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INTRODUCTION TO TOTAL QUALITY MANAGEMENT
INTRODUCTION TO TOTAL QUALITY MANAGEMENT
Historical evolution of Total Quality Management
DEFINITION OF QUALITY- EXCEPTIONAL
DEFINITION OF QUALITY- PERFECTION OR CONSISTENCY
DEFINITION OF QUALITY- FITNESS FOR PURPOSE
DEFINITION OF QUALITY- VALUE FOR MONEY
DEFINITION OF QUALITY- TRANSFORMATIVE
DEFINITION OF QUALITY- CONCLUSION
THE FOUNDATION AND THE FOUR SIDES OF THE TQM PYRAMID
FOCUS ON THE CUSTOMER AND THE EMPLOYEE
FOCUS ON FACTS FOR THE QUALITY
CONTINUOUS IMPROVEMENTS IN QUALITY
EVERYBODY’S PARTICIPATION FOR THE QUALITY
THE CONCEPT OF SYSTEM
QUALITY MANAGEMENT SYSTEMS
JOHARRY’S NEW WINDOW ON STANDARDIZATION AND CAUSES OF QUALITY FAILURES
STANDARDIZATION AND CREATIVITY
STANDARDIZATION AND CREATIVITY
ISO 9000 AND BS 5750-A STEPPING STONE TO TQM
INTRODUCTION TO THE ENGINEER AND TQM
THE ENGINEER AS A SPECIALIST
THE FAILURE OF ENGINEERING EDUCATIONAL SYSTEMS: THE UK EXPERIENCE
THE NEW BREED OF ENGINEERS
ENGINEERS‘ COMPETENCES AND THE ROLE OF TQM
THE EVOLUTION OF ENGINEERS FOR TQM
THE ENGINEER IN A TQM ENVIRONMENT
HOW OLD IS THE QUALITY CONCEPT
WHY ARE THE JAPANESE LEADING THE FIELD OF QUALITY?
HOW THE WEST HAS WOKEN UP TO THE IMPORTANCE OF QUALITY
W E DEMING
JOSEPH M JURAN
PHILIP B CROSBY
ARMAND V FEINGENBAUM
BILL CONWAY
KAORU ISHIKAWA
GENICHI TAGUCHI
SHIGEO SHINGO
W G OUCHI
THE NEW MANAGEMENT MODEL IS CUSTOMER DRIVEN
FOCUSSING ON SYSTEMS THINKING
USING THE BALDRIGE CRITERIA TO ASSESS QUALITY
QUALITY IMROVEMENT INCREASES PROFITABILITY
MODELS OF EXCELLENCE IN LEADERSHIP
LEADING THE TRANSITION
EXPRESSING YOUR COMPANY\'S VALUES
IMPROVING AS A LEADER
THE SHIFT IN THINKING
MODEL OF EXCELLENCE IN CUSTOMER’S FOCUS
IDENTIFYING YOUR CUSTOMERS
DETERMINING CUSTOMER REQUIREMENTS
USING CUSTOMER SATISFACTION TO DRIVE YOUR BUSINESS
THE SHIFT IN THINKING IN CUSTOMER FOCUS
METHODS OF TOTAL QUALITY MANAGEMENT
THE BACKGROUND TO THE EUROPEAN QUALITY AWARD
THE MODEL FOR THE EUROPEAN QUALITY AWARD
ASSESSMENT CRITERIA FOR THE MODEL FOR THE EUROPEAN QUALITY AWARD
EXPERIENCES OF THE EUROPEAN QUALITY AWARD
THE QUALITY STORY
THE SEVEN TOOLS FOR QUALITY CONTROL
CHECK SHEETS
THE PARETO DIAGRAM
THE CAUSE-AND-EFFECT DIAGRAM AND THE CONNECTION WITH THE PARETO DIAGRAM AND STRATIFICATION
HISTOGRAMS
CONTROL CHARTS
CONTROL CHARTS
CONTROL CHARTS
CONTROL CHARTS
CONTROL CHARTS
CONTROL CHARTS
SCATTER DIAGRAMS AND THE CONNECTION WITH THE STRATIFICATION PRINCIPLE
CASE EXAMPLE: PROBLEM SOLVING IN A QC CIRCLE USING SOME OF THE SEVEN TOOLS (HAMANAKO DENSO)
CASE EXAMPLE: PROBLEM SOLVING IN A QC CIRCLE USING SOME OF THE SEVEN TOOLS (HAMANAKO DENSO)
CASE EXAMPLE: PROBLEM SOLVING IN A QC CIRCLE USING SOME OF THE SEVEN TOOLS (HAMANAKO DENSO)
CASE EXAMPLE: PROBLEM SOLVING IN A QC CIRCLE USING SOME OF THE SEVEN TOOLS (HAMANAKO DENSO)
CASE EXAMPLE: PROBLEM SOLVING IN A QC CIRCLE USING SOME OF THE SEVEN TOOLS (HAMANAKO DENSO)
CASE EXAMPLE: PROBLEM SOLVING IN A QC CIRCLE USING SOME OF THE SEVEN TOOLS (HAMANAKO DENSO)
FLOW CHARTS
RELATIONSHIP BETWEEN THE TOOLS AND THE PDCA CYCLE
MATRIX DATA ANALYSIS
AFFINITY ANALYSIS
MATRIX DIAGRAMS
PRIORITIZATION MATRICES AND ANALYTICAL HIERARCHIES
MEASUREMENT OF QUALITY: AN INTRODUCTION
WHAT IS QUALITY
SOME QUALITY CHARACTERISTICS
THE QUALITY PROCESSES
WHAT IS MEANT BY QUALITY CONTROL
WHAT IS MEANT BY STATISTICAL QUALITY CONTROL?
WHAT IS MEANT BY TOTAL QUALITY CONTROL?
WHAT IS MEANT BY QUALITY ASSURANCE?
THE MEANING OF QUALITY SYSTEMS
WHY ARE QUALITY ASSURANCE SYSTEMS NEEDED?
THE ROLE OF QUALITY STANDARDS
THE DIFFERENT STAGES OF A QUALITY ASSURANCE SYSTEM
THE IMPLEMENTATION OF QUALITY SYSTEMS
THE IS0 9000 QUALITY SYSTEM
BRITISH STANDARD BS 5750/1SO 9000
REGISTRATION AND ACCREDITATION IN QUALITY SYSTEMS
DEFINING TQM: TOOLS AND TECHNIQUES- introduction
WHY USE TOOLS AND TECHNIQUES IN TQM?
HOW DO WE DEFINE PROCESSES?
PROCESS VARIATION AND ITS CAUSES
WHAT ARE THE TOOLS AND TECHNIQUES FOR TQM?
PROCESS CAPABILITY
THE IMPLEMENTATION OF STATISTICAL PROCESS CONTROL
STRATEGIC PLANNING: MODELS OF EXCELLENCE
ZYTEC: MANAGEMENT BY PLANNING
CADILLAC: BUSINESS PLANNING PROCESS
DANA COMMERCIAL CREDIT: STRATEGIC PLANNING
WHOM TO INVOLVE IN STRATEGIC PLANNING
WHAT DATA AND INFORMATION TO USE
ADDRESSING CONTINUOUS IMPROVEMENT
THE SHIFT IN THINKING IN STRATEGIC PLANNING
MAKING THE SYSTEM HUM
COMMUNICATING REQUIREMENTS THROUGHOUT THE COMPANY
EMPLOYEE INVOLVEMENT-MODEL OF EXCELLENCE
INITIATING AND SUSTAINING EMPLOYEE INVOLVEMENT AT LYONDELL
EMPOWERMENT AT AT&T CONSUMER MARKETS DIVISION
PULVERISED COAL BURNERS
QUALITY CONTROL AND TOTAL PREVENTIVE MAINTENANCE
INTRODUCTION OF MEASUREMENT OF CUSTOMER SATISFACTION
THEORETICAL CONSIDERATIONS IN MEASUREMENT OF THE CUSTOMER SATISFACTION
PRACTICAL PROCEDURE FOR MEASURING CUSTOMER SATISFACTION
SET UP FOCUS GROUPS WITH EMPLOYEES TO DETERMINE RELEVANT TOPICS
DESIGN THE QUESTIONNAIRE INCLUDING QUESTIONS ABOUT BOTH EVALUATION AND IMPORTANCE FOR EACH TOPIC
COMPILE PRESENTATION MATERIAL FOR ALL DEPARTMENTS AND PRESENT THE MATERIAL TO THE DEPARTMENTS
FORM IMPROVEMENT TEAMS
HOLD AN EMPLOYEE CONFERENCE
Quality checkpoints and quality control points- Introduction
DEFINITION OF THE QUALITY CONCEPT FROM A MEASUREMENT POINT OF VIEW
DIRECT MEASUREMENT OF QUALITY
INDIRECT MEASUREMENT OF QUALITY
TOTAL PREVENTIVE MAINTENANCE- INTRODUCTION
WHAT IS TPM?
FAILURE PATTERNS
COSTS AND BENEFITS OF TPM
SOME EXAMPLES OF TPM IMPLEMENTATION
TOWARDS ZERO DEFECT : ZERO BREAKDOWN
IMPLEMENTING TPM: SOME GUIDELINES
THE COST OF POOR SAFETY
DEFINING TOTAL SAFETY SYSTEMS
THE ECONOMIC VALUE OF SAFETY STANDARDS
THE IMPLEMENTATION OF TOTAL SAFETY SYSTEMS: A MANAGEMENT RESPONSlBlLlTY
TOOLS AND TECHNIQUES FOR THE ACHIEVEMENT OF ZERO RISK
DOES NEW TECHNOLOGY LEAD TO EFFECTIVE SAFETY PRACTICES
IS SAFETY A BEHAVIOURAL QUESTION?
TOWARDS A POSITIVE IMPLEMENTATION OF TOTAL SAFETY SYSTEMS
TRAINING- MODELS OF EXCELLENCE
DETERMINING TRAINING NEEDS
WHOM TO TRAIN IN WHAT
DELIVERING TRAINING
EVALUATING THE EXTENT AND EFFECTIVENESS OF TRAINING
THE SHIFT IN THINKING IN TRAINING
MODELS OF EXCELLENCE- REWARD AND RECOGNITION
HOW RECOGNITION PROGARMS SUPPORT THE NEW MODEL
HOW PERFORMANCE REVIEWS SUPPORT THE NEW MODEL
HOW COMPENSATION SUPPORTS THE NEW MODEL
THE SHIFT IN THINKING- REWARDS AND RECOGNITION
MODELS OF EXCELLENCE- EMPLOYEE FOCUS
MODELS OF EXCELLENCE- EMPLOYEE FOCUS
EMPLOYEE LOYALTY=CUSTOMER LOYALTY
ARMSTRONG BPO- THE STRATEGIC MANAGEMENT OF HUMAN RESOURCES
DETERMINING EMPLOYEE SATISFACTION
THE SHFT IN THINKING-EMPLOYEE FOCUS
PROCESS MANAGEMENT AND IMPROVEMENT
IMPROVING CUSTOMER CONTACT
THE CONCEPT OF TQM AND QUALITY COSTS
A NEW METHOD TO ESTIMATE THE TOTAL QUALITY
WHAT IS BENCHMARKING
WHAT CAN BE BENCHMARKED?
HOW IS BENCHMARKING CARRIED THROUGH
THE PDCA LEADERSHIP MODEL—A MODEL FOR POLICY DEPLOYMENT
PLAN
LEADERSHIP AND QUALITY MOTIVATION
DO
CHECK
INTRODUCTION TO IMPLEMENTATION PROCESS OF TQM
FOUR STAGES OF IMPLEMENTATION
LEADERS, WHO ARE THEY?
MANAGEMENT OR LEADERSHIP - WHAT IS THE DIFFERENCE
LEADING THE LEADERS: THE ROLE OF THE BOARDROOM
THE FIRST TASK OF A LEADER: SETTING THE CORPORATE IDENTITY
THE SECOND TASK OF A LEADER: GENERATING COMMITMENT
THE THIRD TASK OF LEADERSHIP: MANAGING POWER PROCESSES
THE FOURTH TASK OF LEADERSHIP: MANAGING THE CULTURE TRANSFORMATION
THE FIFTH TASK OF LEADERSHIP: AVOIDING BEING A VISIONARY LEADER
IS CHARISMA ENOUGH FOR STRONG TQM LEADERSHIP
ESSENTIALS OF TQM: CUSTOMER- SUPPLIER CHAINS- INTRODUCTION
INTERNAL CUSTOMER-SUPPLIER CHAINS
DEFINING EXTERNAL CUSTOMER-SUPPLIER CHAINS
FROM CUSTOMER SATISFACTION TO CUSTOMER COMMITMENT
FROM A WIN-LOSE TO A WIN-WIN SITUATION
TOWARDS SINGLE SOURCING CUSTOMER-SUPPLIER CHAINS
THE POWER OF COMMUNICATIONS IN CUSTOMER-SUPPLIER CHAINS
CUSTOMER-SUPPLIER CHAINS IN A TECHNOLOGICAL CONTEXT
CUSTOMER-SUPPLIER CHAINS: AN EXTENDED MODEL
MODELS OF EXCELLENCE- CUSTOMER CONTACTS
COMMUNICATING WITH CUSTOMER
THE SHIFT IN THINKING- CUSTOMER CONTACTS
MODELS OF EXCELLENCE- DESIGN OF THE PRODUCTS AND SERVICES
AMERICAN EXPRESS FINANCIAL ADVISORS: IMPROVING DESIGN QUALITY AND REDUCING CYCLE TIME
INTEL: DESIGNING TO CUSTOMER REQUIREMENTS
CUSTOM RESEARCH: IMPROVING THE DESIGN PROCESS
THE SHIFT IN THINKING: DESIGN OF PRODUCTS AND SERVICES
CONCEPT OF THE QUALITY CULTURE AND VARIOUS CASE STUDIES
INTRODUCTION: Quality culture and learning
THE CONCEPT OF CULTURE
CORPORATE CULTURE
CLASSIFYING A CULTURE
CORPORATE AND QUALITY CULTURE
WORKING WITH QUALITY CULTURE
QUALITY CULTURE, QUALITY IMPROVEMENT AND TQM
QUALITY LEARNING
CONTEXT, IMPERATIVES FOR CHANGE AND OBJECTIVES FOR QUALITY MANAGEMENT
HISTORY OF QUALITY MANAGEMENT
MEASUREMENT OF QUALITY COSTS (THE RESULTS OF QUALITY MANAGEMENT)
CHANGING FOR THE FUTURE—ADHERING TO OUR CORE BELIEFS: PREFACE BY GROUP CHIEF EXECUTIVE WALDEMAR SCHMIDT
CONTEXT, IMPERATIVES FOR CHANGE AND OBJECTIVES FOR QUALITY MANAGEMENT
CONTINUOUS IMPROVEMENT: WHAT IS IT?
CONTINUOUS IMPROVEMENT OR MIZEN: WHAT IS THE DIFFERENCE?
LEADERSHIP FOR CONTINUOUS IMPROVEMENT
Quality Circles: Their role in continuous improvement
THE IMPLEMENTATION OF CONTINUOUS IMPROVEMENT: HOW TO DO IT?
THE ROAD TO EXCELLENCE
TQM IMPLEMENTATION
QUALITY COSTING
QUALITY MEASUREMENT
MODELS OF EXCELLENCE- CORPORATE RESPONSIBILITY AND CITIZENSHIP
INCORPORATING RESPONSIBILITY AND CITIZENSHIP
ADDRESSING THE RESPONSIBILITY TO PRESERVE THE ENVIRONMENT
BECOMING A MODEL CITIZEN
THE SHIFT IN THINKING- CORPORATE RESPONSIBILITY AND CITIZENSHIP
SYSTEM ASSESSMENTS- MODELS OF EXCELLENCE
USING THE BALDRIGE AWARD CRITERIA TO ASSESS YOUR SYSTEM
GETTING COMMITMENT TO THE ASSESSMENT PROCESS
WHAT SHOULD DO THE ASSESSMENT
CONDUCTING A SYSTEM ASSESSMENT
ALTERNATIVES TO USING THE BALDRIGE AWARD APPLICATION
EVALUATING ASSESSMENTS THAT USE BALDRIGE AWARD CRITERIA
USING ASSESSMENT RESULTS TO IMPROVE
THE SHIFT IN THINKING- SYSTEM ASSESSMENT
COMMIT TO CHANGE
ASSESS YOUR SYSTEM
INSTITUTIONALIZE A CUSTOMER FOCUS
INSTITUTIONALIZE THE NEW MANAGEMENT MODEL
ALIGN AND EXTEND YOUR MANAGEMENT GOALS
REFINE YOUR SYSTEM
SOLAR ENERGY STORAGE
Branch :
Mechanical Engineering
Subject :
Total quality management
Unit :
CONCEPT OF THE QUALITY CULTURE AND VARIOUS CASE STUDIES
THE SHIFT IN THINKING- SYSTEM ASSESSMENT
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