Verfügbarkeit: The management and control of quality

The management and control of quality:

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Bibliographische Detailangaben
Hauptverfasser:	Evans, James R. (VerfasserIn), Lindsay, William M. (VerfasserIn)
Format:	Buch
Sprache:	English
Veröffentlicht:	[S.l.] South-Western Cengage learning 2011
Ausgabe:	8. ed., internat. student ed.
Schlagworte:	Quality control Total quality management Qualitätsmanagement Qualitätskontrolle Qualitätssicherung Lehrbuch
Online-Zugang:	Inhaltsverzeichnis
Beschreibung:	XXIII, 741, [52] S. graph. Darst.
ISBN:	9780538452601 0538452609

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adam_text	Titel: Management and control of quality Autor: Evans, James R. Jahr: 2011 Brief Contents Preface xix The Quality System Chapter 1 Introduction 3 Chapter 2 Total Quality in Organizations 47 Chapter 3 Philosophies and Frameworks 89 The Management System_____________________________________________________ S ^ Chapter 4 Leadership and Strategic Planning 153 Chapter 5 Focusing on Customers 209 Chapter 6 High Performance Workforce Management 267 Chapter 7 Process Management 327 Chapter 8 Performance Measurement and Information Management 385 Chapter 9 Building and Sustaining Performance Excellence in Organizations 441 Six Sigma and the Technical System 491 Chapter 10 Statistical Thinking and Applications 493 Chapter 11 Six Sigma and Process Improvement 541 Chapter 12 Design for Quality and Product Excellence 595 Chapter 13 Statistical Process Control 673 Appendixes A-1 Contents Preface xix The Quality System Chapter 1 Introduction 3 The History and Importance of Quality 4 The Age of Craftsmanship 5 Quality Profiles: Clarke American Checks, Inc., and Motorola, Inc. 6 The Early Twentieth Century 7 Post-World War II 8 The U.S. Quality Revolution 8 Early Successes 10 From Product Quality to Total Quality Management 10 Disappointments and Criticism 11 Performance Excellence 12 Emergence of Six Sigma 12 Current and Future Challenges 12 Defining Quality 14 Judgmental Perspective 15 Product-Based Perspective 15 User-Based Perspective 16 Value-Based Perspective 16 Manufacturing-Based Perspective 17 Integrating Perspectives on Quality 17 Customer-Driven Quality 19 Total Quality: Principles, Practices, and Techniques 20 TQ Principles 20 TQ Practices 25 TQ Techniques 25 vii viii Contents Quality and Competitive Advantage 25 Quality and Business Results 27 Three Levels of Quality 29 Quality and Personal Values 29 Summary of Key Points and Terminology 31 Quality in Practice: From Leadership Through Quality to Lean Six Sigma at Xerox 31 Quality in Practice: Bringing Total Quality Principles to Life at KARLEE 36 Review Questions 38 Discussion Questions 39 Projects, Etc. 40 Cases skilled Care pharmacy 42 Designing a Quality-Based Business 43 Deere Co. 43 Notes 45 Chapter 2 Total Quality in Organizations 47 Quality Profiles: Jenks Public Schools and the City of Coral Springs 48 Quality and Systems Thinking 50 Quality in Manufacturing 50 Manufacturing Systems 51 Quality in Services 56 Contrasts with Manufacturing 57 Components of Service System Quality 58 Quality in Health Care 61 Quality in Education 64 Koalaty Kid 66 Quality in Higher Education 69 Quality in Small Businesses and Not-for-Profits 71 Quality in the Public Sector 73 Quality in the Federal Government 73 State and Local Quality Efforts 75 Summary of Key Points and Terminology 76 Quality in Practice: Service Quality at The Ritz-Carlton Hotel Company, LLC. 76 Quality in Practice: Kenneth W. Monfort College of Business 78 Review Questions 80 Discussion Questions 81 Projects, Etc. 82 CASES The Nightmare on Telecom Street 83 U.S. Water Resource Agency?Flagstaff District 84 Toyota Motor Corporation, Ltd. 85 Notes 86 Contents IX Chapter 3 Philosophies and Frameworks 89 Quality Profiles: Texas Nameplate Company, Inc., and The Cedar Foundation 90 The Deming Philosophy 91 Foundations of the Deming Philosophy 92 Deming s 14 Points 99 The Juran Philosophy 104 The Crosby Philosophy 106 Comparisons of Quality Philosophies 108 Other Quality Philosophers 109 A. V. Feigenbaum 109 Kaoru Ishikawa 110 Genichi Taguchi 110 Quality Management Awards and Frameworks 111 The Malcolm Baldrige National Quality Award 111 History and Purpose 112 The Criteria for Performance Excellence 114 Criteria Evolution 119 Using the Baldrige Criteria 119 Impacts of the Baldrige Program 121 Baldrige and Deming 121 International Quality Award Programs 122 The Deming Prize 122 European Quality Award 123 Canadian Awards for Business Excellence 125 Australian Business Excellence Award 125 Quality Awards in China 127 Baldrige and National Culture 128 ISO 9000:2000 128 Structure of the ISO 9000:2000 Standards 129 Factors Leading to ISO 9000:2000 130 Implementation and Registration 132 Benefits of ISO 9000 132 Six Sigma 133 Evolution of Six Sigma 133 Six Sigma as a Quality Framework 135 Baldrige, ISO 9000, and Six Sigma 135 Summary of Key Points and Terminology 138 Quality in Practice: Building Business Excellence in Hungary 138 Quality in Practice: Integrating Quality Frameworks atVeridian Homes 140 Review Questions 142 Discussion Questions 143 Projects, Etc. 145 Contents Cases tecSmart electronics 146 Can Six Sigma Work in Health Care? 147 Novel Connect: Understanding the Organizational Environment 148 Share Food Case Study: Understanding the Organizational Environment 149 Notes 149 The Management System 151 Chapter 4 Leadership and Strategic Planning 153 Leadership for Quality 154 Quality Profiles: Medrad and Saint Luke s Hospital of Kansas City 155 Leading Practices for Leadership 159 Leadership Theory and Practice 162 Contemporary and Emerging Leadership Theories 162 New Perspectives on the Practice of Leadership 166 Applying Leadership Theory in a Total Quality Environment 167 Creating the Leadership System 168 Leadership, Governance, and Social Responsibilities 171 Strategic Planning 174 Leading Practices for Strategic Planning 175 Strategy Development 177 Strategy Deployment 180 Linking Human Resource Plans and Business Strategy 183 The Seven Management and Planning Tools 184 Leadership, Strategy, and Organizational Structure 185 Leadership and Strategic Planning in the Baldrige Criteria, ISO 9000, and Six Sigma 188 Quality in Practice: Leadership Changes at Alcoa 190 Quality in Practice: Strategic Planning at Branch-Smith Printing Division 193 Review Questions 196 Discussion Questions 196 Problems 198 Projects, Etc. 201 CASES A Situational Leadership Challenge 202 A Strategic Bottleneck 203 Clifton Metal Works 204 Landmark Dining: Leadership and Strategic Planning 205 Notes 205 Chapter 5 Focusing on Customers 209 Quality Profiles: Parr Place Lexus and Robert Wood Johnson University Hospital Hamilton 211 Contents xi The Importance of Customer Satisfaction and Loyalty 212 The American Customer Satisfaction Index 213 Creating Satisfied Customers 215 Leading Practices 216 Identifying Customers 218 Customer Segmentation 220 Understanding Customer Needs 221 Gathering and Analyzing Customer Information 224 Linking Customer Information to Design, Production, and Service Delivery 226 Customer Relationship Management 227 Accessibility and Commitments 228 Selecting and Developing Customer-Contact Employees 229 Customer-Contact Requirements 230 Effective Complaint Management 232 Strategic Partnerships and Alliances 234 Exploiting Technology 234 Customer Service on the Internet 235 Technology and CRM 235 Measuring Customer Satisfaction 236 Designing Satisfaction Surveys 237 Analyzing and Using Customer Feedback 239 Why Many Customer Satisfaction Efforts Fail 243 Customer Perceived Value 243 Customer Focus in the Baldrige Criteria, ISO 9000, and Six Sigma 244 Quality in Practice: Understanding the Voice of the Customer at LaRosa s Pizzerias 246 Quality in Practice: Customer Focus at Amazon.com 247 Review Questions 249 Discussion Questions 250 Projects, Etc. 254 CASES Pauli s Restaurant and Microbrewery 256 First Internet Reliable Bank 256 Gold Star Chili: Customer and Market Knowledge 259 Landmark Dining: Customer Focus 263 Notes 263 chapter 6 High Performance Workforce Management 267 Quality Profiles: Sunny Fresh Foods and PRO-TEC Coating Company 269 The Evolution of Workforce Management 270 Principles of Engagement and Motivation 272 Workforce Engagement 272 Motivation 275 Contents Designing High-Performance Work Systems 278 Work and Job Design 279 Empowerment 281 Teamwork 283 Developing and Empowering Teams 290 Workplace Environment 292 Engaging the Workforce in Process Excellence 293 Skills for Team Leaders 294 Skills for Team Members 294 Managing High-Performance Work Systems 295 Compensation and Recognition 296 Performance Management 300 Assessing Workforce Engagement, Satisfaction, and Effectiveness 303 Sustaining High-Performance Work Systems 304 Workforce Capability and Capacity 304 Workforce Learning and Development 308 Workforce Focus in the Baldrige Criteria, ISO 9000, and Slx Sigma 310 Summary of Key Points and Terminology 311 Quality in Practice: Training for Improving Service Quality at Honda 311 Quality in Practice: TD Industries 314 Review Questions 316 Discussion Questions 317 Projects, Etc. 319 Cases golden plaza hotel 320 The Hopeful Telecommuter 321 Nordam Europe, Ltd. 322 Novel Connect: Workforce Focus 324 Notes 324 Chapter 7 Process Management 327 Quality Profiles: DynMcDermott Petroleum Operations Company and Boeing Aerospace Support 328 Business Processes 329 Process Requirements 332 Process Management Frameworks 333 Designing Work Processes 334 Process Design Approaches 335 Mistake-Proofing Processes 339 Process Control 341 Quality Control in Manufacturing 344 Quality Control in Services 345 Process Improvement 348 Kaizen 349 Improvement Opportunities 351 Contents xin Process Improvement Methodologies 352 The Derning Cycle 355 Creative Problem Solving 358 Custom Methodologies 358 Breakthrough Improvement 360 Benchmarking 360 Reengineering 362 Process Management in the Baldrige Criteria, ISO 9000, and Six Sigma 363 Summary of Key Points and Terminology 364 Quality in Practice: Gold Star Chili: Process Management 364 Quality in Practice: Building Japanese Quality in North America 367 Review Questions 369 Discussion Questions 370 Projects, Etc. 378 CASES The State University Experience 379 The PIVOT Initiative at Midwest Bank, Part I 380 Novel Connect: Process Management 381 Notes 381 Chapter 8 Performance Measurement and Information Management 385 Quality Profiles: Wainwright Industries, Inc. and Baptist Hospital, Inc. 388 The Scope of Performance Measurement 389 The Balanced Scorecard 390 Product Outcomes 392 Customer-Focused Outcomes 394 Financial and Market Outcomes 394 Workforce-Focused Outcomes 394 Process Effectiveness Outcomes 395 Leadership Outcomes 395 Designing Effective Performance Measurement Systems 396 Selecting Measures and Indicators 396 Linking Measures to Strategy 397 Process-Level Measurements 398 Identifying and Selecting Process Measures 401 Aligning Strategic and Process-Level Measurements 403 Analyzing and Using Performance Data 405 The Role of Comparative Data 408 Performance Review 409 The Cost of Quality 410 Quality Cost Classification 411 Capturing and Using Quality Costs 412 Quality Costs in Service Organizations 413 xiv Contents Measuring the Return on Quality 414 Managing Information Resources 415 Knowledge Management 417 Knowledge Transfer 419 Measurement and Information Management in the Baldrige Criteria, ISO 9000, and Six Sigma 422 Summary of Key Points and Terminology 424 Quality in Practice: Modeling Cause-and-Effect Relationships at IBM Rochester 424 Quality in Practice: Knowledge Management for Continuous Improvement at convergys 426 Review Questions 430 Discussion Questions 430 Problems 432 Projects, Etc. 434 Cases skyhigh airlines 434 Coyote Community College 435 Novel Connect: Identifying Key Performance Measures 438 Novel Connect: Measurement, Analysis, and Knowledge Management 439 Notes 439 Chapter 9 Building and Sustaining Performance Excellence in Organizations 441 Making the Commitment to Performance Excellence 442 Quality Profiles: American Electric Power and Pal s Sudden Service 443 Organizational Culture and Performance Excellence 444 Cultural Change 448 Building on Best Practices 449 The Role of Employees in Cultural Change 451 Change Management 454 Implementation Barriers to Creating a Culture of Performance Excellence 455 Sustaining the Quality Organization 458 Quality as a Journey 459 The Learning Organization 461 Self-Assessment Processes 466 Leveraging Self-Assessment: The Importance of Follow-Up 469 Implementing ISO 9000, Baldrige, and Six Sigma 471 A View Toward the Future 475 Quality in Practice: Getting Back to the Basics at Ford 476 Quality in Practice: Merging Divergent Quality Systems at Honeywell 480 Review Questions 483 Discussion Questions 483 Contents XV Projects, Etc. 485 CASES The Parable of the Green Lawn 485 The Yellow Brick Road to Quality 486 The Competitive Construction Companies 487 Notes 488 Six Sigma and the Technical System 491 Chapter 10 Statistical Thinking and Applications 493 Statistical Thinking 494 Quality Profiles: Graniterock Company and Branch-Smith Printing Division 495 Deming s Red Bead and Funnel Experiments 498 Statistical Foundations 504 Random Variables and Probability Distributions 504 Sampling 505 Statistical Methodology 509 Descriptive Statistics 510 Statistical Analysis with Microsoft Excel 511 Statistical Inference 515 Enumerative and Analytic Studies 519 Design of Experiments 520 Analysis of Variance (ANOVA) 524 Regression and Correlation 526 Summary of Key Points and Terminology 527 Quality in Practice: Improving Quality of a Wave Soldering Process Through Design of Experiments 528 Quality in Practice: Applying Statistical Analysis in a Six Sigma Project at GE Fanuc 530 Review Questions 533 Problems 534 Projects, Etc. 537 CASES The Disciplinary Citation 537 The Quarterly Sales Report 538 The HMO Pharmacy Crisis 538 Notes 539 Chapter 11 Six Sigma and Process Improvement 541 Quality Profiles: KARLEE Company and Caterpillar Financial Services Corporation 542 The Statistical Basis of Six Sigma 543 Six Sigma DMAIC Methodology 545 Project Management for Six Sigma 550 Six Sigma Project Selection 551 XVI Contents Tools for Process Improvement 554 The Seven QC Tools 555 Lean Tools 570 Lean Six Sigma 574 Six Sigma in Services and Small Organizations 574 Summary of Key Points and Terminology 577 Quality in Practice: An Application of Six Sigma to Reduce Medical Errors 577 Quality in Practice: Applying Quality Improvement Tools to an Order Fulfillment Process 579 Review Questions 582 Discussion Questions 582 Problems 584 Projects, Etc. 587 Cases lt,inc. 588 National Furniture 591 Readilunch Restaurant 591 Notes 592 Chapter 12 Design for Quality and Product Excellence 595 Quality Profiles: Spicer Driveshaft and 3M Dental Products Division 596 Product Design Processes 597 Concurrent Engineering 599 Design for Six Sigma 600 Concept Development 601 Concept Engineering 601 Design Development 603 Quality Function Deployment 603 Design for Manufacturability 613 Design and Environmental Responsibility 614 Design for Excellence 615 Target and Tolerance Design 616 Design Optimization 617 The Taguchi Loss Function 618 Design Failure Mode and Effects Analysis 621 Reliability Prediction and Optimization 623 Design Verification 635 Design Reviews 636 Reliability Testing 636 Measurement System Evaluation 637 Calibration 643 Process Capability Evaluation 644 Summary of Key Points and Terminology 651 Quality in Practice: Testing Audio Components at Shure, Inc. 652 Contents xvil Quality in Practice: Applying QFD in a Managed Care Organization 653 Review Questions 656 Problems 657 Projects, Etc. 664 CASES Applying Quality Function Deployment to a University Support Service 665 Black Elk Medical Center 667 Notes 670 Chapter 13 Statistical Process Control 673 Quality Profiles: Trident Precision Manufacturing. Inc., and Operations Management International, Inc. 675 Quality Control Measurements 676 Capability and Control 676 SPC Methodology 679 Control Charts for Variables Data 680 Constructing x- and R-Charts and Establishing Statistical Control 680 Interpreting Patterns in Control Charts 681 Process Monitoring and Control 695 Estimating Process Capability 695 Modified Control Limits 697 Excel Spreadsheet Templates 698 Special Control Charts for Variables Data 700 x- and s-Charts 700 Charts for Individuals 701 Control Charts for Attributes 706 Fraction Nonconforming (p) Chart 706 Variable Sample Size 708 np-Charts for Number Nonconforming 712 Charts for Defects 714 Choosing Between c- and w-Charts 718 Summary of Control Chart Construction 719 Designing Control Charts 720 Basis for Sampling 720 Sample Size 721 Sampling Frequency 721 Location of Control Limits 722 SPC, ISO 9000:2000, and Six Sigma 724 Controlling Six Sigma Processes 724 Pre-Control 725 Quality in Practice: Applying SPC to Pharmaceutical Product Manufacturing 727 Quality in Practice: Using a u-Chart in a Receiving Process 730 Review Questions 733 Problems 734 xviii Contents CASES La Ventana Window Company 740 Murphy Trucking, Inc. 741 Day Industries 743 Notes 743 Appendixes A Areas for the Standard Normal Distribution A-2 B Factors for Control Charts A-3 C Random Digits A-4 Bibliography B-l Index 1-1
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title	The management and control of quality
title_auth	The management and control of quality
title_exact_search	The management and control of quality
title_full	The management and control of quality James R. Evans ; William M. Lindsay
title_fullStr	The management and control of quality James R. Evans ; William M. Lindsay
title_full_unstemmed	The management and control of quality James R. Evans ; William M. Lindsay
title_short	The management and control of quality
title_sort	the management and control of quality
topic	Quality control Total quality management Qualitätsmanagement (DE-588)4219057-5 gnd Qualitätskontrolle (DE-588)4047968-7 gnd Qualitätssicherung (DE-588)4126457-5 gnd
topic_facet	Quality control Total quality management Qualitätsmanagement Qualitätskontrolle Qualitätssicherung Lehrbuch
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