Quality: a critical introduction
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
New York, NY [u.a.]
Routledge
2010
|
| Ausgabe: | 3. ed. |
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | Includes bibliographical references and index |
| Beschreibung: | XXII, 328 S. Ill., graph. Darst. |
| ISBN: | 9780415996341 9780415996358 |
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Datensatz im Suchindex
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|---|---|
| adam_text | Titel: Quality
Autor: Beckford, John
Jahr: 2010
Brief Contents
List of Figures xiii
List of Vignettes xvi
Preface to the Third Edition xvii
Acknowledgements xviii
Preface to the Second Edition xix
Preface to the First Edition xx
PART ONE
Introducing Quality 1
User Guide 1
1 The Quality Imperative 3
2 Quality: A Strategic Decision? 17
3 Barriers to Quality 26
4 The Emergence of Management 41
PART TWO
The Quality Gurus 53
User Guide 53
5 Philip B. Crosby 55
6 W. Edwards Deming 67
7 Armand V. Feigenbaum 86
8 Kaoru Ishikawa 94
9 Joseph M. Juran 106
10 John S. Oakland 117
11 TaiichiOhno 130
vi Brief Contents
12 ShigeoShingo
13 Genichi Taguchi 146
PART THREE
Contemporary Thinking 155
User Guide 155
14 Contingency Theory 157
15 Organizations as Systems 164
16 Organizational Cybernetics 171
17 Soft Systems Thinking 183
18 Critical Systems Thinking 188
19 Business Process Re-Engineering 203
20 The Learning Organization 211
21 Systemic Quality Management 221
PART FOUR
Quality in Practice: A Case Study 235
User Guide 235
22 SB Foods: A Problem of Quality? 237
23 First Intervention 244
24 Second Intervention 266
25 Final Intervention 291
Afterword 311
Further Reading 313
Glossary of terms and A bbreviations 315
References 318
Index 322
Full Contents
List of Figures xiii
List of Vignettes xvi
Preface to the Third Edition xvii
Acknowledgements xviii
Preface to the Second Edition xix
Preface to the First Edition xx
3
6
10
13
14
17
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37
PART ONE
Introducing Quality
User Guide
1 The Quality Imperative
1.1 The Economic Imperative
1.2 The Social Imperative
1.3 The Environmental Imperative
1.4 The Challenge for Service Organizations
1.5 A Problem with Quality
2 Quality: A Strategic Decision?
2.1 Operations
2.2 Administration
2.3 Strategy
2.4 Normative Decisions
3 Barriers to Quality
3.1 Systems and Procedures
3.2 Culture
3.3 Organization Design
3.4 Management Perspective
3.5 Costs of Quality
viii Full Contents
4 The Emergence of Management
4.1 Classical Theory
4.2 Critical Review
4.3 Reiteration
4.4 Human Relations Theory
4.5 Critical Review
4.6 Reiteration
4.7 Relevance to Quality
PART TWO
The Quality Gurus
User Guide
5 Philip B. Crosby
5.1 Philosophy
5.2 Assumptions
5.3 Methods
5.4 Successes and Failures
5.5 Critical Review
6 W. Edwards Deming
6.1 Philosophy
6.2 Assumptions
6.3 Methods
6.4 Successes and Failures
6.5 Critical Review
7 Armand V. Feigenbaum
7.1 Philosophy
7.2 Assumptions
7.3 Methods
7.4 Successes and Failures
7-5 Critical Review
8 Kaoru Ishikawa
8.1 Philosophy
8.2 Assumptions
8.3 Methods
8.4 Successes and Failures
8.5 Critical Review
41
42
45
46
47
49
50
50
53
53
55
55
57
59
62
64
67
67
72
73
81
83
86
86
87
89
90
92
94
94
96
97
102
104
Full Contents ix
106
106
109
110
113
114
117
117
119
120
126
128
130
130
133
134
137
138
140
140
12.2 Assumptions 141
12.3 Methods 142
12.4 Successes and Failures 143
12.5 Critical Review 144
13 Genichi Taguchi 146
13.1 Philosophy 146
13.2 Assumptions 148
13.3 Methods 148
13.4 Successes and Failures 151
13.5 Critical Review 152
PART THREE
Contemporary Thinking 155
User Guide 155
14 Contingency Theory 157
14.1 Contingency Theory and Organization Design 157
9 Joseph M. Juran
9.1 Philosophy
9.2 Assumptions
9.3 Methods
9.4 Successes and Failures
9.5 Critical Review
10 John l S. Oakland
10.1 Philosophy
10.2 Assumptions
10.3 Methods
10.4 Successes and Failures
10.5 Critical Review
11 Taiichi Ohno
11.1 Philosophy
11.2 Assumptions
11.3 Methods
11.4 Successes and Failures
11.5 Critical Review
12 Shigeo Shingo
12.1 Philosophy
x Full Contents
14.2 Reiteration
14.3 Is Quality Contingent? 160
15 Organizations as Systems 164
15.1 Systems Thinking 164
15.2 Systems Thinking and Organizations 165
15.3 Systems Thinking and Quality 167
16 Organizational Cybernetics 171
16.1 Cybernetic Systems 172
16.2 Tools of Cybernetics 173
16.3 Cybernetics and Quality 179
17 Soft Systems Thinking 183
17.1 Soft Systems Explained 183
17.2 Tools for Soft Systems 184
17.3 Soft Systems and Quality 186
18 Critical Systems Thinking 188
18.1 Total Systems Intervention 189
18.2 Principles of TSI 189
18.3 Three Phases of TSI 192
18.4 Critical Review 194
18.5 Critical Systems Thinking and Quality 194
18.6 TQM through TSI 195
18.7 Assumptions 198
18.8 Successes and Failures 199
18.9 Critical Review 201
19 Business Process Re-Engineering 203
19.1 What is BPR? 203
19.2 Discontinuity, Chaos and Complexity 204
19.3 What Drives BPR? 205
19-4 What Does BPR Mean? 206
19.5 The BPR Process 208
19.6 BPR and Quality 209
20 The Learning Organization 211
20.1 Organizational Learning 211
20.2 Senge s Learning Organization 214
20.3 The Learning Disabilities 216
20.4 The Five Disciplines 217
20.5 Quality and Learning 219
Full Contents xi
21 Systemic Quality Management 221
21.1 The Service Quality Problem 224
21.2 A Systemic Quality Management System 225
21.3 The Overall Structure 226
21.4 The Model for a Systemic QMS 229
21.5 SQM Review 233
PART FOUR
Quality in Practice: A Case Study 235
User Guide 235
22 SB Foods: A Problem of Quality? 237
22.1 Background 237
22.2 Initial Reflections 238
22.3 Iterative Methodology 240
23 First Intervention 244
23.1 Soft Systems Perspective 244
23.2 Viable Systems Perspective 248
23-3 Process Analysis 258
23-3.1 Process Mapping 258
23.4 Reflections and Next Steps 263
24 Second Intervention 266
24.1 Recap 266
24.2 Engaging the Internal Stakeholders 267
24.2.1 Interactive Planning 268
24.2.2 Quality Circles 273
24.3 Improving Processes 275
24.3.1 Process Analysis 275
24.3.2 Statistical Methods 280
24.3.3 Job Design 284
24.4 Reflections and Next Steps 289
25 Final Intervention 291
25.1 Recap 291
25.2 Benchmarking 291
25.2.1 What is Benchmarking? 292
25.2.2 How is Benchmarking Done? 294
25.2.3 Critical Review 296
xii Full Contents
25.3 Supplier Development 297
25.3.1 What is Supplier Development? 297
25.3-2 How is Supplier Development Undertaken? 299
25.3-3 Critique of Supplier Development 300
25.4 Quality Management Systems 301
25.4.1 What is ISO 9000? 301
25.4.2 ISO 9000: 2000 Interpreted 302
25.4.3 ISO 9000: 2000 - The Limitations 303
25.4.4 How is a QMS Constructed? 304
25.4.5 ISO 14000 306
25.4.6 The Business Excellence Model (BEM) 306
25.5 Final Reflections 309
Afterword 311
Further Reading 313
Glossary of Terms and Abbreviations 315
References 318
Index 322
List of Figures
1.1 Characteristics of corporate social responsibility 8
2.1 Herzberg s two-factor theory of motivation 18
3.1 Slipping clutch syndrome 37
4.1 Frederick Taylor s principles of scientific management 42
4.2 Henri Fayol s duties of managers 44
4.3 Henri Fayol s principles of management 44
4.4 Max Weber s principles of bureaucracy 45
4.5 Maslow s hierarchy of needs 49
5.1 Philip Crosby s five absolutes of quality management 55
5.2 Philip Crosby s fourteen-step quality programme 60
5.3 Philip Crosby s triangle of interactions 62
6.1 W. Edwards Deming s PDCA cycle 69
6.2 W. Edwards Deming s seven deadly sins 69
6.3 Sample control chart 74
6.4 W. Edwards Deming s fourteen principles for transformation 75
6.5 The seven-point action plan 80
7.1 Armand V. Feigenbaum s four steps to quality 89
8.1 Kaoru Ishikawa s fifteen effects of company-wide quality control 98
8.2 Cornerstones to successful quality circles 99
8.3 Seven tools of quality control 101
8.4 The Ishikawa or fishbone diagram 102
9.1 Joseph M. Juran s quality trilogy 107
9.2 Joseph M. Juran s quality planning road map 110
9.3 Joseph M. Juran s ten steps to continuous quality improvement 112
10.1 John S. Oakland s seven key characteristics of TQM 118
10.2 John S. Oakland s ten points for senior management 121
10.3 John S. Oakland s total quality management model 121
10.4 Quality function deployment activities 126
11.1 Understanding waste 136
13.1 Genichi Taguchi s three-stage prototyping method 147
13.2 Genichi Taguchi s organizational principles 147
13.3 Genichi Taguchi s eight stages of product development 149
14.1 The contingency perspective 161
15.1 Functional imperatives of a system 166
15.2 The organization as a system 166
16.1 Characteristics of cybernetic systems 172
xiv List of Figures
16.2 Tools of cybernetics 173
16.3 The black box technique 174
16.4 A closed-loop first-order feedback system 175
16.5 Design criteria for feedback systems 177
16.6 Variety reduction and amplification techniques 177
16.7 Recursions of a system 178
16.8 A closed-loop quality feedback system 181
17.1 Four phases of SAST 185
18.1 Seven principles of TSI 190
18.2 The system of systems methodologies 193
18.3 Robert Flood s ten principles of TQM 196
18.4 Continual and continuous change 198
19-1 Business process re-engineering: key words 206
19-2 The business system diamond 209
20.1 A model of learning 213
20.2 The learning organization: key words and phrases 214
20.3 The learning disabilities 216
20.4 The five disciplines 218
21.1 Soft systems methodology 222
21.2 The Viable System Model 223
21.3 The skills-based quality management system 225
21.4 A process 228
21.5 Applying skills 228
21.6 Applying procedures 229
21.7 Performance management 230
21.8 Performance improvement 231
21.9 The hierarchy of skills 231
22.1 TQM within TSI within TQM 239
22.2 Tools for the first intervention 240
22.3 Synthesizing the diagnosis 240
22.4 Developing a shared model 241
22.5 An iterative framework for action 242
23.1 Seven stages of soft systems methodology 245
23.2 Six principal elements of a system 246
23.3 Six questions for defining root definitions 246
23.4 The organization in its environment 250
23.5 The environment, operations and management separated 250
23.6 A chain of recursively embedded viable systems 251
23.7 A set of implementation elements 251
23.8 Operational elements with co-ordination and interaction 252
23-9 The self-regulating organization 253
23.10 The ultrastable organization 255
23.11 Nested or recursive process levels 259
23.12 ASME symbols 260
23.13 A total process chart 260
23.14 Manufacturing process 261
23.15 All core processes 262
24.1 Tools for the second intervention 267
List of Figures xv
24.2 Organizational design for interactive planning 269
24.3 Five stages of interactive planning 270
24.4 Three methods for formulating the mess 270
24.5 Aims of quality circles 273
24.6 Critical examination procedure 276
24.7 Natural work units 284
24.8 Key requirements for vertical loading 286
24.9 Task feedback information 287
25.1 Tools for the final intervention 292
25.2 Five steps in benchmarking 294
25.3 Seven stages of supplier development 299
25.4 The ISO 9000: 2000 series 301
25.5 Thirteen steps to a quality management system 304
25.6 The business excellence model 307
List of Vignettes
1.1 Manufacturing Activity Drives the Service Sector 5
2.1 The Motor Industry 22
3.1 The Banks and the Credit Crunch 31
5.1 Chesswood Produce Ltd. 58
6.1 Kennet School: A Tale of Constancy and Determination 76
7.1 Great North Eastern Railway — Applying Kobayashi s
Twenty Keys 88
8.1 Quality Circles Inaction 100
9-1 Fletcher Challenge Steel, China: Planning and Politics 108
10.1 The Hong Kong Police Force 122
11.1 The Sisters of Nazareth 131
12.1 Cybernetic Systems 142
13.1 Prototyping Services 150
14.1 That s Quality! 162
15.1 A Systems Problem 167
16.1 Everyday Black Boxes 174
16.2 Psychological Feedback 176
17.1 Cathay Pacific: Service Straight from the Heart 185
18.1 Business Banking: Size Doesn t Matter 191
18.2 Ensuring Failure in Quality Implementation 197
19.1 Business Process Tinkering 208
20.1 Learning Stimulates Learning 215
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| spelling | Beckford, John 1958- Verfasser (DE-588)171379861 aut Quality a critical introduction John Beckford 3. ed. New York, NY [u.a.] Routledge 2010 XXII, 328 S. Ill., graph. Darst. txt rdacontent n rdamedia nc rdacarrier Includes bibliographical references and index Total quality management Case studies Service industries Management Case studies Manufacturing industries Management Case studies Qualitätsmanagement (DE-588)4219057-5 gnd rswk-swf (DE-588)4151278-9 Einführung gnd-content (DE-588)4522595-3 Fallstudiensammlung gnd-content Qualitätsmanagement (DE-588)4219057-5 s DE-604 Erscheint auch als Online-Ausgabe 978-0-203-88571-0 HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=018650376&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
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| title | Quality a critical introduction |
| title_auth | Quality a critical introduction |
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| title_short | Quality |
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| topic | Total quality management Case studies Service industries Management Case studies Manufacturing industries Management Case studies Qualitätsmanagement (DE-588)4219057-5 gnd |
| topic_facet | Total quality management Case studies Service industries Management Case studies Manufacturing industries Management Case studies Qualitätsmanagement Einführung Fallstudiensammlung |
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