Total Quality Management: Text, Cases and Readings, Second Edition

Acclaimed and used in over 200 colleges and universities around the country, Total Quality Management: Text, Cases and Readings has been completely revised and expanded to meet the growing demands and awareness for quality products and services in the competing domestic and global marketplaces. This celebrated text enhances the original seven chapters in the first edition with additional material, new case studies, and valuable new readings. Five new chapters present significant information covering organizing structure and teams for TQM; benchmarking; productivity, quality, and reengineering; the cost of quality; and the universal standards of quality-ISO 9000. The chapters are organized to cover the key principles of TQM, including leadership, information analysis and technology, strategic quality planning, human resources, process management, customer satisfaction, operational results, as well as the five new chapters. Each chapter provides a unique exercise that requires the reader to apply TQM principles to the practices outlined in the comprehensive case. Discussion questions, exercises, cases, and readings support the text, reinforcing an understanding of the principles that can be applied. An added feature of this edition is the extensive study of the Varifilm case, illustrating good and not so good practices. This 1993 case is used by the Baldrige Award organization in preparing examiners to visit and evaluate companies applying for this award. Practical, yet based on sound principles, this book is an excellent text for college students as well as for organizational development programs directed to practitioners responsible for developing and implementing TQM programs in their own service or manufacturing organizations.

Introduction to Total Quality Management
The Concept of TQM
Antecedents of Modern Quality Management
The Quality Gurus
Accelerating Use of TQM
Quality and Business Performance
Service Quality vs. Product Quality
The Baldrige Award
Leadership for TQM
Attitude and Involvement of Top Management
Communication
Culture
Management Systems
Information Analysis & Information Technology
Organizational Implications
Strategic Information Systems
Shortcomings of Accounting Systems
Organizational Linkages
Advanced Processes/Systems
Information and the Customer
Systems Design
Strategic Quality Planning
Strategy and the Strategic Planning Process
Strategic Quality Management
Definition of Quality
Control
Service Quality
Human Resource Development and Management
Involvement: A Central Idea of Human Resource Utilization
Training and Development
Selection
Performance Appraisal
Compensation Systems
Total Quality Oriented Human Resourc
Management
Management of Process Quality
A Brief History of Quality Control
Product Inspection vs. Process Control
Moving from Inspection to Process Control
Statistical Quality Control
Basic Approach to Statistical Quality Control
Tools for Statistical Quality Control
Problem Analysis
Pareto Analysis
Manufacturing to Specification vs. Manufacturing to Reduce Variations
Process Control in Service Industries
Process Control for Internal Services
Quality Function Deployment
Just-in-Time
Just-in-Time or Just-in-Case
The Human Side of Process Control
Customer Focus and Satisfaction
Process vs. Customer
Internal Customer Conflict
Defining Quality
A Quality Focus
The Driver of Customer Satisfaction
Getting Employee Input
Measurement of Customer Satisfaction
The Role of Marketing and Sales
The Sales Process
Service Quality and Customer Retention
Customer Retention and Profitability
Buyer-Supplier Relationships
Benchmarking
The Evolution of Benchmarking
The Essence of Benchmarking
Benchmarking and the Bottom Line
The Benefits of Benchmarking
Strategic Benchmarking
Operational Benchmarking
The Benchmarking Process
Identify the Best-in-Class
Measure Your Own Performance
Actions to Close the Gap
Pitfalls of Benchmarking
Organizing for Total Quality Management:
Structure and Teams
Organizing for TQM: The Systems Approach
Orgnizing for Quality Implementation
The People Dimension: Making the Transition from a Traditional to a TQM Organization
Roles in Organizational Transition to TQM
Small Groups and Employee Involvement
Teams for TQM
Productivity, Quality, and Reengineering
The Leverage of Productivity and Quality
Management Systems vs. Technology
Productivity in the United States
Measuring Productivity
Basic Measures of Productivity: Ratio of Output to Input
White-Collar Productivity
Improving Productivity (and Quality)
Capital Equipment vs. Management Systems
Activity Analysis
Reengineering
The Cost of Quality
Cost of Quality Defined
The Cost of Quality
Three Views of Quality Costs
Quality Costs
Measuring Quality Costs
The Use of Quality Cost Information
Accounting Systems and Quality Management
Activity-Based Costing
ISO 9000: Universal Standards of Quality
ISO around the World
ISO 9000 in the United States
The ISO 9000 ANSI/ASQC Q-90 Series Standards
Benefits of ISO 9000 Certification
Getting Certified: The Third-Party Audit
Documentation
Post-Certification
Choosing an Accredited Registration Service
ISO 9000 and Services
The Cost of Certification
ISO 9000 vs. The Baldrige Award
Implementing the System
1993 Varifilm Case Study
Index