The emphasis of Quality is pervading every facet of business, and managers are required to know and apply TQM principles. This book explores the strategic role of quality global competition, the roles of management in attaining quality excellence, the structures and systems needed to support a total quality strategy, and the main statistical and analytical tools for achieving quality improvement and control.

Table of Contents:
1. Quality as a Strategy 1 The Global Battleground 2 The PIMS Study 4 The History of Quality in the United States 6 A New Theory of Quality 9 The MIT Commission Findings 12 The New Management Approach 14 TQM and the Corporate Strategy 16 Does TQM Work? 17 Overview of the Book 20 Key Terms 21 Assignments 21 Case Study: Provisions, Inc.—The Cooked Meat Division 22 Bibliography 23 2. What is TQM? 25 Introduction 25 The First Approach: Defining Quality? 26 The Transcendent Approach 26 The Product-based Aproach 26 The User-based Approach 27 The Manufacturing-Based Approach 27 Value-based Approach 28 The Second Approach: TQM Practices 31 ISO Standards 31 The Malcolm Baldrige National Quality Award 34 The International Quality Study 34 The Third Approach: The Philophies of Leading Sages 37 Deming 37 Juran 40 Crosby 43 Feigenbaum 45 Ishikawa 48 Tagachi 49 Summarizing the Philosophies 51 The Fourth Approach: Evolution of Quality Thinking in Japan 52 Summary 58 Key Terms 39 Assignments 59 Bibliography 61 3. The Baldrige Award 63 Introduction 64 Overview of History, Purpose, and Operations 64 Legislation 64 Aware Purpose 65 Roles and Responsibility 65 Applications for the Award 66 The Award Criteria 66 Positioning the Award Criteria 68 The Evaluation System for Applicants 71 Values and Concepts 71 Criteria Framework 73 Scoring Guidelines 74 Business Factors 75 The Board of Examiners 76 Appointment and Training 76 Establishing Standards and Consistency 77 Code of Conduct 77 Applicant Evaluation and Feedback 79 Review 79 Consensus Review 79 Site Review 80 Judges’ Recommendations 80 The Feedback Report 80 The Award Criteria in Practice 81 Developing the Core Values 81 Customer-Driven Quality 83 Leadership 84 Continuous Improvement and Learning 84 Employee Participation and Development 84 Fast Response 85 Design Quality and Prevention 85 Long-Range View of the Future 86 Management by Fact 86 Partnership Development 87 Corporate Responsibility and Citizenship 87 Results Orientation 88 Impact of the Baldridge Award 88 U.S, Industry and Government 88 The Characteristics of Successful Applicants 90 The Stale Awards 90 Overseas Leadership 92 The Baldrige Aware and ISO 9000 Standards 93 Use in Education 94 Future of the Award and Continuous Improvement 94 Summary 95 Key Terms 96 Assignments 96 Case Study 101 Case Study: Colony Fasteners, Inc. 113 Bibliography 117 4. Measures of Quality Product and Quality Process: The Traditional Approach 119 Introduction 119 The Evolution of the Cost of Quality 122 The Traditional Cost-of-Quality Model 122 Conformance Costs 123 Nonconformance 123 Limitations to the Cost of Quality 129 Summary 133 Key Terms 133 Assignments 133 Case Study: Matthews-Thornton Manufacturing Co. 134 Bibliography 137 5. Measures of Quality Product and Quality Process: The Emerging Cost-of-Quality Model 139 Introduction 139 Other Methods to Measure the Cost of Quality 140 Sustaining Cost of Quality: The Xerox Story 144 Lessons from Xerox 151 Accounting Support of TQM 151 Other Measures of TQM 152 Information Systems Support 155 Implementation 155 Summary 156 Key Terms 157 Assignments 157 Cost of Quality Assignment 158 Case Study: Materials and Control Corporation 160 Bibliography 163 6. Continuous Improvement: Basic Tools 165 Overview of Continuous Improvement 165 Relationship of Chapters 6, 7, and 8 to Continual Improvement 167 Data Types and Summaries 168 Types of Data 168 Populations and Samples 169 Data Summarization 169 Tabular and Graphic Summarization of Numeric Data 170 Tabular Summaries for Numeric Data: Frequency Distributions 170 Graphic Summaries for Numeric Data: Histograms and Stem-and-Leaf Displays 172 Other Graphic Tools 179 Graphs for Categorical Data: Bar Charts, Pie Charts, and Pareto Diagrams 179 Graphs for Time-Ordered Data: Run Charts 185 Flow Diagrams 185 Cause-and-Effect Diagrams 188 Cautionary Note on Graphs 190 Facilitating Data Collection: Check Sheets 190 Numeric Data Summarization 192 Measures of Location: The Mean and the Median 192 Measures of Spread: The Standard Deviation, Variance, Range, and Percentiles 194 A Graphic Display of Numeric Summaries: The Box Plot 196 Graphing the Relationship Between Two Variables: The Scatter Diagram 196 The Seven-Step Method for Continuous Improvement 199 The Seven Steps 200 Relation to the PDCA Cycle 201 Summary 203 Key Terms 203 Assignments 204 Case Study: Accelerating Improvement 207 Case Study: Motorola-Codex 221 Bibliography 230 7. Continuous Improvement: Statistical Process Control 231 Introduction 231 The Seven Basic Tools 232 Control Charts 232 Sources of Variation 232 Introduction to Control Charts 232 Attributes and Variables 235 Control Charts for Attributes 236 p Charts and np Charts 236 c Charts and u Charts 238 Control Charts for Variables 241 X-bar Charts and R Charts 243 Control Charts for Individuals 243 Out-of-Control Patterns 244 The Development of Control Charts 248 The Development of p Charts 248 np Charts 252 c Charts 252 u Charts 252 X-bar Charts 253 R Charts 253 Control Chart for Individual Measurement 254 Moving Range Control Chart 254 Statistics, Probability, and Random Variables 254 Inferential Statistics 254 Random Sampling 256 Enumerative and Analytical Studies 256 Probability 257 Random Variables and Probability Distributions 258 The Expectation of a Random Variable 259 The Variance and Standard Deviation of a Random Variable 262 Discrete Versus Continuous Random Variables 262 The Normal Distribution 264 The Standard Normal Distribution and Normal Probability Tables 265 Finding Probabilities for Normal Distribution: The General Case 270 Problems Where Areas Are Given 273 The Behavior of Samples 275 The Behavior of Sample Means: The Central Limit Theorem 276 The Behavior of Sample Ranges 281 The Behavior of Sample Proportions 281 Statistical Basis for the Development of Control Charts 286 p Charts 286 np Charts 288 c Charts and u Charts 289 X-bar Charts 289 R Charts 293 Control Chart for Individual Measurements 294 Moving Range Control Chart 295 References 295 Summary 295 Key Terms 296 Assignments 296 Case Study: Understanding the Trade Deficits 305 Bibliography 307 8. Continuous Improvement: Some Advanced Tools 309 Introduction 309 Enhancing the Seven-Step Method 310 Developing an Affinity Diagram 311 Electronic Brainstorming 318 Process Capability and Six-Sigma Quality 319 The Cp Index 320 The Cpk Index 321 Six Sigma Quality 323 Taguchi’s Loss Function 325 The Goal Post View of Quality 325 The Loss Function 326 Design of Experiments 331 Case Discussion: Product Improvement by Application of Taguchi Methods 333 The Factor Listing 334 The Orthogonal Array and Experimental Results 334 An Analogy 335 Randomization and Fractional Factorial Experiments 336 The Signal-to-Noise Ratio 336 Analysis of Results 337 Conclusions 338 Summary 339 Key Terms 340 Assignments 340 Case Study: Product Improvement by Application of Taguchi Methods 341 Appendix 8.1: Steps for Building an Affinity Diagram 353 Appendix 8.2: How Signal-to-Noise Ratios Work 356 Bibliography 358 9. Customer Measurement I: Traditional Multi-Attribute Methods 359 Introduction 360 Multi-Attribute Model 361 Identifying Important Attributes 362 Plot Existing Objects in Attribute Space: Employ Data Reduction Techniques to Improve Data Interpretation 363 Measure Consumer Perceptions Via Rating Scales 366 Determine the importance Weights of Attributes 368 Base New Product Design on Filling Gaps in the Perceptual Space 368 Market Segmentation 369 Case Studies 369 Johnson Wax Enhance Conditioner 369 Suzuki Samurai 371 Telecom Inc. 371 Conjoint Analysis 374 Implications and Discussion 380 Summary 381 Key Terms 382 Assignment 382 Case Study:ABC Snacks 384 Bibliography 389 10. Customer Measurement II: Quality Function Deployment 391 Introduction 392 QFD and the House of Quality 393 An Overview of QFD 394 Building the House of Quality; An Example 397 Customer Inputs/Voice of Customer 397 Technical Inputs 397 Key Output: EC Weights and Target Values 398 Implications 398 Research Methodology Issues 398 Developing a List of CAs 399 Grouping and Labeling CAs 399 Measuring Attribute Importance 399 Qualitative Research Emphasis 400 The Kano Questionnaire 400 Implementing QFD—The Manager’s View 402 Organizational Behavior Implications 403 Case Studies 404 Puritan-Bennett Spirometers 404 Bharat Earth Movers Ltd. 405 Closing Thoughts 405 Summary 409 Key Terms 410 Assignments 410 Voice of the Customer Assignment 411 Constructing the House of Quality Assignment 413 Case Study; Quality Function Deployment at Knight Inc. 415 Bibliography 422 11 Initiating TQM: Managing Change 425 Introduction 425 Theories of Organizational Change 425 Types of Change 427 Understanding The Model for Change; Creating Dissatisfaction with the Status Quo 428 Understanding the Model for Change: The New Model of Managing 430 Understanding the Change Model: Implementation 432 Understanding the Change Model: Cost of the Change 434 Theory to Practice: Implementing TQM 435 TQM and Organizational Structure 445 Implementing TQM Programs 447 Implementing TQM 449 Summary 452 Key Terms 452 Assignments 452 Case Study: Ilank Snow and East Coast Electric: Instituting TQM 454 Bibliography 459 12. Employee Practices in Total Quality Management Organizations 461 Introduction 461 Employee Involvement and TQM: Similarities and Differences 462 Employee Involvement; Technique Adoption 464 Employee Involvement: Program Elements 466 Employee Involvement and Total Quality Management 466 HR Policies and TQM 469 A Model for Organizational Design 470 Organizational Structures 470 Management Processes 473 Selection Techniques 473 Development and Training 474 Rewards and Incentives 474 Performance Management 474 Pay Systems and Rewards 475 Summary: HR Systems 476 People Policies and TQM; Teams and Teamwork 476 Teams in TQM 477 Building Teams 478 Leadership .Roles in Teams 482 Self-Managing Work Teams 483 Unions and Total Quality Management 484 Empowering Organizational Members 486 Summary 488 KeyTerms 488 Assignments 489 Developing Performance and Task Deployment Assignment 489 Case Study: Upper Valley Health Clinic 494 Bibliography 499 13 TQM and the Product Development Process 501 Introduction 501 Structuring the Development Process 502 Structuring the Work 502 Aggregate Project Plan 505 Organizing the Resources 505 Defining the Product 507 The “Fuzzy Front End” 508 Consequences of Poor Definition and Management 508 Product. Definition 508 Identifying Customer Requirements 509 Setting Target Specifications 509 Creating Concepts 510 Selecting and Refining a Concept 511 Designing and Developing the Product 511 Architecture and Modularity 512 Advantages of Modularity 512 Conscious Architecture 512 Design for Manufacturability 513 Design for Assembly 513 Design to Cost 515 Design for Usability 515 Prototype-Test-and-Refine 516 Concurrent Engineering 517 Design Iterations 518 Design Structure Matrix 518 Implementing Concurrent Engineering 519 Summary 519 Key Terms 520 Assignments 520 Case Study: Plus Development Corp (A)—Abridged 522 Bibliography 529 14. Reengineering and TQM: The Role of Information Technology 531 IT and Process Improvement 532 Differences Between TQM and Reengineering 532 The Impact of IT on the Bottom Line 533 Making an Impact with IT 534 A Reengineering .Methodology 535 Stage 1–Business Goals and Constraints 535 Stage 2–Selecting a Process for Improvement 538 Stage 3–Creating the New IT-Based Process 540 Stage 4–Developing the Systems are the Organization Structures 541 Stage 5–Effecting the Culture Change and implementing tire System 544 Post-Reengineering 546 Quality Information Systems 547 Communication of QI Team Activities 547 Process-Related Information for QI Teams 548 Operational Information to Support Corporate Goals 550 Summary 556 Key Terms 557 Assignments 557 Case Study: Morewood Enterprises 558 Bibliography 559 15. Benchmarking 561 Introduction 561 Traditional Approaches to Gathering Information 563 The Evolution of Benchmarking 564 Competitive Benchmarking 566 Benchmarking Product Characteristics 566 Benchmarking Product. Costs 567 Examples of Cost Benchmarking 568 Process Benchmarking 570 An Example of Process Benchmarking 572 Process Flow Mapping 573 Strategic Benchmarking 577 An Example—Benchmarking Diversity 578 Key Issues in Benchmarking 581 What Should Be Benchmarked? 581 Who Should Be on the Team? 581 Who Should Be Selected as Benchmarking Partners? 582 What Legal Issues Are Involved? 583 What Arc Some Common Pitfalls? 584 The Partner’s Perspective 584 Handling Benchmarking Requests 585 Benefits of Being a Host 586 Criteria for Screening Requests 586 Maximizing the Benefit from an Information Exchange 587 Summary 588 Key Terms 588 Assignments 589 Case Study. Simon Alphin: The Benchmarking Study 591 Case Study: Shawmut Industrials—Marta’s Visit 592 Bibliography 593 16. Landmarks on the TQM Road 595 Others That Failed 596 Some Who Are Succeeding 597 The Wallace Company 599 Florida Power & Light 601 The Xerox Story 602 Building Union Support for TQM 604 Building Management Support for TQM 606 Xerox after Winning the Baldrige 609 Landmarks on the TQM Road. 611 The First Landmark:. Awareness 611 The Second Landmark: Understanding 613 Thu Third Landmark; Maturity 615 Summary 618 Assignments 618 Bibliography 619 Author Index 620 Subject Index 622