This one-of-a-kind text offers a complete overview of the dynamic field of Total Quality Management, which many analysts call the most important field of management study today. Used as the main text or as a supplement, it is ideal for courses in Operations, Organisational Behaviour, Human Resources or Management departments. The text combines representative readings by current leading figures in the field, as well as contributions from "founding fathers" and offers cutting edge approaches to TQM like Hoskin Planning and Quality Function Deployment. The comprehensive overview covers history, key concepts and real-world models. Features: * Combines representative readings by current leading figures in the field, as well as contributions from "founding fathers". * Offers cutting edge approaches to TQM like Hoskin Planning and Quality Function Deployment. * Comprehensive overview covers history, key concepts, and real-world models. * Includes Baldridge Award guidelines. * Chapter 3 provides students with seven quality control tools and seven management planning tools. * Chapter 7 presents an innovative approach to management-labour relations.
Table of Contents
Part 1 What is Total Quality Management: exploring the concepts underlying Total Quality Management; history and evolution of the quality movement; continuous incremental improvement - an operations strategy for higher quality, lower costs and global competitiveness; building learning organizations. Part 2 Total Quality Management classics: Total Quality Control; on some statistical aids toward economics production; the quality trilogy - a universal approach for managing for quality; quality is free - the art of making quality certain; a note on quality - the views of Deming, Juran and Crosby; what is Total Quality Control?; the Japanese way. Part 3 Total Quality Management tools: going with the flow; cause-and-effect diagrams; control charts; histograms; check sheets; pareto charts; scatter diagrams; seven new quality control tools; decision and planning tools; re-engineering - process redesign. Part 4 Total Quality Management processes: leading the organization to perfection through daily management; statistical process control - sophisticated but simple; quality function deployment - a process for translating customers' needs into a better product and profit; Hoskin planning - a planning system for implementing Total Quality Management. Part 5 Listening to the voice of the customer: the new industrial engineering - information technology and business process redesign; chimera or culture?; business processing re-engineering for Total Quality Management; a focused review of the re-engineering literature - expert frequently asked questions; the evolution of the ISO 9000 series of quality standards. Part 6 TQM-related frameworks and implementation issues: becoming customer oriented; historical cources of Japanese management practices; models for assessing the cost of quality-theory and practice in the United States; organizational impact of introducing concurrent engineering. Part 7 Teams and labour issues: competitive advantage through people; there's three kinds of teams; implementing. Part 8 Quality improvement in education: quality improvement in education; TQM reaches the academy; quality redefined for education.