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Managing Quality, 6th Edition

Book Description

An essential quality management resource for students and practitioners alike—now in its sixth edition

This popular and highly successful text on Quality Management has been fully revised and updated to reflect recent developments in the field. New to the Sixth Edition is timely coverage of agile development, emerging markets, product research, evidence based decision-making, and quality control. Some of the material has been re-ordered and changes to terminology have been made to bring the book completely up to date. Contributions from new co-author David Bamford offer insights from a veteran teacher and practitioner.

  • A popular resource for students, academics, and business practitioners alike
  • Combines the latest information on quality management system series standards with up-to-date tools, techniques and quality systems
  • Includes insights on quality, operations management, and strategic process improvement
  • Highly relevant for professionals, particularly those involved with reacting to rapid developments in the global market

The word "quality" has many definitions, dependent on context and situation. It is often over-used but always in-demand, and it can make or break a business. Quality management is becoming an increasingly vital factor in the success of a product or service, and it requires constant attention and a continuous drive to do better. Managing Quality is a comprehensive resource that helps you ensure – and sustain – high quality standards.

Table of Contents

  1. List of Boxes
  2. Acknowledgements
  3. Preface
  4. About the Authors
    1. The Editors
    2. Contributors
  5. Part One The Development and Introduction of Total Quality Management (TQM)
    1. Chapter 1 TQM: An Overview and the Role of Management
      1. Introduction
      2. What is Quality?
      3. Why is Quality Important?
      4. The Evolution of Quality Management
      5. The Key Elements of TQM
      6. The Need for Senior Managers to Get Involved in TQM
      7. What Senior Managers Need to Know about TQM
      8. What Senior Managers Need to Do about TQM
      9. Summary
      10. References
    2. Chapter 2 The Received Wisdom on TQM
      1. Introduction
      2. Crosby (1926–2001)
      3. Deming (1900–1993)
      4. Feigenbaum (1922–2014)
      5. Juran (1904–2008)
      6. Are the Approaches of these Gurus Different?
      7. Imai (b. 1930)
      8. Ishikawa (1915–1989)
      9. Shingo (1909–1990)
      10. Taguchi (1924–2012)
      11. Japanese-Style Total Quality
      12. Summary
      13. References
    3. Chapter 3 The Introduction and a Framework for TQM
      1. Introduction
      2. Change and Continuous Improvement
      3. Forces for Change
      4. How Do Companies Get Started?
      5. Approaches to TQM
      6. A Framework for the Introduction of TQM
      7. Organizing
      8. Systems and Techniques
      9. Measurement and Feedback
      10. Changing the Culture
      11. Use of the Framework
      12. Outcomes
      13. Summary
      14. Notes
      15. References
  6. Part Two The Business Context of TQM
    1. Chapter 4 Poli Deployment
      1. Introduction
      2. Definitions: Poli Deployment
      3. What is Poli Deployment?
      4. What Policy Deployment is Not
      5. The Policy Deployment Process
      6. A Check-Reflect-Improve-Scrutinize-Pass (CRISP) Approach to Poli Deployment
      7. Summary
      8. References
    2. Chapter 5 Quality Costing
      1. Introduction
      2. Definition and Categorization of Quality Costs
      3. Collecting Quality Costs
      4. Some Cost Aspects in Business
      5. Reporting Quality Costs
      6. Uses of Quality Costs
      7. Summary
      8. References
    3. Chapter 6 Managing Service Quality
      1. Introduction
      2. The Service Environment
      3. Defining Service Quality
      4. The Role of Personnel in Service Delivery
      5. Service Delivery
      6. Summary
      7. References
    4. Chapter 7 Supplier Development
      1. Introduction
      2. Long-Term Issues of Partnership
      3. Barriers to Developing Partnerships
      4. Conditions of Partnership
      5. The Issues to be Considered in Partnership
      6. The Process of Partnership
      7. Potential Difficulties of Operating Partnerships
      8. Summary
      9. References
  7. Part Three Quality Management Systems, Tools and Techniques
    1. Chapter 8 Quality Management Systems and the ISO 9000 series
      1. Introduction
      2. What is Quality Assurance?
      3. What is a Quality Management System?
      4. The Development of Quality Management System Standards
      5. The ISO 9000 Series of Standards: An Overview
      6. Implementation Guidelines for ISO 9001
      7. Quality Management System Assessment and Registration
      8. ISO 9000 Series Registration: A Model for Small Companies
      9. Benefits and Limitations of the ISO 9000 Series of Standards
      10. Summary
      11. References
    2. Chapter 9 Quality Management Tools
      1. Introduction
      2. Selecting Tools and Techniques
      3. Difficulties and Issues Relating to the Use of Tools and Techniques
      4. Problem-Solving Methodology
      5. Checklists
      6. Flowcharts
      7. Checksheets
      8. Tally Charts and Histograms
      9. Graphs
      10. Pareto Analysis
      11. Cause-and-Effect Diagrams
      12. Scatter Diagrams and Regression Analysis
      13. The Seven Management Tools
      14. Summary
      15. References
    3. Chapter 10 Quality Management Techniques
      1. Introduction
      2. Quality Function Deployment
      3. Design of Experiments
      4. Failure Mode and Effects Analysis
      5. Statistical Process Control
      6. Benchmarking
      7. Business Process Re-engineering and Value Stream Mapping
      8. Six Sigma
      9. References
  8. Part Four TQM through Continuous Improvement
    1. Chapter 11 Teams and Teamwork
      1. Introduction
      2. The Role of Teams in Continuous Improvement
      3. Types of Teams
      4. Evaluation of Teams
      5. Team Competition
      6. Guidelines for Developing Effective Teams
      7. Summary
      8. References
    2. Chapter 12 Self-Assessment, Models and Quality Awards
      1. Introduction
      2. Quality, TQM, Strategic Process Improvement and Excellence
      3. Award Models
      4. The Self-Assessment Process
      5. Success Factors for Self-Assessment
      6. Difficulties with Self-Assessment
      7. Summary
      8. References
    3. Chapter 13 Managing Quality: New Challenges
      1. Introduction
      2. Developments
      3. ‘Old’ Quality Management
      4. ‘New’ Quality Management
      5. TQM and Strategic Process Improvement in the BRIC Economies
      6. Summary
      7. References
    4. Chapter 14 Managing Quality: The Future
      1. Introduction
      2. The Importance of Quality
      3. Quality Management: A Continuous Process
      4. Measuring Progress towards Quality Management
      5. Quality Management Issues which Need to be Considered in the Future
      6. Summary
      7. References
  9. Index
  10. EULA