Quality: A Corporate Force, Managing for Excellence
Author: C Harold Aikens
Companies cannot simply decide that they want to "do quality" and be successful with their implementations. Quality cannot be an objective by itself - rather it is a consequence of the organization doing a lot of things properly. Quality will follow because quality principles form the cornerstone of management practice. Readers who understand this message will have a deeper insight into what ingredients are essential for corporate success. "Quality: A Corporate Force" instructs the reader how to manage in order to ensure that the right kinds of behaviors are taking place.
Open systems and capability models./Focus on real-world management issues and applications./Coverage of process analysis problem-solving and creative tools./Coverage of statistical tools and measurement processes./Learning objectives and key outcomes./Callout of key terms and key ideas./Coverage of the human element and the human resource system./Coverage of senior management issues.
This book covers topics of interest to all levels of an organization - from the formulation of strategy to the formation of Six Sigma project teams.
Table of Contents:
(NOTE: Most chapters begins with a Motivating Case and Learning Objectives and Key Outcomes section and ends with a Summary of Learning Objectives and Key Outcomes, To Test Your Understanding, and Case Analysis section.)
I. INTRODUCTION TO QUALITY — THE FUNDAMENTALS.
1. Introduction to Quality — The Fundamentals.
Motivating Case: Koolewong Vineyards.
What Is Quality?
Quality in 3-D.
Moments of Truth and Spontaneous Value Judgements.
Dynamic Quality Factors.
Four Dimensions of Service Quality.
Big Q and Little q Quality: Various Perspectives.
The Value Stream and Its Customers.
A Working Definition of Quality.
Quality Through the Ages: History of the Quality Movement.
Quality in Antiquity.
Founders and Foundations.
Quality in the Modern Era: Three Generations.
The World Scene.
Human Relations.
Quality and Management Systems.
Case Analysis: Jetblue: The Anti-Airline Airline — Part I.
2. The Pursuit of Quality Through Systems Thinking — A Business Imperative.
Motivating Case: Polaroid Corporation.
Open Systems Thinking and the Evolution of Organizational Design Theory.
Systems Theory — The First Step in the Quality Journey.
The Machine Age and Machine Theory.
Quality from an Open Systems Perspective.
Quality as a Boundary Judgement and Strategic Intent.
Case Analysis: Jetblue: Post 9/11 — Part I.
3. The Pursuit of Quality Through Strategy.
Motivating Case: Nissan Motor Company.
Strategic Planning for Quality.
Establishing Purpose.
Addressing Interface Issues.
Formulating Strategy.
Execution: Policy Deployment.
Strategy and the Supply Chain.
The Supply Chain and Extended Enterprise.
Supply Chain Design: Ensuring a Strategic Fit.
Supply Chain Performance.
Strategic Planning and Open Systems Thinking.
Case Analysis: Nestle USA: An Old Company With a Net Strategy.
II. QUALITY AND MANAGEMENT PRACTICES.
4. Managing for Qualilty: Organization, Leadership, and Decision-Making.
Motivating Case: Lincoln Electric Company.
Organizing for Quality.
Organization Structures.
Mechanistic Structures.
The Effect of Social Values on Organizational Structure.
Organic Structures.
Contingency Theory.
Structures Based on Knowledge Content.
Lattice Structure.
Structure and Quality.
Quality Leadership.
Leadership Domain.
Leadership Skills.
Why People Follow a Leader.
Quality Decision Making.
Decision-making Is a Process.
The Anatomy of Decision-making.
Programmed Decision-making.
Non-Programmed Decision-making.
What Is a Poor Decision?
Team Building.
Team Effectiveness.
Team Building Culture.
Case Analysis: Starbucks Corporation — Just Say Yes.
5. Managing for Quality: Accountability and Implementation.
Motivating Case: Falk Power Systems.
Performance Measurement and the Balanced Scorecard.
Customer Perspective.
Internal Business Perspective.
Innovation and Learning Perspective.
Financial Perspective.
TQM Failures.
Major Causes for Failure.
Some Common Myths.
Theory of Quality.
TQM Implementation Strategies: Joining the Second Generation.
Is Second Generation Quality Passe?
Second Generation Pre-deployment Phase.
Second Generation Deployment Phase One.
Second Generation Deployment Phase Two.
Quality Inspired Management: Reaching the Third Generation.
Third Generation Deployment Phase Three.
Stakeholder Model of Quality.
Keys to Success.
Critical Factors.
Lessons Learned.
Malcolm Baldrige National Quality Award Winners.
Organizational Readiness.
Sand Cone Model for Change Capability (SCCC).
Case Analysis: Sears, Roebuck and Company — America’s Favorite Place to Shop.
6. Managing for Quality: The Human Element.
Motivating Case: Harriett’s House of Horror.
People: The Key to Quality.
Human Resources as an Open System.
Quality and Human Resources.
High Performance Work Organizations.
Human Resources: A Vital Link Between Culture and Quality.
Cultural Change.
Culture and the Value Stream.
Motivation and Work Design.
Intrinsic Motivating Potential of the Job.
Growth Needs and Job Matching.
Regional Influence on Culture.
Nordic Model.
British Model.
American Model.
Human Capability and Organizational Readiness for QIM.
Sand Cone Model for Human Capability (SCHC).
Measures of Cultural Readiness.
Case Analysis: Social Security Administration — Promoting Economic Security.
III. QUALITY AND PROCESS MANAGEMENT.
7. Understanding Process Behavior — Tools for Problem Solving and Decision Making.
Motivating Case: Federal Communications Commission.
Tools for Creativity.
Tools for Planning.
PDCA Cycle.
Radar or Spider Chart.
Task Cycle.
Tools for Process Analysis.
Flow Chart.
Knowledge Mapping.
Morphological Box.
Moment of Truth Analysis.
Force Field Analysis.
Variance-tracking Matrix.
Six Honest Servants and Five Whys.
Tools for Problem Solving.
The Basic Toolkit: Seven Old Tools.
Seven New Tools for Problem Solving.
Poka Yoke.
8. Statistical Process Control.
Motivating Case: Magna Minerals.
Scales of Measurement and Statistical Process Control.
Scales of Measurement.
Nature of Variables Measurement.
Nature of Attributes Measurement.
Statistical Process Control.
Control Charts for Variables Measures.
Χ, R, and s Charts.
Charts for Individual Measurements.
Control Charts for Attributes Measures.
p Charts and np Charts.
c Charts and u charts.
How to Differentiate Between p Chart and c Chart Data.
Measurement Processes.
Measurement is a Process.
Accuracy — A Calibration Issue.
Precision — How to Capture Measurement Error.
Resolution — How Good is the Measurement Process in Differentiating Among Different Items?
Signal-to-Noise Ratio — Is Measurement Error Large Enough to Cause Concern?
Operational Definitions and Inspector Consistency.
Process Capability.
Engineering Tolerance, Natural Tolerance, and Process Capability.
Capability Indices.
Estimating Defective Parts Per Million Opportunities.
Quality in the Service Sector.
SERVQUAL.
Use of Control Charts in a Services Environment.
Support Services in a Manufacturing Environment.
IV. THE THIRD GENERATION: SIX SIGMA, LEAN, AND QUALITY INSPIRED MANAGEMENT.
9. Six-Sigma and Continuous Improvement.
Motivating Case: GE Medical Systems.
What is Six Sigma?
Six Sigma Defined.
Why Six Sigma is Successful.
Preparing for Six Sigma.
Get the Culture Ready.
Select Core Business Processes.
The DMAIC Cycle — Six Sigma Tactics.
Improvement Models.
Define Tactic.
Measure Tactic.
Analyze Tactic.
Control Tactic.
Training Requirements and Roles.
Roles.
Training.
Selecting the Right Projects.
Criteria for Selection.
Sources for New Projects.
Combining Six Sigma With Lean Production.
What Is Lean Six Sigma?
The Lean Toolkit.
Case Analysis: Sertex Sealants, Inc.
10. Materials Management: Supplier Selection/Certification, and The Procurement Cycle.
The Procurement Cycle and Buyer-Supplier Relations.
Proactive Purchasing.
Buyer/Supplier Relationships.
Early Supplier Involvement in Design.
Supplier Certification.
Identifying the Supplier Base.
Supplier Evaluation and Selection.
Post-Certification Metrics, Certification Maintenance, and De-Certification.
Benefits of Supplier Certification.
Case Study: Decision Analysis In Supplier Selection.
Introduction to Attributes Acceptance Sampling.
Overview and Notation.
The Role of Acceptance Sampling.
Randomness in Sampling.
Types of Attributes Acceptance Sampling Plans.
Single Sampling Plans.
Single Sampling Plans, Producer’s Risk, Consumer’s Risk, and OC-Curves.
Measures of Plan Performance — AOQL and ATI.
Curtailment of Inspection for Rejected Shipments.
Developing Single Sampling Plans — Grubbs Approach.
Developing Single Sampling Plans — Dodge-Romig Tables.
Double Sampling Plans.
Operating Characteristic Curves for Double Sampling Plans.
Double Sampling Performance — ASN, AOQL and ATI.
Developing Double Sampling Plans — Grubbs Approach.
Comparing Single and Double Acceptance Sampling Plans.
Book about: Spinal Cord Injury and the Family or Mama Sutra
Productivity in the U. S. Services Sector: New Sources of Economic Growth
Author: Jack E Triplett
The services industries—which include jobs ranging from flipping hamburgers to providing investment advice—can no longer be characterized, as they have in the past, as a stagnant sector marked by low productivity growth. They have emerged as one of the most dynamic and innovative segments of the U.S. economy, now accounting for more than three-quarters of gross domestic product. During the 1990s, 19 million additional jobs were created in this sector, while growth was stagnant in the goods-producing sector.
Here, Jack Triplett and Barry Bosworth analyze services sector productivity, demonstrating that fundamental changes have taken place in this sector of the U.S. economy. They show that growth in the services industries fueled the post-1995 expansion in the U.S. productivity and assess the role of information technology in transforming and accelerating services productivity. In addition to their findings for the services sector as a whole, they include separate chapters for a diverse range of industries within the sector, including transportation and communications, wholesale and retail trade, and finance and insurance.
The authors also examine productivity measurement issues, chiefly statistical methods for measuring services industry output. They highlight the importance of making improvements within the U.S. statistical system to provide the more accurate and relevant measures essential for analyzing productivity and economic growth.
Author Description:
Jack E. Triplett, is a visiting fellow in Economic Studies at the Brookings Institution. He served previously as a chief economist at the U.S. Bureau of Economic Analysis. He is the editor of Measuring the Prices of Medical Treatments (Brookings, 1999).
Barry Bosworth is a senior fellow in the Economic Studies program at the Brookings Institution. His previous books include Saving and Investment in a Global Economy (Brookings, 1993) and Aging Societies: The Global Dimension (Brookings 1998).
No comments:
Post a Comment