Total quality management and operational excellence text with cases
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| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Abingdon, OX [u.a.]
Routledge
2014
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| Ausgabe: | 4. ed. |
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
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| 245 | 1 | 0 | |a Total quality management and operational excellence |b text with cases |c John S. Oakland |
| 250 | |a 4. ed. | ||
| 264 | 1 | |a Abingdon, OX [u.a.] |b Routledge |c 2014 | |
| 300 | |a XXIV, 530 S. |b Ill., graph. Darst. | ||
| 336 | |b txt |2 rdacontent | ||
| 337 | |b n |2 rdamedia | ||
| 338 | |b nc |2 rdacarrier | ||
| 500 | |a Includes bibliographical references and index. - 3. ed. u.d.T.: Oakland, John S.: Total quality management | ||
| 650 | 7 | |a BUSINESS & ECONOMICS / General |2 bisacsh | |
| 650 | 7 | |a BUSINESS & ECONOMICS / Quality Control |2 bisacsh | |
| 650 | 7 | |a BUSINESS & ECONOMICS / Total Quality Management |2 bisacsh | |
| 650 | 4 | |a Wirtschaft | |
| 650 | 4 | |a Total quality management | |
| 650 | 4 | |a Total quality management |v Case studies | |
| 650 | 4 | |a BUSINESS & ECONOMICS / General | |
| 650 | 4 | |a BUSINESS & ECONOMICS / Quality Control | |
| 650 | 4 | |a BUSINESS & ECONOMICS / Total Quality Management | |
| 650 | 0 | 7 | |a Qualitätsmanagement |0 (DE-588)4219057-5 |2 gnd |9 rswk-swf |
| 655 | 7 | |0 (DE-588)4522595-3 |a Fallstudiensammlung |2 gnd-content | |
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| 943 | 1 | |a oai:aleph.bib-bvb.de:BVB01-027142867 | |
Datensatz im Suchindex
| _version_ | 1819694829791084544 |
|---|---|
| adam_text | Titel: Total quality management and operational excellence
Autor: Oakland, John S
Jahr: 2014
Contents
Figures xv
Tables xxi
Preface xxiii
PART I: THE FOUNDATIONS OF TQM 1
CHAPTER 1 Understanding quality 3
Quality, competitiveness and customers 3
Understanding and building the quality chains 6
Managing quality 11
Quality starts with understanding the needs 14
Quality in all functions 16
Bibliography 17
Chapter highlights 17
CHAPTER 2 Models and frameworks for Total Quality Management 19
Early TQM frameworks 19
Quality award models 23
The four Ps and three Cs of TQM - a model for TQM OpEx 27
Bibliography 29
Chapter highlights 29
CHAPTER 3 Leadership and commitment 31
The Total Quality Management approach 31
Commitment and policy 33
Creating or changing the culture 35
Effective leadership 40
Excellence in leadership 44
Bibliography 47
Chapter highlights 47
Part I Discussion questions 49
PART II: PLANNING 51
CHAPTER 4 Policy, strategy and goal deployment 53
Integrating TQM into the policy and strategy 53
The development of policies and strategies 68
Bibliography 69
Chapter highlights 69
CHAPTER 5 Partnerships and resources 71
Partnering and collaboration 71
Global outsourcing 74
Supply chain effectiveness in the global economies 75
The role of procurement/purchasing in partnerships 76
Just-in-Time (JIT) management 79
Resources 82
Collaborative business relationships (BS 11000) 84
Bibliography 85
Chapter highlights 85
CHAPTER 6 Design for quality 88
Design, innovation and improvement 88
The design process 89
Quality function deployment (QFD) - the house of quality 94
Specifications and standards 98
Design quality in the service sector 101
Failure mode, effect and critical!ty analysis (FMECA) 107
The links between good design and managing the business 108
Bibliography 111
Chapter highlights 111
Part II Discussion questions 114
PART III: PERFORMANCE 117
CHAPTER 7 Performance measurement frameworks 119
Performance measurement and the improvement cycle 119
Costs of quality 124
The process model for quality costing 129
A performance measurement framework (PMF) 137
The implementation of performance measurement systems 146
Bibliography 152
Chapter highlights 153
CHAPTER 8 Self-assessment, audits and reviews 155
Frameworks for self-assessment 155
Methodologies for self-assessment 164
Capability Maturity Model Integration (CMMI) assessments 168
Securing prevention by audit and review of the management systems
Internal and external management system audits and reviews 172
Bibliography 176
Chapter highlights 176
CHAPTER 9 Benchmarking and change management 178
The why and what of benchmarking 178
The purpose and practice of benchmarking 180
The role of benchmarking in change 184
Communicating, managing stakeholders and lowering barriers 187
Choosing benchmarking-driven change activities wisely 188
A framework for organizational change 190
Bibliography 193
Chapter highlights 194
Part III Discussion questions 196
PART IV: PROCESSES 197
CHAPTER 10 Process management 199
The process management vision 199
The process classification framework and process modelling 203
Process flowcharting 216
Leadership, people and implementation aspects of process management
Bibliography 224
Chapter highlights 224
CHAPTER 11 Process redesign/engineering 226
Process redesign, re-engineering and lean systems 226
Re-engineering the organization? 228
What is BPR and what does it do? 229
Processes for redesign 231
BPR - the people and the leaders 239
Bibliography 240
Chapter highlights 241
CHAPTER 12 Quality management systems 243
Why a quality management system? 243
Quality management system design and ISO 9000 245
Quality management system requirements 251
Other management systems and models 262
Bibliography 264
Chapter highlights 264
CHAPTER 13 Continuous improvement - the basics 266
Approaches, methodologies and tools 266
The DRIVER framework for continuous improvement 269
The need for data and some basic tools and techniques 269
Statistical process control (SPC) 283
Bibliography 286
Chapter highlights 286
CHAPTER 14 Continuous improvement - more advanced, including
Taguchi and Six Sigma 288
Some additional techniques for process design and improvement 288
Taguchi methods for process improvement 293
Six Sigma 296
Bibliography 302
Chapter highlights 303
CHAPTER 15 Continuous improvement - Lean systems 305
Introduction to Lean thinking 305
Lean and Six Sigma 308
Approaches to Lean interventions 308
Value stream mapping 312
The building blocks of lean 317
DRIVER: a context-dependent process view of lean 320
Bibliography 325
Chapter highlights 325
Part IV Discussion questions 327
PART V: PEOPLE 329
CHAPTER 16 Human resource management 331
Strategic alignment of HRM policies 331
Effective communication 336
Employee empowerment and involvement 339
Training and development 340
Teams and teamwork 342
Organizing people for quality 343
Quality circles or Kaizen teams 348
Review, continuous improvement and conclusions 352
Bibliography 353
Chapter highlights 353
CHAPTER 17 Culture change through teamwork 356
The need for teamwork 356
Running process management and improvement teams 358
Teamwork and action-centred leadership 362
Stages of team development 366
Personality types and the MBTI 371
Interpersonal relations - FIRO-B and the elements 372
Bibliography 383
Chapter highlights 384
CHAPTER 18 Communications, innovation and learning 386
Communicating the quality strategy 386
Communicating the quality message 389
Communication, learning, education and training 390
A systematic approach to education and training for quality 393
Starting where and for whom 395
Turning education and training into learning 398
The practicalities of sharing knowledge and learning 401
Bibliography 402
Chapter highlights 402
Part V Discussion questions 405
PART VI: IMPLEMENTATION 407
CHAPTER 19 Implementing TQM 409
TQM and the management of change 409
Planning the implementation of TQM 411
Change curves and stages 414
Using consultants to support change and implementation 420
Sustained improvement 422
Bibliography 426
Chapter highlights 426
Part VI Discussion questions 429
CASE STUDIES 431
Reading, using and analysing the cases 431
Case 1 TQM objectives management process in Nissan 434
Case 2 Sustainable business improvement in a global corporation - Shell
Services 447
Case 3 Lloyd s Register improvement programme - group business
assurance 456
Case 4 TQM implementation and policy deployment at STMicroelectronics 465
Case 5 Business process management within TNT Express 475
Case 6 Process management and improvement at the heart of Fujitsu UK
Ireland BMS 483
Case 7 Simplifying business processes to secure competitive advantage for
Car Care Plan 495
Case 8 Building quality and operational excellence across ABB 499
Case 9 The EADS (Airbus Group) Lean Six Sigma approach to performance
improvement 509
Case 10 Establishing a capability for continuous quality improvement in
the NHS 516
Index 521
|
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| dewey-search | 658.4/013 |
| dewey-sort | 3658.4 213 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Wirtschaftswissenschaften |
| edition | 4. ed. |
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| title | Total quality management and operational excellence text with cases |
| title_auth | Total quality management and operational excellence text with cases |
| title_exact_search | Total quality management and operational excellence text with cases |
| title_full | Total quality management and operational excellence text with cases John S. Oakland |
| title_fullStr | Total quality management and operational excellence text with cases John S. Oakland |
| title_full_unstemmed | Total quality management and operational excellence text with cases John S. Oakland |
| title_short | Total quality management and operational excellence |
| title_sort | total quality management and operational excellence text with cases |
| title_sub | text with cases |
| topic | BUSINESS & ECONOMICS / General bisacsh BUSINESS & ECONOMICS / Quality Control bisacsh BUSINESS & ECONOMICS / Total Quality Management bisacsh Wirtschaft Total quality management Total quality management Case studies BUSINESS & ECONOMICS / General BUSINESS & ECONOMICS / Quality Control BUSINESS & ECONOMICS / Total Quality Management Qualitätsmanagement (DE-588)4219057-5 gnd |
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