exemplary Organization38 -- Summary -- Exercises -- Chapter 4: Employee Involvement -- Chapter Objectives -- Introduction -- Motivation -- Maslow's Hierarchy of Needs -- Herzberg's Two-Factor Theory -- Employee Wants -- Achieving a Motivated Work Force8 -- Employee Surveys9 -- Empowerment -- Teams -- Definition -- Why Teams Work -- Types of Teams -- Characteristics of Successful Teams -- Team Member Roles -- Effective Team Meetings -- Stages of Team Development25 -- Ten Common People Problems and Their Solutions31 -- Common Barriers to Team Progress32 -- Training -- Suggestion System35 -- Recognition and Reward -- Gainsharing -- Performance Appraisal -- Unions and Employee Involvement -- Benefits of Employee Involvement -- Additional Comments -- TQM Exemplary Organization44 -- Summary -- Exercises -- Chapter 5: Continuous Process Improvement -- Chapter Objectives -- Introduction -- Process -- The Juran Trilogy2 -- Planning -- Control -- Improvement -- Improvement Strategies4 -- Repair -- Refinement -- Renovation -- Reinvention -- Additional Comments -- Types of Problems5 -- Compliance -- Unstructured -- Efficiency -- Process Design -- Product Design -- The PDSA Cycle -- Problem-Solving Method -- Phase 1: Identify the Opportunity -- Phase 2: Analyze the Current Process -- Phase 3: Develop the Optimal Solution(s) -- Phase 4: Implement Changes -- Phase 5: Study the Results -- Phase 6: Standardize the Solution -- Phase 7: Plan for the Future -- Kaizen -- Reengineering -- Six-Sigma -- Statistical Aspects -- Other Aspects -- Problems -- TQM Exemplary Organization25 -- Summary -- Exercises -- Chapter 6: Performance Measures -- Chapter Objectives -- Introduction -- Basic Concepts1 -- Objectives -- Typical Measurements -- Criteria -- Strategy -- Performance Measure Presentation -- Cost of Quality -- What is the Need for Evaluation?. Categories of Quality Cost -- Data Collection and Reporting -- Relating Quality Cost to Business Measures -- Analysis -- Improvement Action Strategy and Plan -- Limitations of Quality Cost -- Malcolm Baldrige National Quality Award4 -- Criteria for Performance Excellence -- Key Characteristics of the Criteria -- Criteria for Performance Excellence -- Scoring System -- Sample Self-Evaluation5 -- Rajiv Gandhi National Quality Award -- Balanced Score Card -- Comments -- TQM Exemplary Organization7 -- Summary -- Exercises -- Part Two: Tools and Techniques -- Chapter 7: Benchmarking -- Chapter Objectives -- Introduction -- Benchmarking Defined -- Reasons to Benchmark -- Process -- Deciding What to Benchmark -- Understanding Current Performance -- Planning -- Studying Others -- Learning from the Data -- Using the Findings -- Pitfalls and Criticisms of Benchmarking -- TQM Exemplary Organization7 -- Summary -- Exercises -- Chapter 8: Quality Management Systems -- Chapter Objectives -- Introduction -- Benefits of ISO Registration -- ISO 9000 Series of Standards -- Sector-specific Standards -- AS9100 -- ISO/TS 16949 -- TL 9000 -- ISO 9001 Requirements9 -- 1. Scope -- 2. Normative Reference -- 3. Terms and Definitions -- 4. Quality Management System (QMS) -- 5. Management Responsibility -- 6. Resource Management -- 7. Product Realization -- 8. Measurement, Analysis, and Improvement -- Implementation -- 1. Top Management Commitment -- 2. Appoint the Management Representative -- 3. Awareness -- 4. Appoint an Implementation Team -- 5. Training -- 6. Time Schedule -- 7. Select Element Owners -- 8. Review the Present System -- 9. Write the Documents -- 10. Install the New System -- 11. Internal Audit -- 12. Management Review -- 13. Preassessment -- 14. Registration -- Documentation -- Policy -- Procedure -- Work Instructions -- Records -- Document Development. Writing the Documents -- Internal Audits -- Objectives -- Auditor -- Techniques -- Procedure -- Additional Comments -- Registration -- Selecting a Registrar18 -- Registration Process -- Closing Comments -- TQM Exemplary Organization23 -- Summary -- Exercises -- Chapter 9: Environmental Management System -- Chapter Objectives -- Introduction -- ISO 14000 Series Standards -- Organizational Evaluation Standards -- Product Evaluation Standards -- Concepts of ISO 14001 -- Requirements of ISO 140012 -- 4.1 General Requirements -- 4.2 Environmental Policy -- 4.3 Planning -- 4.4 Implementation and Operation -- 4.5 Checking and Corrective Action -- 4.6 Management Review -- Benefits of EMS -- Global4 -- Organizational -- Integrating ISO 14000 with ISO 9000 -- Relationship to Health and Safety -- Additional Comments -- TQM Exemplary Organization15 -- Summary -- Exercises -- Chapter 10: Quality Function Deployment -- Chapter Objectives -- Introduction -- The QFD Team -- Benefits of QFD -- Improves Customer Satisfaction -- Reduces Implementation Time -- Promotes Teamwork -- Provides Documentation -- The Voice of the Customer -- Organization of Information -- Affinity Diagram -- House of Quality -- Building a House of Quality -- Step 1-List Customer Requirements (WHATs) -- Step 2-List Technical Descriptors (HOWs) -- Step 3-Develop a Relationship Matrix Between WHATs and HOWs -- Step 4-Develop an Interrelationship Matrix Between HOWs -- Step 5-Competitive Assessments -- Step 6-Develop Prioritized Customer Requirements -- Step 7-Develop Prioritized Technical Descriptors -- QFD Process -- Examples -- TQM Exemplary Organization3 -- Summary -- Exercises -- Chapter 11: Quality by Design -- Chapter Objectives -- Introduction -- Rationale for Implementation -- Benefits -- Design for Six Sigma -- Teams -- Examples of Teams -- Communication Models -- Implementation -- Tools. Chronology of Quality by Design Tools.
Total Quality Management refers to an integrated approach by management to focus all the functions and levels of an organization on quality and continuous improvement. Over the years total quality management has become very important for improving a firm's processing capabilities in order to sustain competitive advantages. The revised edition of Total Quality Management: For Anna University focuses on encouraging a continuous flow of incremental improvements from the bottom of the organization's hierarchy. Several technical topics are revised for the present context and their relevance to the Indian industry is emphasized.
9788131776308
Electronic books.
658.562