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Total Quality Management and Operational Excellence: Text with Cases 5th edition [Pehme köide]

  • Formaat: Paperback / softback, 556 pages, kõrgus x laius: 246x189 mm, kaal: 1070 g, 29 Tables, color; 240 Line drawings, color; 1 Halftones, black and white; 269 Illustrations, color; 1 Illustrations, black and white
  • Ilmumisaeg: 09-Jul-2020
  • Kirjastus: Routledge
  • ISBN-10: 1138673412
  • ISBN-13: 9781138673410
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  • Formaat: Paperback / softback, 556 pages, kõrgus x laius: 246x189 mm, kaal: 1070 g, 29 Tables, color; 240 Line drawings, color; 1 Halftones, black and white; 269 Illustrations, color; 1 Illustrations, black and white
  • Ilmumisaeg: 09-Jul-2020
  • Kirjastus: Routledge
  • ISBN-10: 1138673412
  • ISBN-13: 9781138673410
"The notion of "Quality" in business performance has exploded since the publication of the first edition of this classic text in 1989. Today there is a plethora of performance improvement frameworks including Lean, Six Sigma and the latest version of ISO9001, offering an often confusing variety of ways to achieve business excellence. Quality guru John Oakland's famous TQM model, in many ways a precursor to these frameworks, has evolved to become the ultimate holistic overview of performance improvement strategy. Incorporating the frameworks that succeeded it, the revised model redefines Quality by: accelerating change, reducing cost, and protecting reputation. The popular, practical, jargon-free writing style, along with ten supporting case studies, effortlessly ties the model to its real-life applications, making it easy to understand how to apply what you've learned to your practices and achieve sustainable competitive advantage. Guiding readers through the language of TQM and OpEx and all their recent developments, including data analytics, this book sets out a clear way to manage change. This exciting update of a classic is all the busy student or professional will need to begin understanding how to manage Quality and achieve Operational Excellence"--

The notion of 'Quality' in business performance has exploded since the publication of the first edition of this classic text in 1989. Today there is a plethora of performance improvement frameworks including lean–Six Sigma and the latest version of ISO 9001, offering an often confusing variety of ways to achieve business excellence.

Quality guru John Oakland’s famous TQM model, in many ways a precursor to these frameworks, has evolved to become the ultimate holistic overview of performance improvement strategy. Incorporating the frameworks that succeeded it, the revised model redefines Quality by:

  • Accelerating change
  • Reducing cost
  • Protecting reputation

The popular, practical, jargon-free writing style, along with ten supporting case studies, effortlessly ties the model to its real-life applications, making it easy to understand how to apply what you’ve learned to your practices and achieve sustainable competitive advantage.

Guiding readers through the language of TQM and OpEx and all their recent developments, including data analytics, this book sets out a clear way to manage change. This exciting update of a classic is all the busy student or professional will need to begin understanding how to manage Quality and achieve Operational Excellence.

Arvustused

"As CEOs we strive for continuous improvements in our organisations through better planning, better management of people and better processes. The 5th Edition of TQM by Oakland is an important part of a managers toolkit to deliver Quality by understanding the customer needs and to help us satisfy those needs." Basil Scarsella, CEO UK Power Networks

"Quality without a system supporting its methods and tools has little chance of providing great value. Oakland's work on TQM is the closest thing to a complete approach to quality and has been very helpful in my own work. The writing style doesnt just say what but has a good balance of how. I highly recommend this book." Jerry J. Mairani, American Society for Quality Past President/Chairman

"An essential read for anyone who wants to make a difference in their organization. Oakland has the ability to demystify Quality in a clear and concise way, the case studies offer excellent learning examples for the translation of theory into practice." Ian Mitchell FCQI CQP, Quality Director, Network Rail UK/Chairman Board of trustees CQI

"Retaining its handbook feel to help turn theory smoothly into organisational practice and superior performance, this 5th edition is a timely reappraisal of quality management and competitiveness in the contemporary context of evolving customer expectations, expanding societal demands and the tsunami of data." Vince Desmond, Chief Executive of the Chartered Quality Institute

List of figures
xi
List of tables
xvii
Preface xix
Part I The foundations of TQM
1(56)
1 Understanding quality
3(18)
Quality, competitiveness and customers
3(2)
Understanding and building the quality chains
5(6)
Managing quality
11(2)
Quality starts with understanding the needs
13(2)
Quality in all functions
15(1)
Digitalization and transformation - key operational challenges
16(1)
Chapter highlights
17(2)
References
19(2)
2 Models and frameworks for Total Quality Management
21(14)
Early TQM frameworks
21(3)
Quality award models
24(5)
The four Ps and three Cs of TQM - a model for TQM
29(2)
Chapter highlights
31(1)
References
32(3)
3 Leadership and commitment
35(22)
The Total Quality Management approach
35(2)
Commitment and policy
37(2)
Creating or changing the culture
39(4)
Effective leadership
43(4)
Excellence in leadership
47(3)
Leadership roles for quality professionals
50(2)
Chapter highlights
52(1)
References
53(2)
Part I Discussion Questions
55(2)
Part II Planning
57(62)
4 Policy, strategy and goal deployment
59(18)
Integrating TQM into the policy and strategy
59(15)
The development of policies and strategies
74(1)
Chapter highlights
75(1)
References
76(1)
5 Partnerships and resources
77(16)
Partnering and collaboration
77(2)
Global outsourcing
79(1)
Supply chain effectiveness in the global economies
80(2)
The role of procurement/purchasing in partnerships
82(2)
Just-in-Time (JIT) management
84(2)
Resources
86(2)
Collaborative Business Relationships (ISO 44001)
88(1)
Chapter highlights
89(2)
References
91(2)
6 Design for quality
93(26)
Design, innovation and improvement
93(1)
The design process
94(5)
Quality function deployment (QFD) - the house of quality
99(4)
Specifications and standards
103(2)
Design quality in the service sector
105(6)
Failure mode, effect and criticality analysis (FMECA)
111(2)
The links between good design and managing the business
113(2)
Chapter highlights
115(2)
References
117(1)
Part II Discussion Questions
118(1)
Part III Performance
119(80)
7 Performance measurement frameworks
121(36)
Performance measurement and the improvement cycle
121(5)
Costs of quality
126(6)
The process model for quality costing
132(5)
A performance measurement framework (PMF)
137(9)
The implementation of performance measurement systems
146(2)
Building the links between customers, digitalization and quality and operational excellence
148(5)
Chapter highlights
153(2)
References
155(2)
8 Self-assessment, audits and reviews
157(24)
Frameworks for self-assessment
157(10)
Methodologies for self-assessment
167(3)
Capability Maturity Model Integration (CMMI) assessments
170(2)
Securing prevention by audit and review of the management systems
172(3)
Internal and external management system audits and reviews
175(2)
Chapter highlights
177(1)
References
178(3)
9 Benchmarking and change management
181(18)
The why and what of benchmarking
181(2)
The purpose and practice of benchmarking
183(4)
The role of benchmarking in change
187(2)
Communicating, managing stakeholders and lowering barriers
189(2)
Choosing benchmarking-driven change activities wisely
191(1)
A framework for organizational change
192(3)
Chapter highlights
195(2)
References
197(1)
Part III Discussion Questions
198(1)
Part IV Processes
199(2)
10 Process management
201(1)
The process management vision
201(4)
The Process Classification Framework and process modelling
205(9)
Process flowcharting
214(6)
Leadership, people and implementation aspects of process management
220(3)
Chapter highlights
223(1)
Acknowledgement
224(1)
Note
224(1)
References
224(3)
11 Process re-design/engineering
227(16)
Process re-design, re-engineering and lean systems
227(2)
Re-engineering the organization?
229(1)
What is BPR and what does it do?
230(1)
Processes for re-design
231(5)
Assumption busting
236(2)
BPR - the people and the leaders
238(1)
Chapter highlights
239(2)
References
241(2)
12 Quality management systems
243(30)
Why a quality management system?
243(2)
ISO 9000 quality management systems
245(2)
Quality management principles and ISO 9000
247(3)
Quality management system design and ISO 9000
250(2)
Quality management system requirements
252(17)
Other management systems
269(1)
Acknowledgement
270(1)
Chapter highlights
271(1)
References
272(1)
13 Continuous improvement - the basics
273(22)
Approaches, methodologies and tools
273(2)
The `Driver' framework for continuous improvement
275(5)
The need for data and some basic tools and techniques
280(9)
Statistical process control (SPC)
289(2)
Chapter highlights
291(1)
References
292(3)
14 Continuous improvement - more advanced, including Taguchi and Six Sigma
295(16)
Some additional techniques for process design and improvement
295(5)
Taguchi methods for process improvement
300(2)
Six Sigma
302(6)
Chapter highlights
308(1)
References
309(2)
15 Continuous improvement - lean systems
311(1)
Introduction to lean thinking
311(3)
Lean and Six Sigma
314(1)
Approaches to lean interventions
314(4)
Value stream mapping
318(4)
The building blocks of lean
322(3)
Driver: a context-dependant process view of lean (see also
Chapter 13)
325(5)
Chapter highlights
330(1)
References
331(1)
Part IV Discussion Questions
332(1)
Part V People
333(2)
16 Human resource management
335(1)
Strategic alignment of HRM policies
335(4)
Effective communication
339(3)
Employee empowerment and involvement
342(1)
Training and development
343(3)
Teams and teamwork
346(1)
Organizing people for quality
346(4)
Quality circles and Kaizen teams
350(4)
Review, continuous improvement and conclusions
354(1)
Chapter highlights
354(2)
Acknowledgement
356(1)
References
356(3)
17 Culture change through teamwork
359(30)
The need for teamwork
359(2)
Running process management and improvement teams
361(4)
Teamwork and action-centred leadership
365(4)
Stages of team development
369(4)
Personality types and the MBTI
373(2)
Interpersonal relations - FIRO-B and the elements
375(10)
Chapter highlights
385(1)
Big five references
386(1)
References
386(3)
18 Communications, innovation and learning
389(20)
Communicating the quality strategy
389(3)
Communicating the quality message
392(1)
Communication, learning, education and training
393(3)
A systematic approach to education and training for quality
396(2)
Starting where and for whom
398(2)
Turning education and training into learning
400(3)
The practicalities of sharing knowledge and learning
403(1)
Chapter highlights
404(2)
References
406(1)
Part V Discussion Questions
407(2)
Part VI Implementation
409(22)
19 Implementing TQM and Operational Excellence
411(20)
Total quality and the management of change
411(2)
Planning the implementation of TQM & OpEx
413(3)
Change curves and stages
416(5)
Using consultants to support change and implementation
421(2)
Sustained improvement
423(3)
Chapter highlights
426(2)
References
428(1)
Part VI discussion questions
429(2)
Case studies
431(86)
Reading, using and analysing the cases
431(1)
Further reading
432(1)
Case study order
433(1)
Case study 1 TQM objectives management process in Nissan
434(12)
Case study 2 Sustainable business improvement in a global corporation - Shell Services
446(9)
Case study 3 Lloyd's Register improvement programme group business assurance
455(8)
Case study 4 TQM implementation and policy deployment at STMicroelectronics
463(10)
Case study 5 Business process management within TNT Express
473(8)
Case study 6 Process management and improvement at the heart of Fujitsu UK and Ireland BMS
481(11)
Case study 7 Simplifying business processes to secure competitive advantage for Car Care Plan
492(4)
Case study 8 Building quality and operational excellence across (ABB)
496(10)
Case study 9 The EADS (now Airbus Group) lean-Six Sigma approach to performance improvement
506(6)
Case study 10 Establishing a capability for continuous quality improvement in the NHS
512(5)
Index 517
John S. Oakland is Chairman of The Oakland Group and Head of its Research and Education Division. John is also Emeritus Professor of Business Excellence and Quality Management at Leeds University Business School, UK. Over the past 40 years he has researched, taught and consulted in all aspects of quality management, operational excellence, strategic process management and business improvement in thousands of organizations.

Robert J. Oakland is Director of The Oakland Group. Robert works across the globe helping organizations improve the quality, cost and delivery of their products and services. His expertise is in bridging the gap between technology, operations and leadership teams to solve complex quality issues and ensure real change happens.

Michael A. Turner is Head of Profession at the Chartered Quality Institute (CQI). Previously, he was the Director of The Oakland Group, working globally to help organizations design and implement programmes to improve the quality, cost and delivery of products and services. He has worked on a range of projects to help organizations solve complex quality and operational issues.