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The Handbook for Quality Management, Second Edition: A Complete Guide to Operational Excellence / Edition 2
     

The Handbook for Quality Management, Second Edition: A Complete Guide to Operational Excellence / Edition 2

by Thomas Pyzdek, Paul Keller
 

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ISBN-10: 0071799249

ISBN-13: 9780071799249

Pub. Date: 12/18/2012

Publisher: McGraw-Hill Professional Publishing

The definitive guide to organizational excellence—completely updated

Fully revised for the latest American Society for Quality (ASQ) Certified Manager of Quality/Organizational Excellence (CMQ/QE) Body of Knowledge, The Handbook for Quality Management: A Complete Guide to Operational Excellence, Second Edition offers in-depth guidance on

Overview

The definitive guide to organizational excellence—completely updated

Fully revised for the latest American Society for Quality (ASQ) Certified Manager of Quality/Organizational Excellence (CMQ/QE) Body of Knowledge, The Handbook for Quality Management: A Complete Guide to Operational Excellence, Second Edition offers in-depth guidance on effectively applying the principles of quality management in today's business environment and delivering superior results. Designed to help you prepare for and pass the ASQ CMQ/QE exam, this authoritative volume also serves as an essential on-the-job reference.

Coverage includes:

  • Business-integrated quality systems
  • Organizational structures
  • The quality function
  • Approaches to quality
  • Customer-focused organizations
  • Integrated planning
  • Strategic planning
  • Understanding customer expectations and needs
  • Benchmarking
  • Organizational assessment
  • Process control
  • Quantifying process variation
  • Quality audits
  • Supply chain management
  • Continuous improvement
  • Effective change management
  • Six Sigma methodology, including detailed descriptions of the DMAIC and DMADV approaches
  • Management of human resources
  • Motivation theories and principles
  • Management styles
  • Resource requirements to manage the quality function

Over the past 40 years, the quality management discipline has undergone steady evolution from disparate quality assurance efforts to strategic, business-integrated functions. Today's quality manager must be able to plan and implement measurable, cost-effective process-improvement initiatives across the organization.

Written by two of the foremost authorities on the subject and fully updated for the latest American Society for Quality (ASQ) Certified Manager of Quality/Organizational Excellence (CMQ/OE) Body of Knowledge, The Handbook for Quality Management, Second Edition provides an operational guide to the proper understanding and application of quality management in the current business environment. It serves as a primary reference source for an organization's quality program and for anyone seeking to pass the CMQ/OE exam, given by the ASQ.

The Handbook for Quality Management: A Complete Guide to Operational Excellence, Second Edition:

  • Clearly defines quality management principles and their application within a cross section of industries
  • Integrates the application of Theory of Constraints, Six Sigma, and Lean thinking into the Quality Management discipline
  • Contains detailed methods for planning, including customer needs recognition, benchmarking, and organizational assessments
  • Discusses controls such as statistical process control, audits, and supply chain management
  • Explains the stages of continuous improvement
  • Incorporates classic motivation theory with more current management practices advocated by Joiner, Senge, and Deming, among others
  • Features simulated and past exam questions to help you study for the ASQ CMQ/OE exam with answers that can be found at www.mhprofessional.com/HQM2

Product Details

ISBN-13:
9780071799249
Publisher:
McGraw-Hill Professional Publishing
Publication date:
12/18/2012
Edition description:
New Edition
Pages:
512
Sales rank:
537,115
Product dimensions:
7.70(w) x 9.40(h) x 1.40(d)

Table of Contents

Preface xi

Part I Business-Integrated Quality Systems

1 Organizational Structures 3

General Theory of Organization Structure 5

The Functional/Hierarchical Structure 6

Matrix Organizations 8

Cross-Functional Organization Structure 9

Process- or Product-Based (Horizontal) Organization Structures 10

Forms of Organization 12

2 The Quality Function 15

Juran Trilogy 17

Related Business Functions 23

Safety 23

Regulatory Issues 24

Product Liability 24

Environmental Issues Relating to the Quality Function 28

3 Approaches to Quality 31

Deming's Approach 34

Total Quality Control in Japan 36

ISO 9000 Series 41

Malcolm Baldrige National Quality Award 45

Deming Prize 48

European Quality Award 49

Total Quality Management (TQM) 51

Six Sigma 52

4 Customer-Focused Organizations 57

Part II Integrated Planning

5 Strategic Planning 65

Organizational Vision 67

Strategy Development 69

Strategic Styles 71

Possibilities-Based Strategic Decisions 72

Strategic Development Using Constraint Theory 74

The Systems Approach 75

Basic Constraint Management Principles and Concepts 78

Tools of Constraint Management 87

Constraint Management Measurements 98

6 Understanding Customer Expectations and Needs 105

Customer Classifications 108

Customer Identification and Segmentation 110

Collecting Data on Customer Expectations and Needs 113

Customer Service and Support 114

Surveys 117

Focus Groups 127

7 Benchmarking 129

Getting Started with Benchmarking 132

Why Benchmarking Efforts Fail 134

8 Organizational Assessment 137

Assessing Quality Culture 139

Organizational Metrics 140

Cost of Quality 142

Part III Process Control

9 Quantifying Process Variation 153

Descriptive Statistics 155

Enumerative and Analytic Studies 155

Acceptance Sampling 158

Statistical Control Charts 160

Variable Control Charts 165

Control Charts for Attributes Data 176

Control Chart Selection 189

Control Chart Interpretation 190

Using Specifications for Process Control 196

Process Capability Studies 200

How to Perform a Process Capability Study 200

Statistical Analysis of Process Capability Data 202

Interpreting Capability Indexes 205

10 Quality Audits 209

Types of Quality Audits 212

Product Audits 212

Process Audits 214

Systems Audits 214

Internal Audits 215

Two-Party Audits 215

Third-Party Audits 215

Desk Audits 216

Planning and Conducting the Audit 216

Auditor Qualifications 217

Internal Quality Surveys as Preparation 218

Steps in Conducting an Audit 218

Audit Reporting Process 219

Post-Audit Activities (Corrective Action, Verification) 220

Product, Process, and Materials Control 221

Work Instructions 221

Classification of Characteristics 223

Identification of Materials and Status 224

Purchased Materials 224

Customer-Supplied Materials 224

Work-in-Process (WIP) 224

Finished Goods 225

Lot Traceability 225

Materials Segregation Practices 225

Configuration Control 225

Deviations and Waivers 226

11 Supply Chain Management 227

Scope of Vendor Quality Control 230

Evaluating Vendor Quality Capability 230

Vendor Quality Planning 233

Post-Award Surveillance 234

Vendor Rating Schemes 235

Special Processes 236

Partnership and Alliances 237

Part IV Continuous Improvement

12 Effective Change Management 243

Roles 246

Goals 247

Mechanisms Used by Change Agents 248

Building Buy-in 248

Project Deployment 254

Selecting Projects 254

DMAIC/DMADV Methodology 262

13 Define Stage 265

Project Definition 267

Work Breakdown Structure 268

Pareto Diagrams 269

Project Charters 270

Resources 281

Top-Level Process Definition 285

Team Formation 285

Team Dynamics Management, Including Conflict Resolution 287

Stages in Group Development 288

Common Team Problems 289

Productive Group Roles 289

Counterproductive Group Roles 290

Management's Role 292

14 Measure Stage 293

Process Definition 295

Metric Definition 296

Establishing Process Baselines 297

Measurement Systems Analysis 298

Levels of Measurement 298

Definitions 301

15 Analyze Stage 305

Value Stream Analysis 307

Analyze Sources of Process Variation 314

Quality Function Deployment 315

Cause-and-Effect Diagrams 318

Scatter Diagrams 319

Determine Process Drivers 324

Correlation and Regression Analysis 324

Least-Squares Fit 326

Interpretation of Computer Output for Regression Analysis 328

Analysis of Residuals 330

Designed Experiments 331

16 Improve/Design Stage 335

Define New Operating/Design Conditions 337

Define and Mitigate Failure Modes 340

Process Decision Program Chart 340

Preventing Failures 340

Failure Mode and Effects Analysis 344

17 Control/Verify Stage 349

Performance Evaluation 352

Recognition and Reward 353

Principles of Effective Reward Systems 355

Training 356

Job Training 357

Developing a Structured OJT Program 358

Instructional Games, Simulations, and Role-Plays 359

Part V Management of Human Resources

18 Motivation Theories and Principles 367

Maslow's Hierarchy of Needs 369

Herzberg's Hygiene Theory 370

Theories X, Y, and Z 370

19 Management Styles 373

Judgmental Management Style 375

Data-Based Management Style 375

Combination Data-Based/Judgment Management Style 376

Participatory Management Style 376

Autocratic Management Style 377

Management by Wandering Around 377

Fourth Generation Management 378

The Fifth Discipline 379

20 Resource Requirements to Manage the Quality Function 381

Performance Evaluation 385

Traditional Performance Appraisals 385

Criticisms of Traditional Employee Appraisals 386

Alternatives to Traditional Appraisals 388

Professional Development 393

Credentials 393

Professional Certification 393

Professional Development Courses 394

Achieving the Goals 395

Coaching 395

Situations That Require Coaching to Improve Performance 396

Forms of Coaching 397

A Control Chart Constants 399

B Control Chart Equations 403

C Area under the Standard Normal Curve 407

D Simulated Certification Exam Questions 413

References 455

Index 465

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