Total quality management: text, cases, and readings
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.
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Introduction to Total Quality Management
Questions for Discussion
Leadership for TQM
23 other sections not shown
accounting achieve activities analysis approach areas audit Baldrige Award benchmarking Brooktree cause-and-effect diagram commitment company's competitive concept continuous improvement cost of quality coworkers criteria cross-functional cross-functional team customer requirements customer satisfaction cycle defects defined Deming Edwards Deming Figure firms functions goals human resource identify implementation improve quality increase industry information systems input internal customers Japanese Juran Key Indicators leadership levels management system manufacturing market share measures meet ment Motorola needs operations organization output Pareto Chart percent performance Peter Drucker Philip Crosby planning problem process control process improvement products and services quality control quality costs Quality Function Deployment quality improvement quality process quality system reduced Review service quality specific standards statistical statistical process control strategy success suppliers survey Taguchi Methods teams tion total quality management Varifilm Xerox zero defects