| Introduction |
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xiii | |
| Section 1 Why Perception of Quality Needs Your Active Attention |
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Chapter 1 The Neglected Frontier of Quality in Today's Qualitysphere |
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3 | (16) |
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3 | (1) |
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Beyond the Quality Department |
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4 | (1) |
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5 | (3) |
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Quality Assurance, Quality Control, and Testing |
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5 | (3) |
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Customers' Perception of Quality: The Neglected Frontier |
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8 | (3) |
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Why Are We Neglecting Customers' Perception of Quality? |
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11 | (1) |
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12 | (1) |
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Understanding Customer-Experienced Quality |
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13 | (1) |
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Even More Proof of Neglect |
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14 | (3) |
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17 | (1) |
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18 | (1) |
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Chapter 2 Why Customers' Perception of Quality Is So Important |
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19 | (14) |
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19 | (1) |
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20 | (4) |
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20 | (2) |
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22 | (1) |
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22 | (1) |
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23 | (1) |
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Capability Maturity Management Integrated (CMMI) |
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24 | (1) |
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International Organization for Standardization (ISO) |
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24 | (1) |
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25 | (1) |
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25 | (6) |
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31 | (1) |
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32 | (1) |
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Chapter 3 Demonstrating the Return on Investment in Customer Perception of Quality |
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33 | (26) |
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33 | (1) |
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Fear Factor Causes Action Paralysis |
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34 | (1) |
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From the Rags of Data to the Riches of Intelligence |
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35 | (1) |
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Toward a Business Case for Customers' Perception of Quality |
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36 | (1) |
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The Ten Commandments of Customers' Perception of Quality |
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37 | (2) |
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Creating the Business Case for Customers' Perception of Quality |
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39 | (11) |
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Step 1: Gather Supporting Data |
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39 | (4) |
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Step 2: Articulate the Specific Problem Statement |
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43 | (6) |
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Quantifying the Problem at Hand |
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44 | (5) |
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49 | (1) |
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Sample Slide Presentation to Garner Leaders' Support |
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50 | (5) |
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55 | (1) |
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55 | (4) |
| Section 2 Clinical Actions That Yield Tangible Results |
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Chapter 4 Garnering Support and Gaining Endorsement |
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59 | (12) |
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59 | (1) |
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Selecting the Sponsor and Steering Committee |
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60 | (4) |
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64 | (3) |
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67 | (1) |
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67 | (1) |
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68 | (3) |
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Chapter 5 A Framework to Derive the Right Investments |
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71 | (28) |
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71 | (1) |
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71 | (5) |
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72 | (1) |
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73 | (1) |
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74 | (1) |
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75 | (1) |
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76 | (18) |
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79 | (2) |
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81 | (2) |
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83 | (22) |
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83 | (1) |
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84 | (4) |
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88 | (3) |
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91 | (3) |
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94 | (3) |
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97 | (2) |
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Chapter 6 Managing a Journey of Continuous Improvement |
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99 | (22) |
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99 | (1) |
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Customer-Driven Continuous Improvements |
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99 | (1) |
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Six-Step Continuous Improvement Approach |
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100 | (2) |
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An Actionable Agile Program Management Framework |
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102 | (3) |
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Common Challenges and Possible Resolution Strategies |
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105 | (6) |
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105 | (1) |
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106 | (1) |
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107 | (1) |
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107 | (1) |
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108 | (1) |
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109 | (2) |
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When Do We Know We Are on the Right Track? |
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111 | (2) |
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111 | (1) |
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112 | (1) |
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Communications Management: The Boon of Your Customers' Perception of Quality Initiatives |
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113 | (2) |
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115 | (2) |
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117 | (1) |
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118 | (3) |
| Section 3 Harvesting the Rewards and Continuing the Journey |
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Chapter 7 Metrics That Prove the Worth of the Initiatives |
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121 | (20) |
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121 | (1) |
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Data Rich, Yet Information Poor |
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122 | (2) |
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Metrics, Key Performance Indicators (KPIs), and Critical Success Factors (CSFs) |
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124 | (3) |
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Conceptualizing Business Operations and Metrics |
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127 | (1) |
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Classical Quality Performance Indicators |
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128 | (3) |
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"-Ilities" in the World of Software Architecture |
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128 | (2) |
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129 | (1) |
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129 | (1) |
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129 | (1) |
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129 | (1) |
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129 | (1) |
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130 | (1) |
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Cost of Poor Quality (COPQ) |
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130 | (1) |
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Quantifying Customers' Perception of Quality |
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131 | (1) |
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Loyalty Measurement Models |
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132 | (7) |
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Method 1: Measuring and Increasing Customers' Perception of Quality |
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134 | (3) |
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Method 2: Measuring and Increasing Customers' Perception of Quality |
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137 | (2) |
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139 | (1) |
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140 | (1) |
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Chapter 8 Delivering a Capability to Sustain Customers' Perception of Quality Function |
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141 | (20) |
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141 | (1) |
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142 | (1) |
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143 | (2) |
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145 | (2) |
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Documenting the New Process |
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147 | (4) |
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151 | (1) |
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Deploying the New Process |
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152 | (6) |
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158 | (1) |
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158 | (3) |
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Chapter 9 Common Hurdles That Plague Customers' Perception of Quality Initiatives |
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161 | (18) |
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161 | (1) |
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Leaders Who Walk the Talk |
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162 | (1) |
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163 | (6) |
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Lack of Management Commitment |
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163 | (1) |
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Inadequate Resources, Budget, and Time |
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164 | (1) |
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Lack of Information, Monitoring, and Measurements |
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164 | (1) |
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165 | (1) |
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Reluctance to Be Proved Wrong |
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165 | (1) |
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Lack of Corporate Objectives, Strategies, Policies, and Business Direction |
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166 | (1) |
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Lack of Knowledge and Lack of Appreciation of Business Impacts and Priorities |
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166 | (1) |
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Resistance to Change and Cultural Change |
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167 | (1) |
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Poor Relationships, Poor Communication, and a Lack of Cooperation between Business Units |
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168 | (1) |
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Lack of Tools, Standards, and Skills |
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168 | (1) |
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169 | (1) |
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170 | (2) |
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172 | (1) |
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173 | (2) |
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Conclusion: Letter to a New Champion of Customers' Perception of Quality |
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175 | (4) |
| Appendix A: Sample Questions |
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179 | (2) |
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179 | (1) |
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179 | (2) |
| Appendix B: Multivoting Exercise |
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181 | (2) |
| Appendix C: Iterative Nature of the Process |
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183 | (2) |
| Bibliography |
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185 | (2) |
| Index |
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187 | (12) |
| About the Authors |
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199 | |