Total quality management
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INTRODUCTION TO TOTAL QUALITY MANAGEMENT
METHODS OF TOTAL QUALITY MANAGEMENT
QUALITY CONTROL AND TOTAL PREVENTIVE MAINTENANCE
PROCESS MANAGEMENT AND IMPROVEMENT
CONCEPT OF THE QUALITY CULTURE AND VARIOUS CASE STUDIES
- 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
- 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
- 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
- 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
- IMPROVING CUSTOMER CONTACT
- 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
- 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