Managing quality

著者

書誌事項

Managing quality

Barrie G. Dale

Blackwell Business, 1999

3rd ed

  • : hbk
  • : pbk

大学図書館所蔵 件 / 全15件

この図書・雑誌をさがす

注記

Includes bibliographical references and index

内容説明・目次

内容説明

This comprehensive and successful Total Quality Management text has developed a following amongst students, academics and practitioners. It provides readers with an appreciation of the concepts and principles of TQM and is a wide-ranging source of reference for the many associated tools, techniques and systems. For the third edition of this successful text, the author has undertaken a complete revision based on feedback from users of the previous two editions. There are new contributors and additional chapters have been added to reflect recent developments in the field. New material has been introduced on:The role of management in Total Quality Management.Policy deployment.Sustaining TQM.Business Process Re-engineering.Self-assessment, models, quality awards.In addition, some of the material has been re-ordered and changes have been made to the terminology. This text balances contributions from practitioners with those from the academic community and can be used to gain an overview of TQM as a whole, to find new ideas or angles on TQM, or to dip into a particular subject, since each chapter also stands alone.

目次

List of Figures. List of Tables. List of Contributors. Preface. List of Standards. List of Abbreviations. Part I: The Development of Total Quality Management (TQM): 1. TQM: An Overview: B. G. Dale (UMIST). Introduction. The Evolution of Quality Management. The Key Elements of TQM. What is the 'Received Wisdom'? Change and Continuous Improvement. How do Companies Get Started? Summary: Developing TQM. 2. The Role of Management in TQM: B. G. Dale. Introduction. The Need for Senior Managers to Get Involved in TQM. What Senior Managers Need to Do about TQM. The Role of Middle Managers. The Role of First Line Managers. Summary. 3. The Japanese Approach to TQM: B. G. Dale. Introduction. Customer Satisfaction. Long-Term Planning. Research and Development (R & D). The Motivation for Starting TQM. Organizing and Planning for Quality. Management of Improvement. Visible Management Systems. Involvement of People. Education and Training. Total Productive Maintenance (TPM). Just in Time (JIT). Summary. 4. Levels of TQM Adoption: B. G. Dale and D. M. Lascelles. Introduction. Level 1-Uncommitted. Level 2-Drifters. Level 3-Tool Pushers. Level 4-Improvers. Level 5-Award Winners. Level 6-World Class. Summary. Part II: The Business Context of TQM: 5. Policy Deployment: R. G. Lee and B. G. Dale. Introduction. Definition: Policy Deployment. What is Policy Deployment? What Policy Deployment is Not. The Policy Deployment Process. A Check-Reflect-Improve-Scrutinize-Pass (CRISP) Approach to Policy Deployment. Summary. 6. Designing for Quality: B. G. Dale. Introduction. Design Planning and Objectives. The Main Stages in Design and Development. Design, Maintainability and Safety. Design and Standardization Philosophy. The Standards Manual. Variety Control. Value Engineering. Design Qualification and Validation. Design Review and Audit. Product Testing and Measurement. Evaluation of the Design Process. Document (or Design) Change Control and Feedback. Summary. 7. Quality Costing: B. G. Dale. Introduction. Definition and Categorization of Quality Costs. Collecting Quality Costs. Some Cost Aspects of Manufacturing Industry. Reporting Quality Costs. Uses of Quality Costs. Summary. Part III: The Introduction of TQM: 8. A Framework for Introducing TQM: B. G. Dale. Introduction. Organizing. Systems and Techniques. Measurement and Feedback. Changing the Culture. Use of the Framework. Summary. 9. Managing Service Quality: B. R. Lewis (UMIST). Introduction. The Service Environment. Defining Service Quality. The Role of Personnel in Service Delivery. Service Delivery. Summary. 10. Managing People in a TQM Context: A. Wilkinson (University of Loughborough). Introduction. TQM - The HR Problem? The Two Sides of TQM. TQM, HR and Industrial Relations. Employee Involvement. Organizational Culture. HR Policies and Practices. Summary. 11. Supplier Development: B. Burnes (UMIST) and B. G. Dale. Introduction. Long-Term Issues of Partnerships. Barriers to Developing Partnerships. Conditions of Partnership. The Issues to be Considered in Partnership. The Process of Partnership. Potential Difficulties of Operating Partnerships. Summary. 12. Sustaining TQM: B. G. Dale. Introduction. TQMSAT: Development and Methodology. Category 1 - Internal/External Environment. Category 2 - Management Style. Category 3 - Policies. Category 4 - Organization Structure. Category 5 - Process of Change. Summary. Part IV: Quality Management Systems, Tools and Techniques. 13. Quality Management Systems: B. G. Dale. Introduction. What is Quality Assurance (QA)? What is a 'Quality System'? The Development of Quality System Standards. The ISO9000 Series of Standards. Quality System Assessment and Registration. ISO9000 Series Registration: A Model for Small Companies. Benefits and Limitations of the ISO9000 Series of Standards. Summary. 14. Tools and Techniques: An Overview: B. G. Dale and P. Shaw (UMIST). Introduction. Selecting Tools and Techniques. Difficulties and Issues Relating to the Use of Tools and Techniques. Flow Charts. Check Lists. Check Sheets. Tally Charts and Histograms. Graphs. Pareto Analysis. Cause and Effect Diagrams. Brainstorming. Scatter Diagrams and Regression Analysis. The Seven Management Tools. Departmental Purpose Analysis (DPA). Mistake-proofing. Summary. 15. Quality Function Deployment (QFD): I. Ferguson and B. G. Dale. Introduction. Understanding Customer Needs. QFD Road: The Main Steps. Deploying Customer Needs into Product and Process Definition. The Benefits of the Four-stage Approach. Difficulties Associated with QFD. Implementation of QFD. Summary. 16. Design of Experiments (DOE). I. Ferguson and B. G. Dale. Introduction. Methods of Experimentation. Taguchi: An Overview of his Approach. Achieving Robust Design: Tile Manufacture Example. Steps in Experimental Design. Summary. 17. Failure Mode and Effects Analysis (FMEA): J. Aldridge and B. G. Dale. Introduction. What is FMEA? Development of a Design FMEA. Development of a Process FMEA. Analysis of Failure Data. Recommended Actions for Design and Process FMEA. Background to the Use of FMEA at Allied Signal. Developing the Use of FMEA at Allied Signal. Summary. 18. Statistical Process Control (SPC): B. G. Dale and P. Shaw (UMIST). Introduction. What is SPC? The Development of SPC. Some Basic Statistics - Averages and Measures of Dispersion. Variation and Process Improvement. Variable and Attribute Data. Data Collection. Construction of Control Charts Using Variables Data. Interpreting a Variables Control Chart. Construction of Control Charts using Attribute Data. Construction and Interpretation of Control Charts. Process Capability. Implementation of SPC. Difficulties Experienced in Introducing and Applying SPC. Summary. 19. Benchmarking: R. Love and B. G. Dale. Introduction. Company Background. Why Benchmarking? Success Factors. Difficulties and Pitfalls. Key Learning Lessons. Summary. 20. Business Process Re-Engineering (BPR): J. Macdonald and B. G Dale. Introduction. Approaches Used in BPR. The Principles of BPR. Risks and Benefits of BPR. Implementation of BPR. BPR Methodology. Summary. 21. Teams and Teamwork: B. G. Dale. Introduction. The Role of Teams in Continuous Improvement. Types of Teams. Differences between Teams. Commonalities between Teams. Evaluation of Teams. Team Competition. Guidelines for Developing Effective Teams. Summary. 22. Self-Assessment, Models and Quality Awards: B. G. Dale. Introduction. TQM and Business Performance. Award Models. The Self-assessment Process. Self-assessment: What is the State of the Art? Summary. Part V: TQM Through Continuous Improvement. 23. Managing Quality: Epilogue: B. G. Dale. Introduction. The Importance of Quality. TQM: A Continuous Process. Measuring Progress Towards TQM. TQM Issues which Need to be Considered in the Future. Summary. Index. Summary. Index.

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