This book describes the importance of using customer information and measures of satisfaction to align the organization. The author provides this information in the context of good marketing principles, the Baldrige National Quality Award and relates these ideas to bottom line results. The history of the quality movement is useful but flawed for those who may have more depth in understanding the contributions of Crosby, Deming, Juran and other notables. The inclusion of Dr. Kano's work adds some real depth in understanding customer satisfaction. The book makes good use of examples of companies that are well known. The principle message in the book of focusing on customers, the concept of value, and learning how to use data to this end are contributions to the field of quality management.
This book presents a step-by-step approach to develop a management system that combines Dr. Deming's model of profound knowledge and the practical techniques of the Japanese "Total Quality Control" system. Using the analogy of a "fork", the Gitlows developed the following approach:- The Handle: management's commitment to transformation.
Prong One: Education
Prong Two: Daily Management
Prong Three: Cross-Functional Management
Prong Four: Policy Management
The book contains many of the forms and checklists used in the Japanese TQC model.
This book summarizes the basic tenets of the Deming philosophy. The authors try to bridge the gap between these principles and the traditional way of thinking and conducting business. They highlight the physical and psychological roadblocks that keep individuals and companies from understanding Dr. Deming's ideas. The authors draw some useful connections between Dr. Deming's 14 Points and the Malcolm Baldrige Award.
Using examples from a variety of organizations, they show how Dr. Deming's ideas can work in areas such as education, health care, government, and even the press.
Quality as a Business Strategy, API-Austin, Austin, Texas, September, 1998
This book is the reference for API-Austin's seminars in quality management. The book includes an overview of "Quality as a Business Strategy," as
well as a chapter on each of the Five Activities for Leaders:
The Purpose Activity
The Systems Activity
The Information Activity
The Planning Activity
The Managing Improvement Activity
The book also includes chapters on change and leadership.
This book was written by a team of quality professionals that represents a broad cross section of Xerox. It describes the successes and the pitfalls of the Xerox quality process while implementing quality initiatives throughout the organization. The Xerox quality process, called "Leadership through Quality" is credited with taking the corporation from the verge of near-death to regaining their leadership role in their industry. The book contains specifics on the Xerox quality plan, the impact of the Baldrige Award, which they won in 1989, and the internal assessments used to maintain the momentum of quality improvement. The application and feedback on the Baldrige Award is included in the book. Chapter 7 of the book contains a summary of the lessons Xerox has learned on their quality journey.
David Garvin provides evidence of how quality enhances an organization's ability to compete. His now famous study of a global industry...room air conditioners, compares the competitiveness of American and Japanese companies. The "Concept of Quality" is also explored in detail. Garvin introduces his idea of the "multiple dimensions of quality" in this book.
This book gives a good overview of what "quality" means in the manufacturing industry today based on the author's experiences as a manager at TRW. The first chapter summarizes the PIMS study. Quality costs are thoroughly discussed in a balanced manner. The author cites Deming four times and Crosby thirteen times in the index. The traditional roles of quality in an organization are discussed. A number of useful case studies are given.
Ishikawa, one of the recognized pioneers in the quality field, outlines a history of the quality movement from a Japanese perspective. He touches only slightly on the tools of quality improvement, instead focusing on the philosophical and managerial issues associated with Total Quality Control. Ishikawa tells many illustrative stories from his 40+ years of experience in the quality field. He also freely states his sometimes provocative opinions.
This book is a good resource for those interested in learning more about the key players in the history of quality management. The book offers a glance at the contributions of each of the “quality gurus” in developing the collection of ideas and methods we call quality management. By tracing the history and development of the quality movement, it concisely compares and contrasts each theory and places it in a modern context. The book also synthesizes these philosophies into a framework called "The Rings of Management" composed of four areas:
Fostering an atmosphere for continuous quality improvement.
Establishing and communicating a vision of the company's long-term strategy.
Utilizing tools for the improvement and innovation of processes, products, and services.
Developing teamwork, leadership, and empowerment to enable all employees to become managers of their own processes.