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xi | |
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xvii | |
Preface |
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xix | |
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Part I The foundations of TQM |
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1 | (56) |
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3 | (18) |
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Quality, competitiveness and customers |
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3 | (2) |
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Understanding and building the quality chains |
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5 | (6) |
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11 | (2) |
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Quality starts with understanding the needs |
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13 | (2) |
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15 | (1) |
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Digitalization and transformation -- key operational challenges |
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16 | (1) |
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17 | (2) |
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19 | (2) |
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2 Models and frameworks for Total Quality Management |
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21 | (14) |
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21 | (3) |
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24 | (5) |
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The four Ps and three Cs of TQM -- a model for TQM |
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29 | (2) |
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31 | (1) |
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32 | (3) |
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3 Leadership and commitment |
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35 | (22) |
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The Total Quality Management approach |
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35 | (2) |
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37 | (2) |
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Creating or changing the culture |
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39 | (4) |
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43 | (4) |
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47 | (3) |
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Leadership roles for quality professionals |
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50 | (2) |
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52 | (1) |
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53 | (2) |
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Part I Discussion Questions |
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55 | (2) |
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57 | (62) |
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4 Policy, strategy and goal deployment |
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59 | (18) |
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Integrating TQM into the policy and strategy |
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59 | (15) |
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The development of policies and strategies |
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74 | (1) |
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75 | (1) |
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76 | (1) |
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5 Partnerships and resources |
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77 | (16) |
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Partnering and collaboration |
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77 | (2) |
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79 | (1) |
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Supply chain effectiveness in the global economies |
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80 | (2) |
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The role of procurement/purchasing in partnerships |
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82 | (2) |
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Just-in-Time (JIT) management |
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84 | (2) |
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86 | (2) |
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Collaborative Business Relationships (ISO 44001) |
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88 | (1) |
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89 | (2) |
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91 | (2) |
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93 | (26) |
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Design, innovation and improvement |
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93 | (1) |
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94 | (5) |
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Quality function deployment (QFD) -- the house of quality |
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99 | (4) |
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Specifications and standards |
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103 | (2) |
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Design quality in the service sector |
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105 | (6) |
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Failure mode, effect and criticality analysis (FMECA) |
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111 | (2) |
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The links between good design and managing the business |
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113 | (2) |
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115 | (2) |
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117 | (1) |
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Part II Discussion Questions |
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118 | (1) |
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119 | (80) |
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7 Performance measurement frameworks |
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121 | (36) |
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Performance measurement and the improvement cycle |
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121 | (5) |
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126 | (6) |
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The process model for quality costing |
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132 | (5) |
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A performance measurement framework (PMF) |
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137 | (9) |
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The implementation of performance measurement systems |
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146 | (2) |
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Building the links between customers, digitalization and quality and operational excellence |
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148 | (5) |
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153 | (2) |
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155 | (2) |
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8 Self-assessment, audits and reviews |
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157 | (24) |
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Frameworks for self-assessment |
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157 | (10) |
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Methodologies for self-assessment |
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167 | (3) |
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Capability Maturity Model Integration (CMMI) assessments |
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170 | (2) |
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Securing prevention by audit and review of the management systems |
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172 | (3) |
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Internal and external management system audits and reviews |
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175 | (2) |
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177 | (1) |
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178 | (3) |
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9 Benchmarking and change management |
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181 | (18) |
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The why and what of benchmarking |
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181 | (2) |
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The purpose and practice of benchmarking |
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183 | (4) |
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The role of benchmarking in change |
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187 | (2) |
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Communicating, managing stakeholders and lowering barriers |
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189 | (2) |
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Choosing benchmarking-driven change activities wisely |
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191 | (1) |
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A framework for organizational change |
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192 | (3) |
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195 | (2) |
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197 | (1) |
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Part III Discussion Questions |
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198 | (1) |
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199 | (134) |
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201 | (26) |
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The process management vision |
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201 | (4) |
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The Process Classification Framework and process modelling |
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205 | (9) |
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214 | (6) |
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Leadership, people and implementation aspects of process management |
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220 | (3) |
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223 | (1) |
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224 | (1) |
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224 | (1) |
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224 | (3) |
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11 Process re-design/engineering |
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227 | (16) |
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Process re-design, re-engineering and lean systems |
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227 | (2) |
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Re-engineering the organization? |
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229 | (1) |
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What is BPR and what does it do? |
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230 | (1) |
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231 | (5) |
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236 | (2) |
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BPR - the people and the leaders |
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238 | (1) |
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239 | (2) |
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241 | (2) |
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12 Quality management systems |
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243 | (30) |
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Why a quality management system? |
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243 | (2) |
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ISO 9000 quality management systems |
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245 | (2) |
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Quality management principles and ISO 9000 |
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247 | (3) |
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Quality management system design and ISO 9000 |
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250 | (2) |
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Quality management system requirements |
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252 | (17) |
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269 | (1) |
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270 | (1) |
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271 | (1) |
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272 | (1) |
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13 Continuous improvement - the basics |
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273 | (22) |
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Approaches, methodologies and tools |
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273 | (2) |
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The `Driver' framework for continuous improvement |
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275 | (5) |
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The need for data and some basic tools and techniques |
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280 | (9) |
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Statistical process control (SPC) |
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289 | (2) |
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291 | (1) |
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292 | (3) |
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14 Continuous improvement - more advanced, including Taguchi and Six Sigma |
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295 | (16) |
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Some additional techniques for process design and improvement |
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295 | (5) |
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Taguchi methods for process improvement |
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300 | (2) |
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302 | (6) |
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308 | (1) |
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309 | (2) |
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15 Continuous improvement - lean systems |
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311 | (22) |
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Introduction to lean thinking |
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311 | (3) |
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314 | (1) |
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Approaches to lean interventions |
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314 | (4) |
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318 | (4) |
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The building blocks of lean |
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322 | (3) |
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Driver: a context-dependant process view of lean (see also Chapter 13) |
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325 | (5) |
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330 | (1) |
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331 | (1) |
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Part IV Discussion Questions |
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332 | (1) |
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333 | (76) |
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16 Human resource management |
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335 | (24) |
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Strategic alignment of HRM policies |
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335 | (4) |
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339 | (3) |
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Employee empowerment and involvement |
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342 | (1) |
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343 | (3) |
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346 | (1) |
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Organizing people for quality |
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346 | (4) |
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Quality circles and Kaizen teams |
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350 | (4) |
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Review, continuous improvement and conclusions |
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354 | (1) |
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354 | (2) |
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356 | (1) |
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356 | (3) |
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17 Culture change through teamwork |
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359 | (30) |
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359 | (2) |
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Running process management and improvement teams |
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361 | (4) |
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Teamwork and action-centred leadership |
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365 | (4) |
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Stages of team development |
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369 | (4) |
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Personality types and the MBTI |
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373 | (2) |
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Interpersonal relations -- FIRO-B and the elements |
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375 | (10) |
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385 | (1) |
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386 | (1) |
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386 | (3) |
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18 Communications, innovation and learning |
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389 | (20) |
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Communicating the quality strategy |
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389 | (3) |
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Communicating the quality message |
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392 | (1) |
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Communication, learning, education and training |
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393 | (3) |
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A systematic approach to education and training for quality |
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396 | (2) |
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Starting where and for whom |
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398 | (2) |
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Turning education and training into learning |
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400 | (3) |
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The practicalities of sharing knowledge and learning |
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403 | (1) |
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404 | (2) |
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406 | (1) |
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Part V Discussion Questions |
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407 | (2) |
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409 | (22) |
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19 Implementing TQM and Operational Excellence |
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411 | (20) |
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Total quality and the management of change |
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411 | (2) |
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Planning the implementation of TQM & OpEx |
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413 | (3) |
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416 | (5) |
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Using consultants to support change and implementation |
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421 | (2) |
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423 | (3) |
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426 | (2) |
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428 | (1) |
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Part VI Discussion questions |
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429 | (2) |
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431 | (86) |
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Reading, using and analysing the cases |
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431 | (1) |
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432 | (1) |
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433 | (1) |
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Case study 1 TQM objectives management process in Nissan |
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434 | (12) |
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Case study 2 Sustainable business improvement in a global corporation -- Shell Services |
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446 | (9) |
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Case study 3 Lloyd's Register improvement programme -- group business assurance |
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455 | (8) |
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Case study 4 TQM implementation and policy deployment at STMicroelectronics |
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463 | (10) |
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Case study 5 Business process management within TNT Express |
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473 | (8) |
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Case study 6 Process management and improvement at the heart of Fujitsu UK and Ireland BMS |
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481 | (11) |
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Case study 7 Simplifying business processes to secure competitive advantage for Car Care Plan |
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492 | (4) |
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Case study 8 Building quality and operational excellence across (ABB) |
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496 | (10) |
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Case study 9 The EADS (now Airbus Group) lean-Six Sigma approach to performance improvement |
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506 | (6) |
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Case study 10 Establishing a capability for continuous quality improvement in the NHS |
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512 | (5) |
Index |
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517 | |