Quality

Front Cover
Psychology Press, 2002 - Business & Economics - 328 pages
1 Review
The second edition of this best-selling textbook provides a comprehensive introduction to the theory and practice of quality in the context of management thinking. Fully revised and updated, it reviews the study of the quality movement throughout the twentieth century. The wide-ranging approach encompasses both traditional and contemporary approaches based on systems thinking.
Improvements on the first edition include:
* revised and updated chapters which explore the notion of quality in greater depth, and relate quality directly to organisational effectiveness
* consideration of the substantial changes brought about by the introduction of ISO9000:2000 and exploration of the links to IIP, ISO14000, ISO19000, Management Charter and the Business Excellence Model
* revised examination of Business Process Re-engineering which emphasizes the application of chaos and complexity theories
* a completely rewritten approach to statistical methods
* a new section on 'Skills Based Quality Management' - an approach to quality in the professional sector developed by the author and his colleagues
* an entirely new chapter dealing with the Business Excellence Model.
 

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Contents

THE QUALITY IMPERATIVE
3
11 The economic imperative
4
12 The social imperative
7
13 The environmental imperative
9
14 The challenge for service organizations
12
15 A problem with quality
13
QUALITY A STRATEGIC DECISION?
15
21 Operations
16
153 Cybernetics and quality
165
SOFT SYSTEMS THINKING
170
161 Soft systems explained
171
162 Tools for soft systems
172
163 Soft systems and quality
174
CRITICAL SYSTEMS THINKING
176
171 Total Systems Intervention
177
172 Principles of Total Systems Intervention
178

22 Administration
17
24 Normative decisions
20
BARRIERS TO QUALITY
23
31 Systems and procedures
24
32 Culture
26
33 Organization design
30
34 Management perspectives
32
35 costs of quality
35
THE EMERGENCE OF MANAGEMENT
38
41 Classical theory
39
42 Critical review
43
43 Reiteration
44
45 Critical review
47
47 Relevance to quality
48
THE QUALITY GURUS
51
PHILIP B CROSBY
53
51 Philosophy
54
52 Assumptions
55
53 Methods
56
54 Successes and failures
60
55 Critical review
63
W EDWARDS DEMING
65
61 Philosophy
66
62 Assumptions
70
63 Methods
72
64 Successes and failures
80
65 Critical review
82
ARMAND V FEIGENBAUM
84
71 Philosophy
85
72 Assumptions
86
74 Successes and failures
90
75 Critical review
91
KAORU ISHIKAWA
93
81 Philosophy
94
82 Assumptions
95
83 Methods
97
84 Successes and failures
102
85 Critical review
103
JOSEPH M JURAN
105
91 Philosophy
106
92 Assumptions
107
93 Methods
109
94 Successes and failures
112
95 Critical review
114
JOHN S OAKLAND
116
101 Philosophy
117
102 Assumptions
118
103 Methods
119
104 Successes and failures
125
105 Critical review
127
SHIGEO SHINGO
129
111 Philosophy
130
113 Methods
131
114 Successes and failures
132
115 Critical review
133
GENICHI TAGUCHI
135
121 Philosophy
136
122 Assumptions
137
123 Methods
138
124 Successes and failures
141
125 Critical review
142
CONTEMPORARY THINKING
143
CONTINGENCY THEORY
145
131 Contingency theory and organization design
146
132 Reiteration
148
133 Is quality contingent?
149
ORGANIZATIONS AS SYSTEMS
151
141 Systems thinking
152
142 Systems thinking and organizations
153
143 Systems thinking and quality
154
ORGANIZATIONAL CYBERNETICS
158
151 Cybernetic systems
159
152 Tools of cybernetics
160
173 Three phases of Total Systems Intervention
181
174 Critical review
182
175 Critical systems thinking and quality
183
176 Total Quality Management through Total Systems Intervention
184
177 Assumptions
187
178 Successes and failures
188
179 Critical review
189
BUSINESS PROCESS REENGINEERING
191
181 What is Business Process Reengineering?
192
183 What drives Business Process Reengineering?
193
184 What does Business Process Reengineering mean?
194
185 The Business Process Reengineering Process
196
186 Business Process Reengineering and quality
198
ORGANIZATIONAL LEARNING
199
191 Organizational learning
200
192 Senges learning organization
202
193 The learning disabilities
203
194 The five disciplines
205
195 Quality and learning
207
METHODS TOOLS AND TECHNIQUES
209
PROCESS ANALYSIS
211
201 Defining processes
212
202 Process analysis and critical examination
214
203 Method development
217
QUALITY MANAGEMENT SYSTEMS
220
211 What is ISO 9000?
221
2000 interpreted
222
2000 the limitations
223
214 How is a quality management system constructed?
224
215 ISO 14000
226
216 The Business Excellence Model
227
217 Critical review
229
UNDERSTANDING STATISTICAL METHODS
231
222 Common statistical errors
233
BENCHMARKING
237
231 What is benchmarking?
238
232 How is benchmarking done?
239
233 Critical review
242
SUPPLIER DEVELOPMENT
244
241 What is supplier development?
245
242 How is supplier development undertaken?
246
243 Critique of supplier development
248
QUALITATIVE METHODS
250
252 Job design
252
253 Organization structure
256
TOTAL QUALITY MANAGEMENT THROUGH TOTAL SYSTEMS INTERVENTION
258
262 Total Quality Management through Total Systems Intervention in practice
259
263 Floods Total Quality Management methodology
260
264 Critical review
262
SUSTAINABLE ORGANIZATION
265
271 The Viable System Model in theory
266
conception and construction
267
273 Critical review
275
SKILLSBASED QUALITY MANAGEMENT
277
282 What is SkillsBased Quality Management?
278
283 The overall structure
279
284 The model for a SkillsBased Quality Management system
282
285 Review of SkillsBased Quality Management
286
STAKEHOLDER PARTICIPATION
288
291 Soft systems methodology
290
292 Interactive planning
294
293 Critical systems heuristics
298
IMPLEMENTING QUALITY PROGRAMMES
303
301 Project management
304
302 Implementation strategies
306
303 Control
307
304 Critical review
308
Afterword
311
Glossary of terms and abbreviations
313
Further reading
317
References
319
Index
323
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