September 2010
Intermediate to advanced
256 pages
5h 57m
English
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CHAPTER 5QUALITY ACROSS THE ORGANIZATION
I can’t define [it] . . . but I know it when I see it.
—POTTER STEWART, OPINION IN JACOBELLIS V. OHIO (1964)
Typically, if you manage for specific results, they include improved performance and/or increased quality. In this chapter, you will learn the foundation for quality management across an organization. We will address quality in the specific contexts of processes and the management of projects in later chapters.
After completing this chapter, you should be able to do the following:
• Define quality
• Explain the key principles of quality management
• Compare and contrast Six Sigma, lean production, and ISO 9000 approaches to quality
• Follow the DMAIC process
• Use quality management tools to perform ...
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O’Reilly covers everything we've got, with content to help us build a world-class technology community, upgrade the capabilities and competencies of our teams, and improve overall team performance as well as their engagement.Julian F.
I wanted to learn C and C++, but it didn't click for me until I picked up an O'Reilly book. When I went on the O’Reilly platform, I was astonished to find all the books there, plus live events and sandboxes so you could play around with the technology.Addison B.
I’ve been on the O’Reilly platform for more than eight years. I use a couple of learning platforms, but I'm on O'Reilly more than anybody else. When you're there, you start learning. I'm never disappointed.Amir M.
I'm always learning. So when I got on to O'Reilly, I was like a kid in a candy store. There are playlists. There are answers. There's on-demand training. It's worth its weight in gold, in terms of what it allows me to do.