Juran's Quality Control Handbook
Joseph M. Juran, Frank M. Gryna
McGraw-Hill, 1988 - Quality control - 1872 pages
Perhaps the finest book on quality ever written-now updated to give managers the know-how they need to manage for quality through the next decade. Since publication of the third edition of Juran's classic in 1974, the entire field of quality control has undergone a series of unprecedented changes-due largely to (1) intensified competition, which has resulted in huge loses in market shares and massive exports of jobs and (2) expanded government regulation, with accompanying growth in the number of lawsuits and the size of the awards. This updated and revised new edition offers, in ready-reference form, the know-how managers need in industry today-and in the years ahead-to keep their quality competitive at minimum cost.
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QUALITY AND ECONOMICS 3 2
QUALITY AND PRICE 3
QUALITY DEFINED 2 2 The Financial Analogy 2 5
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activities analysis application approach companywide concept conformance control charts cost of poor courses customers CWQM cycle decisions defects design of experiments design review discussion effect employee engineering equipment established evaluation example failure feedback field intelligence goals identify industries input inspectors involved Japanese Juran levels major manual manufacturing meet ment Milwaukee needs nonconforming operations organization Pareto analysis participation percent performance personnel poor quality procedures process capability process control product audit product design product development projects Quality Assurance quality audits quality circles Quality Control quality costs Quality Department quality engineers quality function quality improvement Quality Manager quality planning quality policies Quality Progress quality-related reliability reliability engineers requirements responsibility sample Section self-control specialists specific standards statistical statistical process control supervisors supplier Table Taylor system techniques tion units of measure upper managers usually workers