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CONTENTBOOKMARKSNOTES

CoverTitle PageContentsPreface to the Revised EditionPrefacePart One Principles and Practices1. IntroductionChapter ObjectivesDefinitionBasic ApproachGurus of Total Quality ManagementShewhartRonald FisherDemingJuranFeigenbaumIshikawaCrosbyTaguchiTQM FrameworkAwarenessDefining QualityHistorical ReviewObstaclesLack of Management CommitmentInability to Change Organizational CultureImproper PlanningLack of Continuous Training and EducationIncompatible Organizational Structure and Isolated Individuals and DepartmentsIneffective Measurement Techniques and Lack of Access to Data and ResultsPaying Inadequate Attention to Internal and External CustomersInadequate Use of Empowerment and TeamworkFailure to Continually ImproveBenefits of TQMTQM Exemplary OrganizationSummaryExercises2. LeadershipChapter ObjectivesDefinitionsCharacteristics of Quality LeadersLeadership ConceptsThe 7 Habits of Highly Effective PeopleHabit 1: Be ProactiveHabit 2: Begin with the End in MindHabit 3: Put First Things FirstHabit 4: Think Win-WinHabit 5: Seek First to Understand, Then to Be UnderstoodHabit 6: SynergyHabit 7: Sharpen the Saw (Renewal)

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EthicsDefinitionThe Root Causes of Unethical BehaviorEthics Management ProgramFinal CommentThe Deming Philosophy1. Create and Publish the Aims and Purposes of the Organization2. Learn the New Philosophy3. Understand the Purpose of Inspection4. Stop Awarding Business Based on Price Alone5. Improve Constantly and Forever the System6. Institute Training7. Teach and Institute Leadership8. Drive Out Fear, Create Trust, and Create a Climate for Innovation9. Optimize the Efforts of Teams, Groups, and Staff Areas10. Eliminate Exhortations for the Work Force11a. Eliminate Numerical Quotas for the Work Force11b. Eliminate Management by Objective12. Remove Barriers That Rob People of Pride of Workmanship13. Encourage Education and Self-Improvement for Everyone14. Take Action to Accomplish the TransformationRole of TQM LeadersImplementationQuality CouncilCore Values, Concepts, and FrameworkVisionary LeadershipCustomer-Driven ExcellenceOrganizational and Personal LearningValuing Employees and PartnersAgilityFocus on the FutureManaging for InnovationManagement by FactPublic Responsibility and CitizenshipFocus on Results and Creating ValueSystems PerspectiveQuality StatementsVision StatementMission StatementQuality Policy StatementStrategic PlanningGoals and ObjectivesSeven Steps to Strategic PlanningAnnual Quality Improvement ProgramCommunicationsInteractiveFormalDecision MakingLeadership SurveyTQM Exemplary OrganizationSummaryExercises3. Customer SatisfactionChapter ObjectivesIntroductionWho is the Customer?Customer Perception of QualityPerformanceFeaturesServiceWarrantyPriceReputationFeedbackComment CardCustomer QuestionnaireFocus GroupsToll-Free Telephone Numbers


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Customer VisitsReport CardThe Internet and ComputersEmployee FeedbackMass CustomizationThe American Customer Satisfaction IndexCustomer Satisfaction Surveys in IndiaUsing Customer ComplaintsService QualityOrganizationCustomer CareCommunicationFront-Line PeopleLeadership by ExampleAdditional CommentsTranslating Needs into RequirementsCustomer RetentionAdditional CommentsTQM Exemplary OrganizationSummaryExercises4. Employee InvolvementChapter ObjectivesIntroductionMotivationMaslows Hierarchy of NeedsHerzbergs Two-Factor TheoryEmployee WantsAchieving a Motivated Work ForceEmployee SurveysEmpowermentTeamsDefinitionWhy Teams WorkTypes of TeamsCharacteristics of Successful TeamsTeam Member RolesEffective Team MeetingsStages of Team DevelopmentTen Common People Problems and Their SolutionsCommon Barriers to Team ProgressTrainingSuggestion SystemRecognition and RewardGainsharingPerformance AppraisalUnions and Employee InvolvementBenefits of Employee InvolvementAdditional CommentsTQM Exemplary OrganizationSummaryExercises5. Continuous Process ImprovementChapter ObjectivesIntroductionProcessThe Juran TrilogyPlanningControlImprovementImprovement StrategiesRepairRefinementRenovationReinventionAdditional CommentsTypes of ProblemsCompliance


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UnstructuredEfficiencyProcess DesignProduct DesignThe PDSA CycleProblem-Solving MethodPhase 1: Identify the OpportunityPhase 2: Analyze the Current ProcessPhase 3: Develop the Optimal Solution(s)Phase 4: Implement ChangesPhase 5: Study the ResultsPhase 6: Standardize the SolutionPhase 7: Plan for the FutureKaizenReengineeringSix-SigmaStatistical AspectsOther AspectsProblemsTQM Exemplary OrganizationSummaryExercises6. Supplier PartnershipChapter ObjectivesIntroductionPrinciples of Customer/Supplier RelationsPartneringSourcingSupplier SelectionSupplier CertificationSupplier RatingRelationship DevelopmentInspectionTrainingTeam ApproachRecognitionTQM Exemplary OrganizationSummaryExercises7. Performance MeasuresChapter ObjectivesIntroductionBasic ConceptsObjectivesTypical MeasurementsCriteriaStrategyPerformance Measure PresentationCost of QualityWhat is the Need for Evaluation?Categories of Quality CostData Collection and ReportingRelating Quality Cost to Business MeasuresAnalysisImprovement Action Strategy and PlanLimitations of Quality CostMalcolm Baldrige National Quality AwardCriteria for Performance ExcellenceKey Characteristics of the CriteriaCriteria for Performance ExcellenceScoring SystemSample Self-EvaluationRajiv Gandhi National Quality AwardBalanced Score CardCommentsTQM Exemplary OrganizationSummaryExercises


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Part Two Tools and Techniques8. BenchmarkingChapter ObjectivesIntroductionBenchmarking DefinedReasons to BenchmarkProcessDeciding What to BenchmarkUnderstanding Current PerformancePlanningStudying OthersLearning from the DataUsing the FindingsPitfalls and Criticisms of BenchmarkingTQM Exemplary OrganizationSummaryExercises9. Information TechnologyChapter ObjectivesIntroductionHistoryComputers and the Quality FunctionData CollectionData Analysis, Reduction, and ReportingStatistical AnalysisProcess ControlAutomated Test and InspectionSystem DesignThe Internet and Other Electronic CommunicationIntranetInstant MessagingVideo ConferencingWeb Conferencing and WebinarsVirtual TeamingDocument ManagementE-LearningE-GovernmentE-CommerceBusiness-to-BusinessBusiness-to-CustomerWebsite DesignInformation Quality IssuesSufficiencyAccuracyTimelinessIntellectual PropertySecurityCybercrimePrivacyPollutionCreativityControl and PreventionTechnologies of the FutureConclusionTQM Exemplary OrganizationSummaryExercises10. Quality Management SystemsChapter ObjectivesIntroductionBenefits of ISO RegistrationISO 9000 Series of StandardsSector-specific StandardsAS9100ISO/TS 16949TL 9000ISO 9001 Requirements1. Scope


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2. Normative Reference3. Terms and Definitions4. Quality Management System (QMS)5. Management Responsibility6. Resource Management7. Product Realization8. Measurement, Analysis, and ImprovementImplementation1. Top Management Commitment2. Appoint the Management Representative3. Awareness4. Appoint an Implementation Team5. Training6. Time Schedule7. Select Element Owners8. Review the Present System9. Write the Documents10. Install the New System11. Internal Audit12. Management Review13. Preassessment14. RegistrationDocumentationPolicyProcedureWork InstructionsRecordsDocument DevelopmentWriting the DocumentsInternal AuditsObjectivesAuditorTechniquesProcedureAdditional CommentsRegistrationSelecting a RegistrarRegistration ProcessClosing CommentsTQM Exemplary OrganizationSummaryExercises11. Environmental Management SystemChapter ObjectivesIntroductionISO 14000 Series StandardsOrganizational Evaluation StandardsProduct Evaluation StandardsConcepts of ISO 14001Requirements of ISO 140014.1 General Requirements4.2 Environmental Policy4.3 Planning4.4 Implementation and Operation4.5 Checking and Corrective Action4.6 Management ReviewBenefits of EMSGlobalOrganizationalIntegrating ISO 14000 with ISO 9000Relationship to Health and SafetyAdditional CommentsTQM Exemplary OrganizationSummaryExercises12. Quality Function DeploymentChapter ObjectivesIntroduction


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The QFD TeamBenefits of QFDImproves Customer SatisfactionReduces Implementation TimePromotes TeamworkProvides DocumentationThe Voice of the CustomerOrganization of InformationAffinity DiagramHouse of QualityBuilding a House of QualityStep 1List Customer Requirements (WHATs)Step 2List Technical Descriptors (HOWs)Step 3Develop a Relationship Matrix Between WHATs and HOWsStep 4Develop an Interrelationship Matrix Between HOWsStep 5Competitive AssessmentsStep 6Develop Prioritized Customer RequirementsStep 7Develop Prioritized Technical DescriptorsQFD ProcessExamplesTQM Exemplary OrganizationSummaryExercises13. Quality by DesignChapter ObjectivesIntroductionRationale for ImplementationBenefitsDesign for Six SigmaTeamsExamples of TeamsCommunication ModelsImplementationToolsChronology of Quality by Design ToolsOrganizational ToolsProduct Development ToolsProduction ToolsStatistical ToolsPitfalls of Quality by Design ToolsExamples of ToolsMisconceptions and PitfallsTQM Exemplary OrganizationSummaryExercises14. Failure Mode and Effect AnalysisChapter ObjectivesIntroductionReliabilityReliability RequirementsFailure RateIntent of FMEAFMEA TeamFMEA DocumentationBlock DiagramBoundary DiagramParameter Diagram or P-DiagramInterface MatrixOther DocumentationStages of FMEAThe Design FMEA DocumentFMEA NumberSystem, Subsystem, Component, Model Year/NumberDesign ResponsibilityPrepared ByKey DateFMEA DateCore Team


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Item/FunctionPotential Failure ModePotential Effect(s) of FailureSeverity (S)Classification (CLASS)Potential Cause(s)/Mechanism(s) of FailureCurrent Design Control PreventionOccurrence (O)Current Design Control DetectionDetection (D)Risk Priority Number (RPN)Recommended ActionsResponsibility and Target Completion DatesActions TakenThe Process FMEA DocumentProcess Function/RequirementsPotential Failure ModePotential Effect(s) of FailureSeverity (S)Classification (CLASS)Potential Cause(s)/Mechanism(s) of FailureCurrent Process Controls PreventionOccurrence (O)Current Process Controls DetectionDetection (D)Other Types of FMEAExample of FMEA Document PreparationTQM Exemplary OrganizationSummaryExercises15. Products LiabilityChapter ObjectivesIntroductionHistoryProduct Safety LawProducts Liability LawDefensesProof and the Expert WitnessFinancial LossThe Future of Products LiabilityPreventionOrganizationEducationNew-Product ReviewInitial Production ReviewPeriodic Production AuditsControl of Warranties, Advertisements, Agreements, and the LikeWarning Labels and InstructionsComplaints and ClaimsRetention of Records and Document ControlISO 9000 DocumentsProduct-Recall PlanSubrogationRisk CriteriaStandardsAuditCustomer ServiceRedressTQM Exemplary OrganizationSummaryExercises16. Total Productive MaintenanceChapter ObjectivesIntroductionThe PlanLearning the New PhilosophyPromoting the PhilosophyTraining


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Improvement NeedsGoalDeveloping PlansAutonomous Work GroupsExamplesTQM Exemplary OrganizationSummaryExercises17. Management ToolsChapter ObjectivesIntroductionWhy, WhyForced Field AnalysisNominal Group TechniqueAffinity DiagramInterrelationship DigraphTree DiagramMatrix DiagramPrioritization MatricesProcess Decision Program ChartActivity Network DiagramTQM Exemplary OrganizationSummaryExercises18. Statistical Process ControlChapter ObjectivesIntroductionPareto DiagramProcess Flow DiagramCause-and-Effect DiagramCheck SheetsHistogramUngrouped DataGrouped DataHistogram ShapesStatistical FundamentalsMeasures of Central TendencyMeasures of DispersionPopulation and SampleNormal CurveIntroduction to Control ChartsVariationRun ChartControl Chart ExampleVariable Control ChartsQuality CharacteristicSubgroup Size and MethodData CollectionTrial Central Lines and Control LimitsRevised Central Lines and Control LimitsAchieving the ObjectiveState of ControlOut-of-Control ProcessProcess CapabilityProcess PerformanceDifferent Control Charts for VariablesControl Charts for AttributesObjectives of the ChartUse of the ChartSubgroup SizeData CollectionTrial Central Lines and Control LimitsRevised Central Line and Control LimitsAchieving the ObjectiveMeasurement System Analysis (MSA)Importance of MeasurementWhere Do We Use Measurement Systems?Measurement Terminology


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Process and Measurement VariationRepeatability and Reproducibility (R & R)Measurement Systems Analysis for Attribute DataScatter DiagramsTQM Exemplary OrganizationSummaryExercises19. Experimental DesignChapter ObjectivesIntroductionBasic StatisticsHypothesest TestThe t DistributionOne-Sample t TestTwo-Sample t TestF TestThe F DistributionAnalysis of VarianceGraphical AnalysisOne Factor at a TimeOrthogonal DesignPoint and Interval Estimatet Reference DistributionTwo FactorsFull FactorialsFractional FactorialsExamplesConclusionTQM Exemplary OrganizationSummaryExercises20. Taguchis Quality EngineeringChapter ObjectivesIntroductionLoss FunctionNominal-the-BestAverage LossOther Loss FunctionsSummary of the EquationsOrthogonal ArraysDegrees of FreedomSelecting the Orthogonal ArrayInteraction TableLinear GraphsInteractionsSignal-to-Noise (S/N) RatioNominal-the-BestSmaller-the-BetterLarger-the-BetterParameter DesignIntroductionParameter Design ExampleCase I: Iron CastingCase II: GrilleCase III: TubeTreating NoiseCase IV: Metal StampingTolerance DesignPercent ContributionCase I: TV Power CircuitCase II: ButterflyCase III: Control CircuitDr. Taguchis Latest ThinkingTQM Exemplary OrganizationSummaryExercisesAppendix


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ReferencesCopyright

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Total Quality ManagementInfoReviewsOverviewTotal Quality Management by Dale H. Besterfield, Carol Besterfield-Michna, Mary Besterfield-Sacre, Glen H. Besterfield, HemantUrdhwareshe, and Rashmi Urdhwareshe, aims to enhance the standards involved at every stage in an enterprise. Sustained quality control hasbecome the essence of a good performing organization. The impetus is on improving the level of quality from the lower layers to the higherplatforms. The content of the book has been considerably revised, taking the present-day requirements into consideration. Several illustrationsfrom the Indian Industrial scenario are included in the book. The writers have included several competitive questions to assist the students andthe job seekers. Some of the new techniques such as the Design For Six Sigma, Improved Failure Mode And Effect Analysis as per thespecifications of the Automotive Industry Action Group, and Measurement System Analysis are included in this book. The quality standardslike the ISO 9000, ISO 14000, and the TL 9000 are mentioned in Total Quality Management along with all the other aspects of QualityControl.Other DetailsRating:Language:EnglishPublisher:Pearson Education IndiaISBN:9789332514638Publication Date:2010-10-20File Size:3.72 MB

Reviews of Total Quality ManagementAverage Rating4.8(Based on 5 ratings)Read 2 Reviews

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Write a ReviewShowing 1-2 of 2 reviewsSort by: This review was written for Total Quality Management 3 EditionRavi Shankar24 February 12


11 of 14 10-11-2013 20:59

Best Indian Edition on TQM

I was searching for a TQM book in Indian Edition and ended up in buying this one...This is a book must for all the Quality and Productionmanagement student. The Indian Edition is much more useful than the US and UK edition.Well apart from that I received within 2 days...Thanks Flipkart!!!

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Permalink Report AbuseThis review was written for Total Quality Management 3 EditionRAMAN KUMAR22 May 12

TOTAL QUALITY MANAGEMENT

I THINK WHEN IT COMES TO QUALITY I SHOULD COMPARE IT WITH FLIPKART...ONCE AGAIN DELIVERY ON TIME ANDFANTASTIC PACKAGING. ABOUT THE BOOK- YEAH !! ITS NICE BUT IT MORE IN EUROPEAN CONTEXT..THOUGH THECONTENTS ARE VERY GOOD..ONE SHOULD HAVE THIS BOOK AMONG THE COLLECTION OF QUALITY BOOKS.

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Total Quality Management

5

Continuous Process Improvement

Chapter Objectives

Brief overview: perfection versus continuous improvementDefining and mapping a process: learning from Juran TrilogyOverview of approaches for process improvementChoosing and integrating right improvement strategiesUnderstanding the types of problemsUnderstanding the concept of the PDSA cycle and problem solving method


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Studying the TQM approaches: Kaizen, Reengineering and Six Sigma

Introduction

Quality-based organizations should strive to achieve perfection by continuously improving the business and production processes. Of course,perfection is impossible because the race is never over; however, we must continually strive for its attainment.

Improvement is made by

Viewing all work as a process, whether it is associated with production or business activities.Making all processes effective, efficient, and adaptable.Anticipating changing customer needs.Controlling in-process performance using measures such as scrap reduction, cycle time, control charts, and so forth.Maintaining constructive dissatisfaction with the present level of performance.Eliminating waste and rework wherever it occurs.Investigating activities that do not add value to the product or service, with the aim of eliminating those activities.Eliminating nonconformities in all phases of everyones work, even if the increment of improvement is small.Using benchmarking to improve competitive advantage.Innovating to achieve breakthroughs.Incorporating lessons learned into future activities.Using technical tools such as statistical process control (SPC), experimental design, benchmarking, quality function deployment (QFD), and so forth.

Continuous process improvement is designed to utilize the resources of the organization to achieve a quality-driven culture. Individuals mustthink, act, and speak quality. An organization attempts to reach a single-minded link between quality and work execution by educating itsconstituents to continuously analyze and improve their own work, the processes, and their work group.1

Process


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