Total Quality Management: Key Concepts and Case Studies provides the full range of management principles and practices that govern the quality function. The book covers the fundamentals and background needed, as well as industry case studies and comprehensive topic coverage, making it an invaluable reference to both the novice and the more experienced individual.
Aspects of quality control that are widely utilized in practice are combined with those that are commonly referred to on University courses, and the latest developments in quality concepts are also presented. This book is an ideal quick reference for any manager, designer, engineer, or researcher interested in quality.
1. Cover image - p. iv 2. Title page - p. iv 3. Table of Contents - p. iv 4. Copyright - p. iv 5. About the Author - p. iv 6. Foreword - p. xxvi 7. Preface - p. xxviii 8. Acknowledgments - p. xxxi 9. About the Book - p. xxxiii 10. Chapter 1: Total Quality Management: An Overview - p. xxxiii 11. Chapter 2: Evolution of Total Quality Management - p. 14 12. Chapter 3: Quality Gurus - p. 20 13. Chapter 4: Leadership and TQM - p. 37 14. Chapter 5: Scientific Management - p. 55 15. Chapter 6: System Approach to Management Theory - p. 62 16. Chapter 7: Strategic Planning - p. 83 17. Chapter 8: Cost of Quality - p. 98 18. Chapter 9: Organization for TQM - p. 111 19. Chapter 10: Customer Satisfaction - p. 123 20. Chapter 11: Total Employee Involvement - p. 141 21. Chapter 12: Supplier Partnership - p. 162 22. Chapter 13: Total Productive Maintenance - p. 175 23. Chapter 14: Quality Awards - p. 192 24. Chapter 15: Quality Circles - p. 212 25. Chapter 16: Fundamentals of Statistics— Part I - p. 218 26. Chapter 17: Fundamentals of Statistics— Part II - p. 242 27. Chapter 18: Process Capability - p. 254 28. Chapter 19: Inward Inspection - p. 259 29. Chapter 20: Seven Traditional Tools of TQM - p. 270 30. Chapter 21: The Seven Modern Tools of TQM - p. 290 31. Chapter 22: Kaizen and Continuous Improvement - p. 311 32. Chapter 23: 5S - p. 332 33. Chapter 24: Six Sigma - p. 346 34. Chapter 25: Lean Management - p. 361 35. Chapter 26: Failure Modes and Effects Analysis - p. 372 36. Chapter 27: Reliability Engineering - p. 389 37. Chapter 28: Business Process Reengineering - p. 404 38. Chapter 29: Benchmarking - p. 414 39. Chapter 30: Quality Function Deployment - p. 424 40. Chapter 31: Quality Loss Function - p. 437 41. Chapter 32: Design for Quality - p. 445 42. Chapter 33: Value Engineering - p. 453 43. Chapter 34: ISO 9000 Quality Systems - p. 470 44. Chapter 35: ISO 14000 Quality Systems - p. 486 45. Chapter 36: Terminology Used in Japanese Management Practices - p. 498 46. Annexure I: University Syllabi - p. 511 47. Bibliography - p. 528 48. Index - p. 531
Total Quality Management: Key Concepts and Case Studies provides the full range of management principles and practices that govern the quality function. The book covers the fundamentals and background needed, as well as industry case studies and comprehensive topic coverage, making it an invaluable reference to both the novice and the more experienced individual.
Aspects of quality control that are widely utilized in practice are combined with those that are commonly referred to on University courses, and the latest developments in quality concepts are also presented. This book is an ideal quick reference for any manager, designer, engineer, or researcher interested in quality.
1. Cover image - p. iv 2. Title page - p. iv 3. Table of Contents - p. iv 4. Copyright - p. iv 5. About the Author - p. iv 6. Foreword - p. xxvi 7. Preface - p. xxviii 8. Acknowledgments - p. xxxi 9. About the Book - p. xxxiii 10. Chapter 1: Total Quality Management: An Overview - p. xxxiii 11. Chapter 2: Evolution of Total Quality Management - p. 14 12. Chapter 3: Quality Gurus - p. 20 13. Chapter 4: Leadership and TQM - p. 37 14. Chapter 5: Scientific Management - p. 55 15. Chapter 6: System Approach to Management Theory - p. 62 16. Chapter 7: Strategic Planning - p. 83 17. Chapter 8: Cost of Quality - p. 98 18. Chapter 9: Organization for TQM - p. 111 19. Chapter 10: Customer Satisfaction - p. 123 20. Chapter 11: Total Employee Involvement - p. 141 21. Chapter 12: Supplier Partnership - p. 162 22. Chapter 13: Total Productive Maintenance - p. 175 23. Chapter 14: Quality Awards - p. 192 24. Chapter 15: Quality Circles - p. 212 25. Chapter 16: Fundamentals of Statistics— Part I - p. 218 26. Chapter 17: Fundamentals of Statistics— Part II - p. 242 27. Chapter 18: Process Capability - p. 254 28. Chapter 19: Inward Inspection - p. 259 29. Chapter 20: Seven Traditional Tools of TQM - p. 270 30. Chapter 21: The Seven Modern Tools of TQM - p. 290 31. Chapter 22: Kaizen and Continuous Improvement - p. 311 32. Chapter 23: 5S - p. 332 33. Chapter 24: Six Sigma - p. 346 34. Chapter 25: Lean Management - p. 361 35. Chapter 26: Failure Modes and Effects Analysis - p. 372 36. Chapter 27: Reliability Engineering - p. 389 37. Chapter 28: Business Process Reengineering - p. 404 38. Chapter 29: Benchmarking - p. 414 39. Chapter 30: Quality Function Deployment - p. 424 40. Chapter 31: Quality Loss Function - p. 437 41. Chapter 32: Design for Quality - p. 445 42. Chapter 33: Value Engineering - p. 453 43. Chapter 34: ISO 9000 Quality Systems - p. 470 44. Chapter 35: ISO 14000 Quality Systems - p. 486 45. Chapter 36: Terminology Used in Japanese Management Practices - p. 498 46. Annexure I: University Syllabi - p. 511 47. Bibliography - p. 528 48. Index - p. 531
