Fundamentals of total quality management : process analysis and improvement
著者
書誌事項
Fundamentals of total quality management : process analysis and improvement
Chapman & Hall, 1998
大学図書館所蔵 全9件
注記
Includes bibliographical references and index
内容説明・目次
内容説明
The purpose of this text is to provide a framework for the development of understanding some of the basic concepts of Total Quality Management (TQM). It aims to provide students with deeper knowledge of the various principles and core concepts of the subject. It will also help them to learn and appreciate the role of measurement, quality strategy and quality systems in the development of the TQM process. In addition, it provides the reader with an insight into the various aspects of the effective organizational process and quality improvement plans for the development of the required change management process. The work should be of interest to Senior undergraduate and graduate students in business and management sciences, and industrial engineering.
目次
- Part 1 Fundamentals of total quality management: historical evolution of total quality management
- Deming's 14 points, Juran's 10 steps to quality improvement
- definition of quality - exceptional, perfection or consistency, fitness for purpose, value for money, transformative, TQM messages
- philosophy, principles and concepts of TQM - the foundation and the four sides of the TQM pyramid, focus on the customer and the employee, focus on facts, continuous improvements, everybody's participation
- quality management systems and standardization - the concept of the system, quality management systems, Joharry's new window on standardization and causes of quality failures, standardization and creativity, ISO9000 and BS5750 - a stepping stone to TQM?
- the European quality award - the background to the European quality award, the model, assessment criteria, experiences of the European quality award. Part 2 Methods of total quality management: tools for the quality journey - the quality story, the seven tools for quality control, check sheets, the Pareto diagram, the cause-and-effect diagram and the conncetion with the Pareto diagram and stratification, histograms, control charts, scatter diagrams and the connection with the stratification principle, case example - problem solving in a QC circle using some of the seven tools (Hamanako Denso), flow charts, relationship between the tools and the PDCA cycle
- some new management techniques - matrix data analysis, affinity analysis, matrix diagrams, prioritization matrices and analytical hierarchies, an example, measurement of quality - an introduction
- measurement of customer satisfaction - theoretical considerations, a practical procedure, examples
- employee satisfaction - set up focus with employees to determine relevant topics, design the questionnaire including questions about both evaluation and importance for each topic, compile presentation material for all departments and present the material to the departments, carry out the survey, report at both total and department level, form improvement teams, hold an employee conference
- quality checkpoints and quality control points
- quality measurement in product development - definition of the quality concept from a measurement point of view, direct measurement of quality, indirect measurement of quality
- quality costing - the concept of TQM and quality costs, a new method to estimate the total quality costs, advantages and disadvantages of the new method to estimate total quality costs, quality cost measurement and continuous improvements
- benchmarking - what is benchmarking?, what can be benchmarked? how is benchmarking carried through?. Part 3 Process management and improvement: leadership, policy deployment and quality motivation - the PDCA leadership model - a model for policy deployment, leadership and quality motivation. (Part contents)
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