Descripciones mejoradas de Syndetics:

Acclaimed and used in over 200 colleges and universities around the country, Total Quality Management: Text, Cases and Readings has been completely revised and expanded to meet the growing demands and awareness for quality products and services in the competing domestic and global marketplaces. This celebrated text enhances the original seven chapters in the first edition with additional material, new case studies, and valuable new readings. Five new chapters present significant information covering organizing structure and teams for TQM; benchmarking; productivity, quality, and reengineering; the cost of quality; and the universal standards of quality-ISO 9000. The chapters are organized to cover the key principles of TQM, including leadership, information analysis and technology, strategic quality planning, human resources, process management, customer satisfaction, operational results, as well as the five new chapters. Each chapter provides a unique exercise that requires the reader to apply TQM principles to the practices outlined in the comprehensive case. Discussion questions, exercises, cases, and readings support the text, reinforcing an understanding of the principles that can be applied. An added feature of this edition is the extensive study of the Varifilm case, illustrating good and not so good practices. This 1993 case is used by the Baldrige Award organization in preparing examiners to visit and evaluate companies applying for this award. Practical, yet based on sound principles, this book is an excellent text for college students as well as for organizational development programs directed to practitioners responsible for developing and implementing TQM programs in their own service or manufacturing organizations.

Tabla de contenidos provista por Syndetics

• 1 Introduction to Total Quality Management(p. 1)
• The Concept of TQM(p. 2)
• Antecedents of Modern Quality Management(p. 3)
• The Quality Gurus(p. 5)
• Accelerating Use of TQM(p. 10)
• Quality and Business Performance(p. 12)
• Service Quality vs. Product Quality(p. 13)
• The Baldrige Award(p. 15)
• Questions for Discussion(p. 23)
• Endnotes(p. 24)
• Example: Turnaround at IBM after Baldrige Quest(p. 28)
• Case: Lessons from the Best(p. 29)
• Reading: From the Classroom to the Boardroom(p. 36)
• Reading: Quality and the Required Style of Management: The Need for Change(p. 39)
• For Further Reading(p. 42)
• 2 Leadership(p. 43)
• Leadership System(p. 43)
• Attitude and Involvement of Top Management(p. 46)
• Communication(p. 47)
• Culture(p. 50)
• Management Systems(p. 54)
• Questions for Discussion(p. 56)
• Endnotes(p. 57)
• Example: Trident: A Company Winner Demonstrates Leadership(p. 59)
• Case: Moments of Truth in a Service Business(p. 61)
• Reading: If It's Tuesday, It Must Be ISO 9000(p. 64)
• Exercise: Leadership at Varifilm(p. 66)
• For Further Reading(p. 68)
• 3 Information and Analysis(p. 69)
• Organizational Implications(p. 70)
• Strategic Information Systems(p. 73)
• Shortcomings of Accounting Systems(p. 75)
• Organizational Linkages(p. 77)
• Advanced Processes/Systems(p. 78)
• Information and the Customer(p. 78)
• Systems Design(p. 80)
• Questions for Discussion(p. 81)
• Endnotes(p. 82)
• Example: Information and Analysis at 3M(p. 84)
• Case: Information Systems at Lake City Machine Tool(p. 86)
• Reading: What Does It All Mean?(p. 89)
• Exercise: Information Systems and Analysis at Varifilm(p. 94)
• For Further Reading(p. 96)
• 4 Strategic Planning(p. 97)
• Strategy and the Strategic Planning Process(p. 99)
• Strategic Quality Management(p. 100)
• Definition of Quality(p. 107)
• Control(p. 112)
• Service Quality(p. 114)
• Summary(p. 114)
• Questions for Discussion(p. 114)
• Endnotes(p. 115)
• Example: Strategy Deployment at Raytheon(p. 118)
• Case: Amex Looks Beyond Satisfaction, Sees Growth(p. 119)
• Reading: Quality and the Role of Strategy(p. 122)
• Exercise: Strategic Planning at Varifilm(p. 129)
• For Further Reading(p. 131)
• 5 Human Resource Focus(p. 133)
• Involvement: A Central Idea of Human Resource Utilization(p. 135)
• Training and Development(p. 136)
• Selection(p. 139)
• Performance Appraisal(p. 139)
• Compensation Systems(p. 142)
• Total-Quality-Oriented Human Resource Management(p. 143)
• Questions for Discussion(p. 144)
• Endnotes(p. 145)
• Example: Xerox Focuses on Human Resources(p. 146)
• Case: Quality Drives Trident's Success(p. 148)
• Reading: Plugging into the Power of Leadership Teams(p. 153)
• Exercise: Human Resources at Varifilm(p. 158)
• For Further Reading(p. 160)
• 6 Process Management(p. 161)
• A Brief History of Quality Control(p. 164)
• Product Inspection vs. Process Control(p. 166)
• Moving from Inspection to Process Control(p. 167)
• Statistical Quality Control(p. 168)
• Tools for Statistical Quality Control(p. 169)
• Problem Analysis(p. 172)
• Pareto Analysis(p. 173)
• Control Charts(p. 176)
• Manufacturing to Specification vs. Manufacturing to Reduce Variations(p. 186)
• Process Control in Service Industries(p. 187)
• Process Control for Internal Services(p. 188)
• Quality Function Deployment(p. 189)
• Just-in-Time(p. 194)
• Just-in-Time or Just-in-Case(p. 196)
• The Human Side of Process Control(p. 197)
• Questions for Discussion(p. 198)
• Endnotes(p. 199)
• Example: Process Management at MLCC(p. 203)
• Case: Quality Function Deployment: A Case Study(p. 204)
• Reading: Reducing Variability--Key to Continuous Quality Improvement(p. 210)
• Exercise: Process Quality at Varifilm(p. 219)
• For Further Reading(p. 221)
• 7 Customer and Market Focus(p. 223)
• Process vs. Customer(p. 225)
• Internal Customer Conflict(p. 227)
• Defining Quality(p. 228)
• A Quality Focus(p. 229)
• The Driver of Customer Satisfaction(p. 230)
• Handling Service Complaints(p. 232)
• Getting Employee Input(p. 233)
• Measurement of Customer Satisfaction(p. 233)
• The Role of Marketing and Sales(p. 234)
• The Sales Process(p. 235)
• Service Quality and Customer Retention(p. 236)
• Customer Retention and Profitability(p. 237)
• Buyer-Supplier Relationships(p. 238)
• Questions for Discussion(p. 240)
• Endnotes(p. 241)
• Example: Customer Focus at Solectron(p. 243)
• Case: Hewlett-Packard Company(p. 244)
• Reading: Overview: Customer Satisfaction Research(p. 250)
• Exercise: Customer Focus at Varifilm(p. 253)
• For Further Reading(p. 256)
• 8 Benchmarking(p. 257)
• The Evolution of Benchmarking(p. 258)
• The Essence of Benchmarking(p. 260)
• Benchmarking and the Bottom Line(p. 261)
• The Benefits of Benchmarking(p. 261)
• Types of Benchmarking(p. 262)
• Strategic Benchmarking(p. 264)
• The Benchmarking Process(p. 266)
• Identify the Best-in-Class(p. 269)
• Measure Your Own Performance(p. 271)
• Actions to Close the Gap(p. 271)
• Pitfalls of Benchmarking(p. 273)
• Questions for Discussion(p. 274)
• Endnotes(p. 274)
• Example: Benchmarking for Continuous Improvement(p. 276)
• Case: Can Benchmarking Give You a Competitive Edge?(p. 277)
• Reading: Reduce Variation and Save Money(p. 282)
• Exercise: Benchmarking at Varifilm(p. 284)
• For Further Reading(p. 285)
• 9 Organizing for Total Quality Management(p. 287)
• Organizing for TQM: The Systems Approach(p. 289)
• Organizing for Quality Implementation(p. 294)
• The People Dimension: Making the Transition from a Traditional to a TQM Organization(p. 297)
• The Practice of Management(p. 300)
• Roles in Organizational Transition to TQM(p. 301)
• Small Groups and Employee Involvement(p. 302)
• Teams for TQM(p. 304)
• Summary: Some Prerequisites for TQM Success(p. 307)
• Questions for Discussion(p. 308)
• Endnotes(p. 309)
• Example: Organizing with Teams at Eastman Chemical Company(p. 312)
• Case: Organizing for New Product Development(p. 314)
• Reading: Organizing by Process(p. 320)
• For Further Reading(p. 322)
• 10 Productivity, Quality, and Reengineering(p. 323)
• The Leverage of Productivity and Quality(p. 325)
• Management Systems vs. Technology(p. 325)
• Productivity in the United States(p. 327)
• Measuring Productivity(p. 330)
• Basic Measures of Productivity: Ratio of Output to Input(p. 331)
• White-Collar Productivity(p. 333)
• Improving Productivity (and Quality)(p. 335)
• Capital Equipment vs. Management Systems(p. 339)
• Activity Analysis(p. 340)
• Reengineering(p. 342)
• Questions for Discussion(p. 346)
• Endnotes(p. 346)
• Example: Wainwright Industries: Reengineering at a Small Company(p. 349)
• Case: Productivity-Improvement Team Does Its Job(p. 350)
• Reading: Just Do It: An Interview with Michael Hammer(p. 353)
• Exercise: Productivity at Varifilm(p. 357)
• For Further Reading(p. 359)
• 11 The Cost of Quality(p. 361)
• Cost of Quality Defined(p. 362)
• The Cost of Quality(p. 362)
• Three Views of Quality Costs(p. 364)
• Quality Costs(p. 365)
• Measuring Quality Costs(p. 368)
• The Use of Quality Cost Information(p. 371)
• Accounting Systems and Quality Management(p. 372)
• Activity-Based Costing(p. 373)
• Questions for Discussion(p. 376)
• Endnotes(p. 377)
• Example: Armstrong World Industries Tracks Cost of Quality(p. 380)
• Case: Cost-of-Quality Reporting: How We See It(p. 381)
• Reading: Controls and Creativity in Organizations(p. 392)
• For Further Reading(p. 394)
• 12 ISO 9000 and ISO 14000: Universal Standards of Quality(p. 395)
• ISO Around the World(p. 397)
• ISO 9000 in the United States(p. 399)
• The ISO 9000 and ANSI/ASQC Q-90 Series Standards(p. 401)
• Benefits of ISO 9000 Certification(p. 409)
• Getting Certified: The Process(p. 410)
• Getting Certified: The Third-Party Audit(p. 411)
• Documentation(p. 411)
• Post-Certification(p. 412)
• Choosing an Accredited Registration Service(p. 413)
• ISO 9000 and Services(p. 413)
• The Cost of Certification(p. 414)
• ISO 9000 vs. The Baldrige Award(p. 414)
• Implementing the System(p. 415)
• The Future of ISO 9000(p. 415)
• ISO 14000 Environmental Management System(p. 416)
• Questions for Discussion(p. 417)
• Endnotes(p. 418)
• Example: Baldrige Winners Register for ISO Certification(p. 421)
• Case: MKS Fits ISO 9000 into Existing Systems(p. 422)
• Reading: Thinking Export? Think ISO 9000(p. 426)
• For Further Reading(p. 429)
• 13 Theory of Constraints(p. 431)
• The Goal(p. 432)
• The Chain Analogy(p. 433)
• The Systems Approach vs. Conventional Management(p. 434)
• Physical vs. Policy Constraints(p. 435)
• The Theory of Constraints and the Process of Ongoing Improvement(p. 436)
• The Thinking Process (Logic Trees)(p. 436)
• Theory of Constraints Measurement System for Decision Making(p. 441)
• The Theory of Constraints Management System(p. 443)
• Questions for Discussion(p. 445)
• Endnotes(p. 445)
• Case: Making Production Predictable(p. 446)
• Case: The Theory of Constraints: Application to a Service Firm(p. 448)
• Reading: Quality and the Theory of Constraints(p. 457)
• 14 Varifilm Case Study(p. 467)
• Overview(p. 467)
• Category 1.0 Leadership(p. 470)
• Category 2.0 Information and Analysis(p. 477)
• Category 3.0 Strategic Quality Planning(p. 486)
• Category 4.0 Human Resource Development and Management(p. 492)
• Category 5.0 Management of Process Quality(p. 505)
• Category 6.0 Quality and Operational Results(p. 515)
• Category 7.0 Customer Focus and Satisfaction(p. 519)
• Appendix Quality-Related Information on the Internet(p. 535)
• Index(p. 539)