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E-raamat: Handbook for Quality Management, Second Edition: A Complete Guide to Operational Excellence

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  • Formaat: 512 pages
  • Ilmumisaeg: 14-Dec-2012
  • Kirjastus: McGraw-Hill Professional
  • Keel: eng
  • ISBN-13: 9780071799256
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Handbook for Quality Management, Second Edition: A Complete Guide to Operational ExcellenceSuurem pilt
  • Formaat: 512 pages
  • Ilmumisaeg: 14-Dec-2012
  • Kirjastus: McGraw-Hill Professional
  • Keel: eng
  • ISBN-13: 9780071799256
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Publisher's Note: Products purchased from Third Party sellers are not guaranteed by the publisher for quality, authenticity, or access to any online entitlements included with the product.The definitive guide to organizational excellence--completely updatedFully revised for the latest American Society for Quality (ASQ) Certified Manager of Quality/Organizational Excellence (CMQ/QE) Body of Knowledge, The Handbook for Quality Management: A Complete Guide to Operational Excellence, Second Edition offers in-depth guidance on effectively applying the principles of quality management in today's business environment and delivering superior results. Designed to help you prepare for and pass the ASQ CMQ/QE exam, this authoritative volume also serves as an essential on-the-job reference.

Coverage includes:





Business-integrated quality systems Organizational structures The quality function Approaches to quality Customer-focused organizations Integrated planning Strategic planning Understanding customer expectations and needs Benchmarking Organizational assessment Process control Quantifying process variation Quality audits Supply chain management Continuous improvement Effective change management Six Sigma methodology, including detailed descriptions of the DMAIC and DMADV approaches Management of human resources Motivation theories and principles Management styles Resource requirements to manage the quality function





Over the past 40 years, the quality management discipline has undergone steady evolution from disparate quality assurance efforts to strategic, business-integrated functions. Today's quality manager must be able to plan and implement measurable, cost-effective process-improvement initiatives across the organization.

Written by two of the foremost authorities on the subject and fully updated for the latest American Society for Quality (ASQ) Certified Manager of Quality/Organizational Excellence (CMQ/OE) Body of Knowledge, The Handbook for Quality Management, Second Edition provides an operational guide to the proper understanding and application of quality management in the current business environment. It serves as a primary reference source for an organization's quality program and for anyone seeking to pass the CMQ/OE exam, given by the ASQ.

The Handbook for Quality Management: A Complete Guide to Operational Excellence, Second Edition:





Clearly defines quality management principles and their application within a cross section of industries Integrates the application of Theory of Constraints, Six Sigma, and Lean thinking into the Quality Management discipline Contains detailed methods for planning, including customer needs recognition, benchmarking, and organizational assessments Discusses controls such as statistical process control, audits, and supply chain management Explains the stages of continuous improvement Incorporates classic motivation theory with more current management practices advocated by Joiner, Senge, and Deming, among others
Preface xi
Part I Business-Integrated Quality Systems
1 Organizational Structures
3(12)
General Theory of Organization Structure
5(1)
The Functional/Hierarchical Structure
6(2)
Matrix Organizations
8(1)
Cross-Functional Organization Structure
9(1)
Process- or Product-Based (Horizontal) Organization Structures
10(2)
Forms of Organization
12(3)
2 The Quality Function
15(16)
Juran Trilogy
17(6)
Related Business Functions
23(5)
Safety
23(1)
Regulatory Issues
24(1)
Product Liability
24(4)
Environmental Issues Relating to the Quality Function
28(3)
3 Approaches to Quality
31(26)
Deming's Approach
34(2)
Total Quality Control in Japan
36(5)
ISO 9000 Series
41(4)
Malcolm Baldrige National Quality Award
45(3)
Deming Prize
48(1)
European Quality Award
49(2)
Total Quality Management (TQM)
51(1)
Six Sigma
52(5)
4 Customer-Focused Organizations
57(8)
Part II Integrated Planning
5 Strategic Planning
65(40)
Organizational Vision
67(2)
Strategy Development
69(2)
Strategic Styles
71(1)
Possibilities-Based Strategic Decisions
72(2)
Strategic Development Using Constraint Theory
74(31)
The Systems Approach
75(3)
Basic Constraint Management Principles and Concepts
78(9)
Tools of Constraint Management
87(11)
Constraint Management Measurements
98(7)
6 Understanding Customer Expectations and Needs
105(24)
Customer Classifications
108(2)
Customer Identification and Segmentation
110(3)
Collecting Data on Customer Expectations and Needs
113(16)
Customer Service and Support
114(3)
Surveys
117(10)
Focus Groups
127(2)
7 Benchmarking
129(8)
Getting Started with Benchmarking
132(2)
Why Benchmarking Efforts Fail
134(3)
8 Organizational Assessment
137(16)
Assessing Quality Culture
139(14)
Organizational Metrics
140(2)
Cost of Quality
142(11)
Part III Process Control
9 Quantifying Process Variation
153(56)
Descriptive Statistics
155(1)
Enumerative and Analytic Studies
155(3)
Acceptance Sampling
158(2)
Statistical Control Charts
160(36)
Variable Control Charts
165(11)
Control Charts for Attributes Data
176(13)
Control Chart Selection
189(1)
Control Chart Interpretation
190(6)
Using Specifications for Process Control
196(4)
Process Capability Studies
200(9)
How to Perform a Process Capability Study
200(2)
Statistical Analysis of Process Capability Data
202(3)
Interpreting Capability Indexes
205(4)
10 Quality Audits
209(18)
Types of Quality Audits
212(4)
Product Audits
212(2)
Process Audits
214(1)
Systems Audits
214(1)
Internal Audits
215(1)
Two-Party Audits
215(1)
Third-Party Audits
215(1)
Desk Audits
216(1)
Planning and Conducting the Audit
216(5)
Auditor Qualifications
217(1)
Internal Quality Surveys as Preparation
218(1)
Steps in Conducting an Audit
218(1)
Audit Reporting Process
219(1)
Post-Audit Activities (Corrective Action, Verification)
220(1)
Product, Process, and Materials Control
221(2)
Work Instructions
221(2)
Classification of Characteristics
223(4)
Identification of Materials and Status
224(1)
Purchased Materials
224(1)
Customer-Supplied Materials
224(1)
Work-in-Process (WIP)
224(1)
Finished Goods
225(1)
Lot Traceability
225(1)
Materials Segregation Practices
225(1)
Configuration Control
225(1)
Deviations and Waivers
226(1)
11 Supply Chain Management
227(16)
Scope of Vendor Quality Control
230(1)
Evaluating Vendor Quality Capability
230(3)
Vendor Quality Planning
233(1)
Post-Award Surveillance
234(1)
Vendor Rating Schemes
235(1)
Special Processes
236(1)
Partnership and Alliances
237(6)
Part IV Continuous Improvement
12 Effective Change Management
243(22)
Roles
246(1)
Goals
247(1)
Mechanisms Used by Change Agents
248(6)
Building Buy-in
248(6)
Project Deployment
254(11)
Selecting Projects
254(8)
DMAIC/DMADV Methodology
262(3)
13 Define Stage
265(28)
Project Definition
267(18)
Work Breakdown Structure
268(1)
Pareto Diagrams
269(1)
Project Charters
270(11)
Resources
281(4)
Top-Level Process Definition
285(1)
Team Formation
285(8)
Team Dynamics Management, Including Conflict Resolution
287(1)
Stages in Group Development
288(1)
Common Team Problems
289(1)
Productive Group Roles
289(1)
Counterproductive Group Roles
290(2)
Management's Role
292(1)
14 Measure Stage
293(12)
Process Definition
295(1)
Metric Definition
296(1)
Establishing Process Baselines
297(1)
Measurement Systems Analysis
298(7)
Levels of Measurement
298(3)
Definitions
301(4)
15 Analyze Stage
305(30)
Value Stream Analysis
307(7)
Analyze Sources of Process Variation
314(10)
Quality Function Deployment
315(3)
Cause-and-Effect Diagrams
318(1)
Scatter Diagrams
319(5)
Determine Process Drivers
324(11)
Correlation and Regression Analysis
324(2)
Least-Squares Fit
326(2)
Interpretation of Computer Output for Regression Analysis
328(2)
Analysis of Residuals
330(1)
Designed Experiments
331(4)
16 Improve/Design Stage
335(14)
Define New Operating/Design Conditions
337(3)
Define and Mitigate Failure Modes
340(9)
Process Decision Program Chart
340(1)
Preventing Failures
340(4)
Failure Mode and Effects Analysis
344(5)
17 Control/Verify Stage
349(18)
Performance Evaluation
352(1)
Recognition and Reward
353(3)
Principles of Effective Reward Systems
355(1)
Training
356(11)
Job Training
357(1)
Developing a Structured OJT Program
358(1)
Instructional Games, Simulations, and Role-Plays
359(8)
Part V Management of Human Resources
18 Motivation Theories and Principles
367(6)
Maslow's Hierarchy of Needs
369(1)
Herzberg's Hygiene Theory
370(1)
Theories X, Y, and Z
370(3)
19 Management Styles
373(8)
Judgmental Management Style
375(1)
Data-Based Management Style
375(1)
Combination Data-Based/Judgment Management Style
376(1)
Participatory Management Style
376(1)
Autocratic Management Style
377(1)
Management by Wandering Around
377(1)
Fourth Generation Management
378(1)
The Fifth Discipline
379(2)
20 Resource Requirements to Manage the Quality Function
381(18)
Performance Evaluation
385(8)
Traditional Performance Appraisals
385(1)
Criticisms of Traditional Employee Appraisals
386(2)
Alternatives to Traditional Appraisals
388(5)
Professional Development
393(2)
Credentials
393(1)
Professional Certification
393(1)
Professional Development Courses
394(1)
Achieving the Goals
395(1)
Coaching
395(4)
Situations That Require Coaching to Improve Performance
396(1)
Forms of Coaching
397(2)
A Control Chart Constants 399(4)
B Control Chart Equations 403(4)
C Area under the Standard Normal Curve 407(6)
D Simulated Certification Exam Questions 413(42)
References 455(10)
Index 465
Thomas Pyzdek is a quality consultant, entrepreneur, author, educator, software developer, and speaker. He writes a regular column for Quality Digest and is a Fellow of the American Society for Quality (ASQ). He conducts seminars on Six Sigma for the American Society for Quality, and has received that organizations "Edwards" award. His clients and employers cover a wide range of industries including Ford, GM, McDonald's, Avon, Hughes Aircraft Company Missile Systems Group, and the Tucson Medical Center.





McGraw-Hill authors represent the leading experts in their fields and are dedicated to improving the lives, careers, and interests of readers worldwide
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