book

Managing Quality

Name: Managing Quality
ISBN: 9781405142793

by Barrie G. Dale, Ton van der Wiele, Jos van Iwaarden

November 2007

Intermediate to advanced

640 pages

18h 48m

English

Wiley

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Copyright
Standards
British StandardsInternational Standards
Abbreviations
Contributors
The editorsThe contributors
Preface
1. The Development, Introduction and Sustaining of Total Quality Management (TQM)
1. TQM: An Overview
1.1. Introduction1.2. What is Quality?1.2.1. Qualitative1.2.2. Quantitative1.2.3. Uniformity of the product characteristics or delivery of a service around a nominal or target value1.2.4. Conformance to agreed and fully understood requirements1.2.5. Fitness for purpose/use1.2.6. Satisfying customer expectations and understanding their needs and future requirements1.3. Why is Quality Important?1.3.1. Public perceptions of product and service quality1.3.2. Views and roles of senior management1.3.3. Quality is not negotiable1.3.4. Quality is all-pervasive1.3.5. Quality increases productivity1.3.6. Quality leads to better performance in the marketplace1.3.7. Quality means improved business performance1.3.8. The cost of non-quality is high1.3.9. Customer is king1.3.10. Quality is a way of life1.4. The Evolution of Quality Management1.4.1. Inspection1.4.2. Quality control1.4.2.1. What is detection?1.4.3. Quality assurance1.4.3.1. What is prevention?1.4.4. Total quality management1.5. The Key Elements of TQM1.5.1. Commitment and leadership of the chief executive officer1.5.2. Planning and organization1.5.3. Using tools and techniques1.5.4. Education and training1.5.5. Involvement1.5.6. Teamwork1.5.7. Measurement and feedback1.5.8. Ensuring that the culture is conducive to continuous improvement activity1.6. Summary: Developing TQM1.6.1. Organizing1.6.2. Systems and techniques1.6.3. Measurement and feedback1.6.4. Changing the culture
2. The Role of Management in TQM
2.1. Introduction2.2. The Need for Senior Managers to Get Involved in TQM2.3. What Senior Managers Need to Know about TQM2.4. What Senior Managers Need to Do about TQM2.5. The Role of Middle Managers2.6. The Role of First-Line Managers2.7. Summary
3. The Received Wisdom on TQM
3.1. Introduction3.2. Crosby (1926–2001)3.3. Deming (1900–1993)3.4. Feigenbaum (b. 1922)3.5. Juran (b. 1904)3.6. Are the Approaches of these Gurus Different?3.7. Imai (b. 1930)3.8. Ishikawa (1915–1989)3.9. Shingo (1909–1990)3.10. Taguchi (b. 1924)3.11. Japanese-Style Total Quality3.12. Summary
4. The Introduction of TQM
4.1. Introduction4.2. Change and Continuous Improvement4.3. Forces for Change4.3.1. The chief executive officer4.3.2. Competition4.3.3. Demanding customers4.3.4. 'Fresh-start' situations4.4. How Do Companies Get Started?4.5. Approaches to TQM4.5.1. Applying the wisdom of the quality management experts4.5.2. Applying a consultancy package4.5.3. Frameworks and models4.5.4. Developing a tailor-made organizational route map4.5.5. Self-assessment4.6. Summary

5. A Framework for the Introduction of TQM
5.1. Introduction5.2. Organizing5.3. Systems and Techniques5.4. Measurement and Feedback5.5. Changing the Culture5.6. Use of the Framework5.7. Summary and Outcomes
6. Levels of TQM Adoption
6.1. Introduction6.2. Level 1 – Uncommitted6.3. Level 2 – Drifters6.4. Level 3 – Tool-Pushers6.5. Level 4 – Improvers6.6. Level 5 – Award-Winners6.7. Level 6 – World-Class6.8. Summary
7. Sustaining TQM
7.1. Introduction7.2. TQM Sustaining Audit Tool: Development and Methodology7.3. Category 1 – Internal/External Environment7.3.1. External environment7.3.1.1. Competitors7.3.1.2. Employee resourcing, development and retention7.3.2. Internal environment7.3.2.1. Customer focus7.3.2.2. Investment7.3.2.3. The 'fear' factor7.4. Category 2 – Management Style7.4.1. Industrial relations7.4.2. Management–worker relationship7.5. Category 3 – Policies7.5.1. Human resources7.5.2. Production7.5.3. Maintenance7.6. Category 4 – Organization Structure7.6.1. Positioning of the quality function7.6.2. Departmental, functional and shift boundaries7.6.3. Communication7.6.4. Job flexibility and cover7.6.5. Supervisory structure7.7. Category 5 – Process of Change7.7.1. Improvement infrastructure7.7.2. Education and training7.7.3. Teams and teamwork7.7.4. Procedures7.7.5. Quality management system7.7.6. Quality management tools and techniques7.7.7. Confidence in management7.8. Summary
2. The Business Context of TQM
8. Policy Deployment
8.1. Introduction8.2. Definitions: Policy Deployment8.3. What is Policy Deployment?8.4. What Policy Deployment is Not8.4.1.8.4.1.1. Hoshin myths8.4.1.2. Hoshin management myths8.5. The Policy Deployment Process8.5.1. Five- to ten-year vision8.5.2. Mid-term three- to five-year objectives8.5.3. Annual plan and objectives8.5.4. Deployment/roll down to departments8.5.5. Execution8.5.6. Progress review (monthly and quarterly)8.5.7. Annual review8.5.7.1. Hoshin plan summary8.5.7.2. Hoshin action plan8.5.7.3. Hoshin implementation plan8.5.7.4. Hoshin implementation review8.5.8. Visible display8.6. A Check-Reflect-Improve-Scrutinize-Pass (CRISP) Approach to Policy Deployment8.7. Summary
9. Quality Costing
9.1. Introduction9.2. Definition and Categorization of Quality Costs9.3. Collecting Quality Costs9.3.1. Purpose9.3.2. Strategies9.3.3. Scope9.3.4. Cost collection9.4. Some Cost Aspects of Manufacturing Industry9.4.1. Hidden in-house quality costs9.4.2. Scrap and rework9.4.3. Appraisal costs9.4.4. Warranty costs9.5. Reporting Quality Costs9.6. Uses of Quality Costs9.7. Summary
10. Managing People
10.1. Introduction10.2. QM: The HR Concerns10.3. The Two Sides of QM10.4. QM and the Management of People10.5. HR Policies and Practices10.6. Employee Involvement10.7. Organizational Culture10.8. Diversity10.9. Training and Education10.10. Selection10.11. Appraisal10.12. Pay10.13. Employee Well-Being10.13.1. Labour turnover10.14. Industrial Relations10.15. Employment Security10.16. Integration10.17. Summary
11. Managing Service Quality
11.1. Introduction11.2. The Service Environment11.2.1. The benefits of good service11.3. Defining Service Quality11.3.1.11.3.1.1. Gap 1. Consumer expectations-management perceptions of consumer expectations11.3.1.2. Gap 2. Management perceptions of consumer expectations-service quality specifications actually set11.3.1.3. Gap 3. Service quality specifications-actual service delivery11.3.1.4. Gap 4. Actual service delivery–external communications about the service11.3.2. Dimensions of service11.3.3. Zones of tolerance11.3.4. Measurement of service quality11.4. The Role of Personnel in Service Delivery11.4.1. Internal marketing11.4.2. Personnel policies11.5. Service Delivery11.5.1. Monitoring service quality11.5.2. Service failure11.5.3. Service recovery11.6. Summary
12. Supplier Development
12.1. Introduction12.2. Long-Term Issues of Partnership12.3. Barriers to Developing Partnerships12.3.1. Poor communication and feedback12.3.2. Supplier complacency12.3.3. Misguided supplier improvement objectives12.3.4. Lack of customer credibility12.3.5. Misconceptions regarding purchasing power12.4. Conditions of Partnership12.5. The Issues to be Considered in Partnership12.6. The Process of Partnership12.7. Potential Difficulties of Operating Partnerships12.8. Summary
3. Quality Management Systems, Tools and Techniques
13. Quality Management Systems
13.1. Introduction13.2. What is Quality Assurance?13.3. What is a Quality Management System?13.4. The Development of Quality Management System Standards13.4.1. Government initiatives13.4.2. Acceptance of the ISO 9001 series of standards13.5. The ISO 9000 Series of Standards: An Overview13.5.1. Introduction13.5.2. Functions of the standards and their various parts13.5.3. Principal elements of ISO 900113.6. Implementation Guidelines for ISO 900113.7. Quality Management System Assessment and Registration13.8. ISO 9000 Series Registration: A Model for Small Companies13.8.1. Motivation13.8.2. Information13.8.3. Resources13.8.4. Planning13.9. Benefits and Limitations of the ISO 9000 Series of Standards13.10. Summary
14. Integrated Management Systems
14.1. Introduction14.2. The Case for Integration and Some of the Problems14.3. The ISO 9001/ISO 14001 Matrix14.4. Interlinked Systems14.5. The EFQM Model14.6. A Comparative Analysis of the Current Integration Models14.7. The Key Integration Issues14.8. An Integrated Management Systems Model14.9. Summary
15. Tools and Techniques: An Overview
15.1. Introduction15.2. Selecting Tools and Techniques15.3. Difficulties and Issues Relating to the Use of Tools and Techniques15.4. Problem-Solving Methodology15.5. Checklists15.6. Flowcharts15.7. Checksheets15.8. Tally Charts and Histograms15.9. Graphs15.10. Pareto Analysis15.11. Cause-and-Effect Diagrams15.12. Brainstorming15.13. Scatter Diagrams and Regression Analysis15.14. The Seven Management Tools15.14.1. Relations diagram method (relationship diagraph or linkage diagram)15.14.2. Affinity diagram method (KJ – kawakita jiro – method)15.14.3. Systematic diagram method (tree diagram)15.14.4. Matrix diagram method15.14.5. Matrix data-analysis method15.14.6. Process decision programme chart (PDPC) method15.14.7. Arrow diagram method15.15. Housekeeping15.16. Departmental Purpose Analysis15.17. Mistake-Proofing15.18. Total Productive Maintenance15.19. Summary
16. Quality Function Deployment
16.1. Introduction16.2. Understanding Customer Needs16.3. The QFD Road: The Main Steps16.3.1. Stage 1: Product planning16.3.1.1. The project16.3.1.2. Customer needs16.3.1.3. Customer priorities and competitive comparisons and planned improvements16.3.1.4. Design features or requirements16.3.1.5. The central relationship matrix: the whats vs. the hows16.3.1.6. Relative weights of importance16.3.1.7. Design feature interactions: the hows vs. the hows16.3.1.8. Target values16.3.1.9. Technical comparisons16.3.1.10. Service information and special requirements16.4. Deploying Customer Needs into Product and Process Definition16.4.1. Stage 2: Product design, concurrent to a degree with Stages 3 and 416.4.2. Stage 3: Process design, concurrent to a degree with Stages 2 and 416.4.3. Stage 4: Manufacturing operating systems16.5. The Benefits of the Four-Stage Approach16.6. QFD and the Service Sector16.7. Difficulties Associated with QFD16.8. Implementation of QFD16.9. Summary
17. Design of Experiments
17.1. Introduction17.2. Methods of Experimentation17.2.1. The trial-and-error and one-factor-at-a-time method17.2.2. The full factorial method17.2.3. The fractional factorial method17.3. Taguchi: An Overview of his Approach17.4. Achieving Robust Design: An Example from Tile Manufacturing17.5. Steps in Experimental Design17.5.1. Step 1: Define the project objectives17.5.2. Step 2: Select critical characteristics17.5.3. Step 3: Determine the issues that affect the critical characteristics17.5.4. Step 4: Identify control factors and noise factors17.5.5. Step 5: Select the control factors to be optimized during the experiment17.5.6. Step 6: Choose the orthogonal array and assign factors to columns in the array17.5.7. Step 7: Choose the levels of the control factors17.5.8. Step 8: Choose sample size17.5.9. Step 9: Organize the experiment and carry it out17.5.10. Step 10: Analysing the data17.5.11. Step 11: Predicting the result of the confirmation run17.5.12. Step 12: Interpreting the confirmation run and deciding if the project is finished17.6. Summary
18. Failure Mode and Effects Analysis
18.1. Introduction18.2. What is Failure Mode and Effects Analysis?18.3. Development of a Design FMEA18.4. Development of a Process FMEA18.5. Analysis of Failure Data18.6. Recommended Actions for Design and Process FMEA18.7. Background to the Use of FMEA at Allied Signal Automotive18.8. Developing the Use of FMEA at Allied Signal Automotive18.8.1. Design FMEA18.8.2. Process FMEA18.9. Summary
19. Statistical Process Control
19.1. Introduction19.2. What is Statistical Process Control?19.3. The Development of Statistical Process Control19.4. Some Basic Statistics: Averages and Measures of Dispersion19.4.1. Measures of central tendency19.4.2. Measures of dispersion19.5. Variation and Process Improvement19.5.1. What are special and common causes of variation?19.6. Variable and Attribute Data19.6.1. Variable (or measured) data19.6.2. Attribute (or countable) data19.7. Data-Collection19.8. Construction of Control Charts Using Variables Data19.9. Interpreting a Variables Control Chart19.10. Construction of Control Charts Using Attribute Data19.11. Construction and Interpretation of Control Charts: Dos and Don'ts19.12. Process Capability19.13. Implementation of SPC19.13.1. Awareness19.13.2. Selection of a statistical facilitator19.13.3. Setting up a steering committee/arm for SPC19.13.4. Selection of an area for a pilot programme19.14. Difficulties Experienced in Introducing and Applying SPC19.15. Summary
20. Six Sigma
20.1. Introduction20.2. What Does Six Sigma Mean?20.3. Six Sigma Prerequisites20.4. Six Sigma Core Elements20.5. Structured Problem-Solving Approaches20.5.1. (a) Process improvement20.5.2. (b) Process design/redesign20.5.3. (c) Process management20.6. Success of Six Sigma20.7. Summary
21. Benchmarking
21.1. Introduction21.2. Company Background21.3. Why Benchmarking?21.4. Success Factors21.5. Difficulties and Pitfalls21.6. Key Lessons21.6.1. Project sponsors21.6.2. Team leaders21.6.3. Team members21.7. Summary
22. Business Process Re-engineering
22.1. Introduction22.2. Approaches Used in BPR22.2.1. Business process redesign22.2.2. Business process re-engineering22.3. The Principles of BPR22.4. Risks and Benefits of BPR22.5. Implementation of BPR22.5.1. Project champion22.5.2. Steering committee22.5.3. Process design team22.5.4. Process owner22.5.5. Implementation team22.6. BPR Methodology22.6.1. Preparation22.6.2. Innovation and design22.6.3. Implementation22.6.4. Assessment22.7. Summary
23. Teams and Teamwork
23.1. Introduction23.2. The Role of Teams in Continuous Improvement23.3. Types of Teams23.3.1. Project teams23.3.2. Quality circles23.3.3. Quality improvement teams23.4. Differences between Teams23.5. Commonalities between Teams23.5.1. Team sponsor23.5.2. Team facilitator23.5.3. Team leader23.5.4. Team member23.6. Evaluation of Teams23.7. Team Competition23.8. Guidelines for Developing Effective Teams23.9. Summary
24. Self-Assessment, Models and Quality Awards
24.1. Introduction24.2. Quality, TQM and Excellence24.3. Award Models24.3.1. Deming Application Prize24.3.2. The Malcolm Baldrige National Quality Award24.3.3. The European Quality Award24.4. The Self-Assessment Process24.5. Success Factors for Self-Assessment24.6. Difficulties with Self-Assessment24.7. Summary
25. Improvement Approaches
25.1. Introduction25.2. Five Modern Improvement Approaches25.3. Approaches: Systematically Defined25.4. Approach 1: Total Quality Management25.5. Approach 2: Total Productive Maintenance25.6. Approach 3: Lean Manufacturing25.7. Approach 4: Business Process Re-engineering25.8. Approach 5: Six Sigma25.9. Analysis of the Approaches25.10. Managerial Implications: Which Improvement Approach is Best?25.11. Summary
4. TQM through Continuous Improvement
26. Managing Quality: New Challenges
26.1. Introduction26.2. Developments26.3. 'Old' Quality Management26.4. 'New' Quality Management26.4.1. Durability as a measure of quality26.4.2. The impact of softer influences on customer satisfaction26.4.3. The growing importance of software26.4.4. The need for closer co-operation both internally between functions and externally between partners in the supply chain26.5. Summary
27. Managing Quality: Epilogue
27.1. Introduction27.2. The Importance of Quality27.3. TQM: A Continuous Process27.4. Measuring Progress towards TQM27.5. TQM Issues which Need to be Considered in the Future27.6. Summary

Content preview from Managing Quality

Chapter 6. Levels of TQM Adoption

B. G. Dale and D. M. Lascelles

Introduction

From research work carried out world-wide on the subject of TQM by the Manchester School of Management at UMIST during the last 20 years or so, it is clear that the extent to which organizations have adopted and committed themselves to TQM as the ethos of the business is variable. Six different levels of TQM adoption (or lack of it) have been identified, which are termed:

Uncommitted
Drifters
Tool-pushers
Improvers
Award-winners
World-class (see figure 6.1)

Figure 6.1. Levels of TQM adoption Source: Lascelles and Dale (1993)

These levels of TQM adoptions were first derived by Dale and Lightburn (1992) from empirical observation, and were later refined by Lascelles and Dale (1993). The descriptions underlying each of the levels have since been tested by Dale in a number of workshop sessions for senior management in Europe, Hong Kong and South Africa. The initial descriptions of each level have been refined and added to from this testing and the current descriptions are reported in this chapter.

These levels are not necessarily the stages through which organizations pass on their TQM journey; rather, they are characteristics and behaviours which organizations display at one point in time in relation to TQM. While there are obviously exceptions to these generalized descriptions, with some organizations mid-way between ...

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Managing Quality

by Barrie G. Dale, Ton van der Wiele, Jos van Iwaarden

Chapter 6. Levels of TQM Adoption

Introduction

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