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Total Quality Management, 4th Edition by Pearson

Name: Total Quality Management, 4th Edition by Pearson
Author: Poornima M Charantimath
ISBN: 9789354494307

by Poornima M Charantimath

December 2022

Intermediate to advanced

546 pages

20h 9m

English

Pearson India

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Cover
About Pearson
Halftitle Page
Title Page
Dedication
About the Author
Brief Contents
Contents
Foreword
Preface

Key Features
Reviewers
1. Quality Concepts
INTRODUCTIONDefinitions of QualityQuality Control Versus Quality AssuranceEvolution of TQMThe Four Stages of TQMImportance of QualityQuality and ProfitFitness for UseTypes of QualityQuality of DesignQuality of ConformanceQuality of PerformanceDimensions of Product and Service QualityDimensions of Service QualityTotal Quality Management Excellence (TQMEX) ModelThe Japanese 5-SBusiness Process ManagementQuality Control CirclesThe Seven Quality Control ToolsQuality Management SystemTotal Productive MaintenanceTotal Quality ManagementPurpose of TQM ProgrammeBenefits of TQMSummaryKey TermsCase Study: Quality Initiatives at TATA MotorsShort-Answer QuestionsMatch the FollowingDiscussion QuestionsProjectsReferences
2. Leadership and Strategic Quality Management
INTRODUCTIONDefining LeadershipQuality LeadershipLeadership FunctionsVisionary LeadershipSix Natural Levels of Leadership CompetenciesBasic Leadership Competency LevelsQuality Guru’s Contribution to TQMWalter ShewhartW. Edwards DemingThe Deming Cycle: PDCA CyclePDCA Cycle—DescriptionApplications of the PDCA CycleThe Ramp of ImprovementThe Deming Chain ReactionDeming’s 14-Point MethodologyDeming’s Red Bead ExperimentJoseph JuranJuran’s Quality TrilogyJuran’s FormulaArmand FeigenbaumKey Elements of Feigenbaum’s Philosophy of Quality ControlPhilip CrosbyCrosby’s 14 StepsKaoru IshikawaGenichi TaguchiTaguchi’s ApproachRobust DesignFive Primary Tools of Robust DesignTaguchi’s Quality Loss FunctionExample: An Exercise in Taguchi’s QLFSignal-to-Noise (S/N) RatioQuality characteristicDesign of ExperimentsAdvantages of DOE Using Taguchi’s ApproachOrder of Running ExperimentsOrthogonal ArraysDr Shingo ShigeoShingo’s Key TeachingsShingo’s Theory of Just in Time (JIT)Shingo’s Theory of SMEDShingo’s Theory of ZQCThe Shingo Prize for Operational ExcellenceMasaaki ImaiQuality CultureFive Stages of Quality CultureBuilding Quality CultureQuality StatementsStrategic Quality ManagementThe Strategy ProcessFive Phases of SQMKey Strategic Principles Pertaining to the Dynamics for Strategic ChangeHoshin Kanri: The Japanese SQM ModelBalanced Score CardThe Learning and Growth PerspectiveThe Business Process PerspectiveThe Customer PerspectiveThe Financial PerspectiveBenefits of Balanced ScorecardSummaryKey TermsCase Study: Total Quality Management At Sundaram Clayton LimitedShort-Answer QuestionsMatch the FollowingDiscussion QuestionsProjectsReferences
3. Customer Driven Quality
INTRODUCTIONWho Is a ‘Customer’?Customer Perceptions of QualityNeed for Customer FocusBuyer–Supplier RelationshipsCRM DefinedEmergence of CRMSchools of Thought on CRMPurpose/Objectives of CRMComponents of CRMTypes of CRMThe Ladder of LoyaltyLevel 1 – Financial BondsLevel 2 – Social BondsLevel 3 – Customisation BondsLevel 4 – Structural BondsCustomer DefectionsTypes of DefectorsZero DefectionsCustomer Retention ProgrammesEconomics of Customer Relationship ManagementCreating Relationship Value (Lifetime Value of Customers)Dimensions of CLTVCustomer PortfoliosHow Do We Make a CLTV Method Successful?Customer Value ManagementThree Rs of the CVM CycleCustomer Acquisition and SegmentationCustomer Acquisition ManagementLinking Profitability and LoyaltyCustomer Lifecycle ManagementFramework for Building CRM StrategyTen Tips to Build Customer LoyaltyModels of CRM1. The Identify, Differentiate, Interact, Customise (IDIC) Model2. The Value Discipline Model3. The Gartner Competency Model4. The QCi Model5. Payne’s Five-Process Model6. The Francis Buttle Model (CRM Value Chain)Implementation of CRMCRM in B2B and B2C ContextCRM ScorecardsTools Used for Determining Customer ExpectationsRole of IT in CRMe-CRMDifferent Levels of e-CRMBenefits of CRMCRM FutureQuality Control Circles (QCC)Concept of Quality CirclePhilosophical Foundation of Quality CirclesCharacteristics of Quality CirclesObjectives of Quality CirclesBasic Organisational Structure of Quality CirclesRole of the Quality Circle MemberRole of the Quality Circle LeaderRole of the FacilitatorQualities Required for a FacilitatorRole of the Management (Steering Committee)Steps for Establishing QCCsQCC Operation CycleQCC and Employee EmpowermentHow Do We Empower Employees?The Suggestion SystemBenefits of the Suggestion SystemStandards for the Suggestion SchemeProcedure for Introducing Suggestion SystemsService Industry and QualityClassification of ServicesThe SERVQUAL ModelService Personal Values (SERPVAL) ScaleImproving the Service QualityPrerequisites for Achieving Service QualitySummaryKey TermsCase Study: Total Quality Management at HDFC BankShort-Answer QuestionsMatch the FollowingDiscussion QuestionsProjectsReferences
4. Management System Standards
INTRODUCTIONInstitutions Promoting Quality Movement in IndiaBureau of Indian Standards (BIS)Quality Council of IndiaCII Institute of QualityDevelopment of the ISO 9000 StandardsISO 9001:2015Benefits of ISO 9001 CertificationQuality Management PrinciplesQuality Management Systems (QMS): An IntroductionProcess ApproachISO 9001:2015 Quality Management Systems RequirementsBasic ClausesISO 9000:2015, Quality Management Systems – Fundamentals and VocabularyISO 9001:2015 StructureMain ClausesClause 4.1: Understanding the Organisation and its ContextClause 4.2: Understanding the Needs and Expectations of Interested PartiesClause 4.3: Determining the Scope of the Quality Management SystemClause 4.4: Quality Management System and its ProcessesClause 5: LeadershipClause 5.1: Leadership and CommitmentClause 5.2: Quality PolicyClause 5.3: Organisational Roles, Responsibilities, and AuthoritiesClause 6: PlanningClause 6.1: Actions to Address Risks and OpportunitiesClause 6.2: Quality Objectives and Planning to Achieve themClause 6.3: Planning of ChangesClause 7: SupportClause 7.1: ResourcesClause 7.2: CompetenceClause 7.3: AwarenessClause 7.4: CommunicationClause 7.5: Documented InformationClause 8: OperationClause 8.1: Operational Planning and ControlClause 8.2: Determination of Requirements for Products and ServicesClause 8.3: Design and Development of Products and ServicesClause 8.4: Control of Externally Provided Products and ServicesClause 8.5: Production and Service ProvisionClause 8.6: Release of Products and ServicesClause 8.7: Control of Nonconforming Process Outputs, Products, and ServicesClause 9: Performance EvaluationClause 9.1: Monitoring, Measurement, Analysis, and EvaluationClause 9.2: Internal AuditClause 9.3: Management ReviewClause 10: ImprovementClause 10.1: GeneralClause 10.2: Nonconformity and Corrective ActionClause 10.3: Continual ImprovementAnnex A (informative): Clarification of New Structure, Terminology, and ConceptsAnnex B (informative): Other International Standards on Quality Management and QMS Developed by ISO/TC 176Mandatory Documents and Records Required by ISO 9001:2015Non-Mandatory DocumentsISO 14000 SeriesKey Benefits of Environmental Management SystemRequirements of ISO 14001:2015Mandatory Documents and Records Required by ISO 14001:2015Occupational Health and Safety Management System (OH&S MS)ISO 45001:2018Requirements of ISO 45001:2018Mandatory Documents Required by ISO 45001:2018Mandatory Records Required by ISO 45001:2018Non-Mandatory DocumentsIntegrated Management SystemThe Annex SL Management System TemplateAuditing Management SystemsGuidelines for Auditing Management Systems (19011:2018)5 Managing an Audit Programme5.1 General5.2. Establishing audit programme objectives5.3 Determining and Evaluating Audit Programme Risks and Opportunities5.4 Establishing the audit programme5.5 Implementing audit programme5.6 Monitoring Audit Programme5.7 Reviewing and Improving Audit Programme6 Conducting an Audit6.1 General6.2 Initiating Audit6.3 Preparing Audit Activities6.4 Conducting Audit Activities6.5 Preparing and distributing audit report6.6 Completing Audit6.7 Conducting Audit Follow-up7 Competence and Evaluation of Auditors7.1 General7.2 Determining Auditor Competence7.3 Establishing Auditor Evaluation Criteria7.4 Selecting Appropriate Auditor Evaluation Method7.5 Conducting Auditor Evaluation7.6 Maintaining and Improving Auditor CompetenceIntegrated ISO Management System AuditsThird-Party Management SystemsAudit (Certification Audits)ISO/IEC 17021:2015Four Phases of an AuditSteps to ISO CertificationInternational Organisation for Standardisation RegistrarsSummaryKey TermsCase Study: Total Quality Management at Hyundai MotorsShort-Answer QuestionsMatch the FollowingDiscussion QuestionsProjectsReferences
5. Lean Management
INTRODUCTIONLean Management Principles3M - Muda, Mura and MuriLean Tools and TechniquesValue Stream Mapping (VSM)KaizenGetting Started with KaizenGemba KaizenTools for KaizenIdentifying Opportunities for KaizenGuidelines for Preparing the Kaizen ProposalKaizen SheetBenefits of KaizenCompany-wide Quality Control (CWQC)Characteristics of CWQCKaizen – The PracticeManagement-Oriented KaizenGroup-Oriented KaizenIndividual-Oriented KaizenKaizen Participation IndexWhat is 5S?The 5S MovementImplementing 5S in an OrganisationConducting a 5S Audit1S Audit2S Audit3S Audit4S Audit5S AuditBenefits of 5S ProgrammeJust-in-Time (JIT)KanbanHeijunkaHow to Implement Heijunka?Benefits of HeijunkaPoka-YokeStep-by-Step Process in Applying Poka-YokePoka-Yoke DevicesSMED (Single-Minute Exchange of Dies)Total Productive Maintenance (TPM)History of TPMObjectives of TPMOverall Equipment Effectiveness (OEE)Six Big LossesEight Pillars of TPMPillar 1 – Jishu Hozen (Autonomous Maintenance)Pillar 2 – Kobetsu Kaizen (Focused Improvement)Pillar 3 – Planned Maintenance (PM)Pillar 4 – Hinshitsu Hozen (Quality Maintenance)Pillar 5 – Education and TrainingPillar 6 – Development Management (Early Management)Pillar 7 – Safety, Health and EnvironmentPillar 8 – Office TPMPQCDSM in Office TPMHow Does Office TPM Support Plant TPM?Extension of office TPM to Suppliers and DistributorsImplementing TPMTPM – Various MythsTPM AwardsTheory of ConstraintsIntegrating Theory of Constraints (TOC) with LeanSummaryKey TermsCase Study: Total Quality Management at Toyota MotorsShort-Answer QuestionsMatch the FollowingDiscussion QuestionsProjectsReferences
6. Statistical Concepts in Quality
INTRODUCTIONVariationVariation Due to Natural CausesVariation Due to Assignable CausesStatistical Process Control (SPC)Quality Control MeasurementsProbability DistributionsLaws of ProbabilityNormal DistributionMeasurement System Analysis (MSA)Precision and Accuracy of the Method of MeasurementProcess CapabilityProcess Capability StudyProcess Capability IndicesProcess Performance Capability RatioSamplingAcceptance SamplingSampling PlansQuality AssuranceQuality Assurance SystemDesigning the Quality Assurance SystemSummaryKey TermsCase Study: Total Quality Management at Apollo HospitalsShort-Answer QuestionsMatch the FollowingDiscussion QuestionsProjectsReferences
7. Quality Improvement Tools
INTRODUCTIONThe Pareto ChartCause-and-Effect DiagramCheck SheetHistogramScatter DiagramControl ChartsNatural VariationsAssignable VariationsTypes of ErrorsSteps in the Construction of Control ChartsAnalysis of Patterns on Control ChartsTypes of Control ChartsControl Charts for Variablesand R ChartsSpecial Control Charts for Variables Data ( and S Charts)Control Charts for Attributesp Chartsnp ChartCharts for Defectsc Chartsu ChartsGraphsRadar ChartsApplications of the Seven Quality Control Tools in Six SigmaThe Seven New Management and Planning ToolsAffinity DiagramRelations DiagramSystematic or Tree DiagramMatrix DiagramMatrix Data AnalysisArrow DiagramProcess Decision Program Chart (PDPC)Using Pareto Analysis to Focus on Reliability Improvement at NTPCSummaryKey TermsCase Study: Total Quality Management at HCLShort-Answer QuestionsMatch the FollowingDiscussion QuestionsProjectsReferences
8. Six Sigma Tools and Techniques
INTRODUCTIONKey Six Sigma ConceptsThe Six Sigma Quality LevelSix Sigma Versus Three SigmaShifts and its RoleUnshifted ProcessesThree Sigma Process with a 0.0 Shift in the MeanSix Sigma Process with a 0.0 Shift in the MeanShifted ProcessesThree Sigma Process with a 1.5 Sigma Shift in the MeanSix Sigma Process with a 1.5 Sigma Shift in the MeanDefects Per Million Opportunities (DPMO)Six Sigma StrategyImplementing Six SigmaDefine, Measure, Analyse, Improve and Control (DMAIC)Define, Measure, Analyse, Design and Verify (DMADV)Six Sigma Training ProgrammesChampions and SponsorsMaster Black BeltBlack BeltGreen BeltYellow BeltImplementation of Six SigmaQuality Function Deployment (QFD)House of QualityBuilding the House of QualityFailure Mode and Effect Analysis (FMEA)When to Use FMEA?Types of FMEAsFMEA—ProcedureBenefits of FMEACost of Quality (COQ)Size of Four Categories of Quality CostsHidden Quality CostsTotal Quality CostsQuality Costs in Service OrganizationsIdentifying and Using Quality Cost InformationCost of Quality AssessmentQuality Cost IndicesSummaryKey TermsCase Study: Total Quality Management at Mumbai Tiffin Box Suppliers Charity TrustShort Answer QuestionsMatch the FollowingDiscussion QuestionsProjectsReferences
9. Benchmarking
INTRODUCTIONBenchmarking: What is it?An Overview of BenchmarkingThe Evolution of BenchmarkingAdvantages of BenchmarkingTypes of Benchmarking1. Strategic Benchmarking2. Performance Benchmarking3. Process Benchmarking4. Functional Benchmarking5. Internal Benchmarking6. External Benchmarking7. International BenchmarkingDesigning the Benchmarking ProcessPhases in the Benchmarking ProcessGuidelines for Successful BenchmarkingPrerequisites for BenchmarkingCode of Conduct for BenchmarkingCosts of BenchmarkingGuidelines for Successful BenchmarkingLimitations to BenchmarkingCommon Pitfalls in BenchmarkingSummaryKey TermsCase Study: Benchmarking at Xerox CorporationShort-Answer QuestionsMatch the FollowingDiscussion QuestionsProjectReferences
10. Business Process Reengineering
INTRODUCTIONWhen is BPR Used?Key Concepts of BPRThe Fundamental QuestionsRadicalDramaticProcessesCustomersThe 3 R’s of Re-engineering1. Rethink2. Redesign3. RetoolEmergence of BPRRequirements of the Re-engineering Process1. Clean Slate Approach2. Critical Processes3. Process Analysis4. Cross-functional Teams5. Strong Leadership6. Information TechnologyRules of BPRBenefits of BPRBusiness Process Re-engineering MethodologiesThe Hammer and Champy MethodologyDavenport’s and Short’s MethodologyProcess Analysis and Design Methodology (PADM)Jacobson’s Methodology/Object-oriented MethodologyConsolidated MethodologyImplementation of BPRImplementation of BPR in ProjectsRe-engineering in the Service and Manufacturing IndustryRe-engineering in the Service SectorRe-engineering in the Manufacturing SectorRe-engineering StructureBPR LeaderProcess OwnersRe-engineering TeamsOther Employees Involved in the Re-engineering ProcessBPR Teams in Project ManagementLimitations and Issues in BPRThe Relationship Between BPR and TQMSummaryKey TermsCase Study: Business Process Engineering at Mahindra & Mahindra LimitedShort-Answer QuestionsMatch the FollowingDiscussion QuestionsProjectsReferences
11. Business Excellence Models
INTRODUCTIONJapan’s Deming PrizeCategories of the Deming PrizeThe Deming Application Prize—ChecklistMalcolm Baldrige National Quality Award (MBNQA)Programme ImpactCriteria for Performance ExcellenceIMC Ramakrishna Bajaj National Quality Award (IMC RBNQA)The European Quality AwardThe EFQM Excellence Model CriteriaCII-EXIM Bank Award for ExcellenceLevels of RecognitionGolden Peacock National Quality AwardRajiv Gandhi National Quality AwardTata Business Excellence Model (TBEM)Maturity ModelsInternational Quality Maturity ModelStructureManualsSelf-assessmentScoringCapability Maturity Model Integration (CMMI)Benefits of Process ImprovementBenefits of CMMIMain Features of CMMIMaturity or Capability LevelsStagedContinuousProcess Area (PA)Goals and PracticesSummaryKey TermsCase Study: Total Quality Management at Siemens Gamesa Renewable Power Private Limited (SGRP), IndiaShort-Answer QuestionsMatch the FollowingDiscussion QuestionsProjectsReferences
Index
Credits
Copyright

Overview

Book Contents -

1. Quality Concepts 2.Leadership and Strategic Quality Management 3.Customer Driven Quality 4.Management System Standards 5.Lean Management 6.Statistical Concepts in Quality 7.Quality Improvement Tools 8.Six Sigma Tools and Techniques 9. Benchmarking 10.Business Process Reengineering 11.Business Excellence Models

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Total Quality Management, 3rd Edition by Pearson

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