Trainers can select materials to meet the needs of their delegates, clients, and budget. Each book is divided into themes of ideal length for delivering in a training session.
Each theme has a range of activities for delegates to complete, putting the training into context and relating it to their own situation and business. Guides for further reading and valuable web references provide a lead-in to further research. It is accredited with all leading awarding bodies.
Total Quality Management Author : R. Students Of Anna University. Managing Quality Author : Barrie G. This popular and highly successful introduction to Quality Management has been fully revised and updated to reflect recent developments in the field Includes new chapters on Improvement Approaches, Six Sigma, and new challenges in Quality Management Combines the latest information on the ISO quality management system series standards with up-to-date tools, techniques and quality systems Material has been re-ordered and changes to terminology have been made to bring the book completely up to date Provides a popular resource for students, academics, and business practitioners alike.
This practical, student-focused text shows how to focus all of an organization's resources on continuous and simultaneous improvement of quality and productivity — thereby continually improving both performance and competitiveness.
Throughout, critical thinking activities, discussion assignments, and research links promote deeper thinking and further exploration. In this era of global competition, the demands of customers are growing, and the quest for quality has never been more urgent.
Quality has evolved from a concept into a strategy for long-term viability. The third edition of Principles of Total Quality explains this strategy for both the service and manufacturing sectors.
This edition addresses the theme of reliability against the backdrop of increasing litigation in the area of product performance. New chapters also introduce and provide a historical perspective for Six Sigma, and discuss practical applications of the concepts of service excellence within healthcare organizations.
The book also expands its analysis of management of process quality, customer focus and satisfaction, organizing for TQM, control charts for variables, and quality function deployment.
The bestselling text that swept the country and demonstrated how to develop and apply TQM principles is now fully revised and expanded.
In the past, when goods and services were simpler, measurement of quality was self-evident. As business became more complicated, so too did the implementation of quality management and our ability to measure it.
Ultimately, the practice of quality strayed from being a business practice to become much more of an engineering discipline producing plen. Finding ways to improve margins can be the difference between organizations that thrive and those that simply survive during times of economic uncertainty.
Describing why cost reductions can be just as powerful as increases in revenue, Total Quality Management for Project Management explains how to integrate time-tested project management tools with the power of Total Quality Management TQM to achieve significant cost reductions. To clear up any confusion about what a true quality improvement is, it includes sections that cover the fundamentals of total quality management and defines the terms used throughout the text.
The book examines profitability as it relates to product cost—including the initial work determining investment paybacks.
Complete with real-world success stories that facilitate comprehension, it illustrates methods that can help to minimize distractions and keep your team focused. The authors consider the full range of quality improvement tools as applied within the framework of project management.
For the section of the book on the application of TQM to scrum, they demonstrate how these analytical methods can be used on the data produced within a scrum project and made into actionable information. Filled with innovative methods for improving costs, the text arms you with the tools to determine the approaches best suited to your corporate culture and capabilities. This study investigates the relation of total quality management TQM and just-in-time purchasing JITP with respect to firms' performance, based on theories from operations management, organization theory, strategic management and marketing.
The lack of empirical research on how these techniques effect firms performance makes it necessary to explain their strategic values as management innovations. In this study, a cross-sectional mail survey was used with the target population of firms in the continental United States that have implemented either technique, or both.
Furthermore, the relation between JITP and financial and market performance is more significant in those industries that face high as opposed to low foreign competition.
In this study, the validity of findings was assessed in four parts: statistical conclusion, internal, construct, and external validity. Each validity type is defined and its threats are discussed. Individuals should be empowered to make decisions that affect the efficiency of their process or the customer satisfaction. Failure to continually improve: It is tempting to sit back and rest on laurels. Every function, whether it is engineering, order processing, or production, has an internal customer- each receives a product or service, in exchange, provides a product or service.
Every person in a process is considered a customer of the preceding operation. External Customer: An external customer who exists outside the organization. An external customer can be defined in many ways, such as 1. The one who use the product or service.
The one who purchases the product or service. The one who influences the sale of the product or service. The children never paid for their enjoyment but the children influenced the sale.
The success of an organization depends on the satisfied customer. The satisfied customer tends to purchase frequently and more. Identifying the customer expectation is the key to satisfy the customer.
It is more powerful and effective than customer satisfaction. Top management commitment to the customer satisfaction. Identify and understand the customers what they like and dislike about the organization. Develop standards of quality service and performance. Recruit, train and reward good staff. Always stay in touch with customer.
Work towards continuous improvement of customer service and customer retention. Reward service accomplishments by the front-line staff. Customer Retention moves customer satisfaction to the next level by determining what is truly important to the customers. Customer satisfaction is the connection between customer satisfaction and bottom line.
Customer may be satisfied with high priced product but end up in equivalent superior product. Customer Retention is possible only when company truly understands what the customer expects from product and the company. The satisfaction level results in customer retention with improve loyalty of customer towards product and bring profit by bringing new customers.
Mission statement: It provides as clear statement of the purpose of all those involved in the business. Quality policy statement: This statement serves as a guide for everyone in the organization. It clarifies the employee about how the product and services must be provided to the customer.
An American Society for Quality ASQ survey on end user perceptions of important factors that influenced purchases showed the following ranking: 1. Performance 2. Service 4. Warranty 5.
Price 6. Reputation The above factors are the part of product and service quality; therefore it is evident that product quality and service are more important than price. Availability- probability that a product will operate when needed. Reliability- freedom from failure over time 3. Maintainability- ease of keeping the product operable.
Features- Identifiable features or attributes of a product or service are psychological, time- oriented, contractual, ethical, and technological. Features are secondary characteristics of a product or service. Service- An emphasis on customer service is emerging as a method for organizations to give customer- added value. Providing excellent customer service is different from and more difficult to achieve than excellent product quality.
Reputation- Today customer satisfaction is based on the entire experience with the organization, not just the product. Good experiences are repeated to six people and bad experiences are repeated to 15 people; therefore it is more difficult to create a favorable reputation. Customers are willing to pay a premium for a known or trusted brand name and often become customers for life. Requirements management is concerned with meeting the needs of end users through identifying and specifying what they need.
Requirements may be focused on outcomes where the main concern is to describe what is wanted rather than how it should be delivered or requirements may be described in any way between have an adequate understanding of what the users need and how the market is likely to meet that need. The four categories of Quality cost includes Internal failure cost- The cost associated with defects that are found prior to transfer of the product to the customer.
External failure cost- The cost associated with defects that are found after product is shipped to the customer. Appraisal cost- The cost incurred in determining the degree of conformance to quality requirement. Prevention cost- The cost incurred in keeping failure and appraisal costs to a minimum. Customer needs 5. Closing the gap 2. Customer positioning 6. Alignment 3.
Predict the future 7. Implementation 4. Gap analysis 2 marks questions 1. Define Total Quality? Define Quality? What are the Dimensions of Quality? Give the Principles of TQM? Define Quality Costs?
Give the primary categories of Quality cost? Give the typical cost bases? How will you determine the optimum cost? Define Quality Planning? Give the Objectives of TQM? What are the various quality statements? Give the basic steps to strategic quality planning? What is a quality policy? What is a mission statement? What is a vision statement? What are the important factors that influenced purchases? Difference between Customer and Consumer?
Define Customer Retention? What is quality cost? Explain the techniques used for Quality cost? Explain the principles of TQM?
Explain the barriers to TQM implementation? Explain in detail the significance of quality from customer point of view? Give suitable examples? What are customer perceptions of quality?
Explain the significance of dimensions of quality? Discuss various factors that should be considered in focusing on customers? What is the strategic quality planning? Explain the steps involved in conducting a typical PDCA cycle for a small scale organization? The future thrust of quality movement in India would be based on: 1. Application Research Industry and Academics 2. Experience Sharing 3. ISO certificates 4. Environmental protection, safety and consumer protection for quality enhancement.
Contribution of W. Edwards Deming Deming 14 principles 1. Create and publish the aims and purposes of the organization. Learn the new philosophy. Understand the purpose of inspection. Stop awarding business based on price alone. Improve constantly and forever. Institute training. Teach and institute leadership. Drive out fear, create trust and create a climate for innovation.
Optimize the efforts of teams, groups and staff areas. Eliminate exhortations for the work force. Remove barriers that rob people of pride of workmanship. Encourage education and self-improvement of everyone.
Take action to accomplish the transformation. Determine the needs of those customers. Translate those needs into our language. Develop a product that can respond to those needs. Optimize the product features so as to meet our needs and customer needs. Quality improvement Develop a process which is able to produce the product.
Optimize the process. Quality control Prove that the process can produce the product under operating conditions with minimal inspection.
Transfer the process to operations. Build awareness for the need and opportunity for improvement. Set goals for improvement. Organize people to reach the goals. Provide training throughout the organization. Carry out projects to solve the problems. Report progress. Give recognition. Communicate results. Keep score. Maintain momentum by making annual improvement part of the regular system. Contribution to Philip B Crosby Worked to significantly advance the cause of the world wide quality movement through his many personal contributions over the past four decades.
He developed four absolutes of quality management. Quality means conformance to requirements, not goodness. Quality is achieved by prevention, not appraisal. Quality has a performance standard of Zero Defects. Not acceptable quality levels. Quality is measured by the Price of nonconformance, not indexes. Kaizen has to basically do with small, step-by-step continuous improvement, smaller and continuous improvements are more realizable, predictable, controllable, and acceptable. Kaizen philosophy believes that people at all levels, including the lowermost levels in the organizational hierarchy, can contribute to improvements, possible because Kaizen asks for only small improvements.
To survive in an increasingly competitive world, top management must adopt a just-in-time JIT approach and drive change down the hierarchy without yielding to resistance. JIT is the management philosophy that strives to eliminate sources of manufacturing waste producing the right part in the right place at the right time.
Elements of JIT Stabilize and level the MPS with uniform plant loading create a uniform load on all work centers through constant daily production and mixed model assembly. Reduce or eliminate set up times. Done through better planning, process, redesign, and product redesign. Reduce lot sizes.
Reduce lead times. Production lead times can be reduced by moving work stations closer together, applying group technology and cellular manufacturing concepts, reduce queue length and improving the coordination and cooperation between successive processes.
Delivery lead times can be reduced through close cooperation with suppliers, possibly by inducing suppliers to be located closer to the factory. Preventive maintenance. Use machine and worker idle time to maintain equipment and prevent breakdown. Workers should be trained to operate several machines, to perform maintenance tasks, and to perform quality inspections.
Require supplier quality assurance and implement a zero defect quality program. Small lots single unit conveyance. Use a control system such as Kanban system or other signaling system to convey parts between work stations in smaller quantities.
Reasons for a move from batch mode to Just-in-time JIT Batch production system is the most inefficient way to make products. Difficult to meet customer requirements, which come in different orders, like different volumes in different time frames and soon.
The batch system derives from the agricultural mentality. The batch system, purchase material and produce in big batches and there are many processes. At every process, accumulate the batch and at the end accumulate the finished product in a batch, which is stored in the warehouse. This kind of production system is based on market forecast, is good when there is demand. End up with huge inventory of unsold products and excess capacity, and then borrow money to carry that inventory.
By that time, acquired too many people for every process. Industrial cycle Ongoing sequence to bring products or services to the customer including the activities like marketing, purchasing, design, engineering, manufacturing, production, inspection , packaging, delivery, installation and service. Maintained that responsibility of quality was not the sole preserve of the quality professional but was the responsibility of all. The two basic responsibilities are: 1.
He maintained that within every company or factory a proportion of the capacity was wasted by not getting it right first time. Quality control Emphasizing that human relation was a basic issue in Quality control activities, and such things as statistics and preventive measures were only a part of the whole equation.
By stimulating and encouraging everyone in an organization to realize their responsibilities and potential effects on the quality of a product or service. As a result, quality has become strategie overnight, involving all, both in and out of the firm, in the management of its interfaces with clients and the environment. To give quality, suppliers, buyers, operations and marketing managers, as weIl as corporate management must become aware of the mutual relationships and inter-dependencies to which they are subjected, so that they will be able to function as a coherent whole.
This involves human relations and people problems, organizational design issues, engineering design options, monitoring and control approaches and, most of all , a managerial philosophy that can integrate, monitor and eontrol the multiple elements which render the firm a viable quality producing and profitable whole.
To realize the benefits of quality it is imperative that we design products to be compatible with market needs, market structure, eompetition and, of course, that we are constantly aware and abreast of consumers' tastes and the manufacturing technologies that are continuously emerging.
In his book Kai Bulling proposes the systems constellation as an instrument for change agents. An innovative general model of the systems constellation as a management intervention is constructed that presents the method as a synergetic combination of functional elements. This creates a new level of transparency that will support practitioners and managers in understanding its benefits and challenges as well as tailoring interventions to a specific case.
Presented from the perspective of practitioners, researchers and academics, The Ten Commandments of Lean Six Sigma serves as a practical guide for senior managers and executives who want to achieve operational and service excellence in various manufacturing, service and public sector organizations. Increasing global competition, combined with shrinking budgets, are forcing managers to find new ways of operating.
To compete successfully, companies must now use technology and resources particularly human resources to their full potential. Much of the research in the area of performance management has suggested that, while it has great potential to contribute dramatically to the bottom line, it rarely works. The third edition of Managing Performance Improvement looks at why performance systems fail, and explores the tools and techniques to overcome this failure. This best selling text provides practical, specific advice to managers and students enabling them to plan for, and then manage, performance improvement.
This monograph focuses on the level of management culture development in organizations attempting to disclose it not only with the help of theoretical insights but also by the approach based on employees and managers. Why was the term "management culture" that is rarely found in literature selected for the analysis? We are quite often faced with problems of terminology.
Especially, it often happens in the translation from one language to another. While preparing this monograph, the authors had a number of questions on how to decouple the management culture from organization's culture and from organizational culture, how to separate management culture from managerial culture, etc. However, having analysed a variety of scientific research, it appeared that there is no need to break down the mentioned cultures because they still overlap.
Therefore, it is impossible to completely separate the management culture from the formal or informal part of organizational culture. Management culture inevitably exists in every organization, only its level of development may vary.
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