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Managing Quality. An Essential Guide and Resource Gateway. 6th Edition

  • ID: 3641131
  • Book
  • 352 Pages
  • John Wiley and Sons Ltd
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This popular and highly successful text on quality management has been fully revised and updated to reflect recent developments in the field. This sixth edition includes new sections on value stream mapping and real–world insights into agile development, emerging markets, product research, evidence–based decision making and quality control. Offering tools, techniques and quality systems, some of the material and terminology has been adapted to bring the book completely up–to–date. Contributions from new co–author David Bamford, an experienced teacher and practitioner, offer fresh expertise on the strategic implementation of quality management.

Managing Quality is now accompanied with useful digital resources such as instructor materials, additional case studies, study aids and more via the book product page at [external URL] An essential resource for students and practitioners alike.

′In business "what" we want to achieve is usually very transparent effectiveness, efficiency, profitability, etc. How we go about realising these goals is the challenging part. This modern guide to quality management helps to inform the "how". Its structured framework (development, business context, tools and techniques, sustaining) offers clarity of approach and detailed description at both macro and micro level.′
Alex Dixon, Director of Development & Construction, Bromford

′In a World increasingly focused on customer experience and satisfaction, as a means to compete and sustain business results, quality plays a greater role today than at any time before. The refocus on TQM here is refreshing and timely.′
Vernon Barker, Managing Director, Vernon Barker Consultancy Limited; Formerly Managing Director, FirstGroup Plc, UK Rail

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List of Figures xi

List of Tables and Boxes xiii

Acknowledgements xv

Preface xvii

About the Authors xxi

Part One The Development and Introduction of Total Quality Management (TQM) 1

Chapter 1 TQM: An Overview and the Role of Management 3B. G. DALE, M. PAPALEXI, D. BAMFORD AND A. VAN DER WIELE

Introduction 3

What is Quality? 4

Why is Quality Important? 11

The Evolution of Quality Management 15

The Key Elements of TQM 22

The Need for Senior Managers to Get Involved in TQM 25

What Senior Managers Need to Know about TQM 28

What Senior Managers Need to Do about TQM 29

Summary 33

References 33

Chapter 2 The Received Wisdom on TQM 37B. G. DALE, M. PAPALEXI, D. BAMFORD AND A. VAN DER WIELE

Introduction 37

Crosby (1926 2001) 37

Deming (1900 1993) 39

Feigenbaum (1922 2014) 41

Juran (1904 2008) 43

Are the Approaches of these Gurus Different? 44

Imai (b. 1930) 45

Ishikawa (1915 1989) 45

Shingo (1909 1990) 46

Taguchi (1924 2012) 47

Japanese–Style Total Quality 48

Summary 49

References 50

Chapter 3 The Introduction and a Framework for TQM 53B. G. DALE, M. PAPALEXI, D. BAMFORD AND A. VAN DER WIELE

Introduction 53

Change and Continuous Improvement 54

Forces for Change 55

How Do Companies Get Started? 57

Approaches to TQM 58

A Framework for the Introduction of TQM 60

Organizing 63

Systems and Techniques 66

Measurement and Feedback 67

Changing the Culture 69

Use of the Framework 72

Outcomes 74

Summary 74

References 75

Part Two The Business Context of TQM 77

Chapter 4 Policy Deployment 79R. G. LEE, B. G. DALE, I. REID AND D. BAMFORD

Introduction 79

Definitions: Policy Deployment 81

What is Policy Deployment? 82

What Policy Deployment is Not 84

The Policy Deployment Process 85

A Check–Reflect–Improve–Scrutinize–Pass (CRISP) Approach to Policy Deployment 92

Summary 97

References 99

Chapter 5 Quality Costing 101B. G. DALE, I. REID AND D. BAMFORD

Introduction 101

Definition and Categorization of Quality Costs 101

Collecting Quality Costs 105

Some Cost Aspects in Business 108

Reporting Quality Costs 110

Uses of Quality Costs 112

Summary 116

References 117

Chapter 6 Managing Service Quality 119B. R. LEWIS, I. REID AND D. BAMFORD

Introduction 119

The Service Environment 120

Defining Service Quality 122

The Role of Personnel in Service Delivery 128

Service Delivery 130

Summary 135

References 136

Chapter 7 Supplier Development 141B. G. DALE, B. BURNES, I. REID AND D. BAMFORD

Introduction 141

Long–Term Issues of Partnership 142

Barriers to Developing Partnerships 143

Conditions of Partnership 146

The Issues to be Considered in Partnership 147

The Process of Partnership 151

Potential Difficulties of Operating Partnerships 153

Summary 154

References 156

Part Three Quality Management Systems, Tools and Techniques 159

Chapter 8 Quality Management Systems and the ISO 9000 series 161B. G. DALE, B. DEHE AND D. BAMFORD

Introduction 161

What is Quality Assurance? 161

What is a Quality Management System? 162

The Development of Quality Management System Standards 163

The ISO 9000 Series of Standards: An Overview 166

Implementation Guidelines for ISO 9001 168

Quality Management System Assessment and Registration 171

ISO 9000 Series Registration: A Model for Small Companies 172

Benefits and Limitations of the ISO 9000 Series of Standards 175

Summary 179

References 180

Chapter 9 Quality Management Tools 181B. G. DALE, B. DEHE AND D. BAMFORD

Introduction 181

Selecting Tools and Techniques 182

Difficulties and Issues Relating to the Use of Tools and Techniques 186

Problem–Solving Methodology 187

Checklists 192

Flowcharts 192

Checksheets 193

Tally Charts and Histograms 195

Graphs 197

Pareto Analysis 198

Cause–and–Effect Diagrams 200

Scatter Diagrams and Regression Analysis 202

The Seven Management Tools 202

Summary 212

References 213

Chapter 10 Quality Management Techniques 215B. G. DALE, B. DEHE AND D. BAMFORD

Introduction 215

Quality Function Deployment 215

Design of Experiments 224

Failure Mode and Effects Analysis 226

Statistical Process Control 234

Benchmarking 243

Business Process Re–engineering and Value Stream Mapping 249

Six Sigma 257

References 265

Part Four TQM through Continuous Improvement 269

Chapter 11 Teams and Teamwork 271B. G. DALE, J. BAMFORD, D. BAMFORD AND A. VAN DER WIELE

Introduction 271

The Role of Teams in Continuous Improvement 272

Types of Teams 272

Evaluation of Teams 278

Team Competition 279

Guidelines for Developing Effective Teams 279

Summary 281

References 282

Chapter 12 Self–Assessment, Models and Quality Awards 283B. G. DALE, J. BAMFORD, D. BAMFORD AND A. VAN DER WIELE

Introduction 283

Quality, TQM, Strategic Process Improvement and Excellence 286

Award Models 287

The Self–Assessment Process 293

Success Factors for Self–Assessment 295

Difficulties with Self–Assessment 295

Summary 296

References 298

Chapter 13 Managing Quality: New Challenges 301B. G. DALE, J. BAMFORD, D. BAMFORD AND A. VAN DER WIELE

Introduction 301

Developments 301

Old Quality Management 303

New Quality Management 304

TQM and Strategic Process Improvement in the BRIC Economies 308

Summary 309

References 310

Chapter 14 Managing Quality: The Future 311B. G. DALE, J. BAMFORD, D. BAMFORD AND A. VAN DER WIELE

Introduction 311

The Importance of Quality 311

Quality Management: A Continuous Process 312

Measuring Progress towards Quality Management 313

Quality Management Issues which Need to be Considered in the Future 317

Summary 320

References 320

Index 321

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Barrie G. Dale
David Bamford
Ton van der Wiele
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