Understanding, Managing and Implementing Quality: Frameworks, Techniques and Cases,9780415222716

Understanding, Managing and Implementing Quality: Frameworks, Techniques and Cases

by ;
Edition: 1st
ISBN13: 9780415222716
ISBN10: 0415222710
Format: Hardcover
Pub. Date: 2001-12-28
Publisher(s): Routledge
List Price: $230.00

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Summary

This book considers strategic aspects of quality management and self-assessment frameworks, and provides an in-depth examination of a number of the main quality improvement tools and techniques. Incorporating a critical orientation and drawing upon original case studies, it also reviews the implementation of a variety of quality management programmes in a range of organizational contexts, including manufacturing, higher education, health care, policing and retailing.

Table of Contents

List of figures
xii
List of tables
xiv
List of contributors
xv
Acknowledgements xvi
Glossary xvii
Introduction xviii
PART I Developing a strategic orientation for Quality Management 1(54)
Promoting a strategic approach to TQM using a case-based intelligent system
3(26)
Andreas J. Frangou
Introduction
3(1)
Linking TQM and performance: a strategic perspective
4(5)
The use of intelligent systems to support TQM initiatives
9(1)
Development of the Enterprise Strategic Advisory System
10(3)
ESAS: promoting strategic quality through case-based strategies
13(7)
System evaluation
20(1)
Analysis of the evaluation results
21(1)
Conclusion and future research possibilities
22(1)
Notes
23(1)
References
24(5)
Self-assessment frameworks for business organizations
29(26)
Ashok Kumar
Ceasar Douglas
Introduction
29(1)
TQM vs organization-based self-assessment frameworks
30(1)
Self-assessment in the context of TQM
31(2)
Implementation of self-assessment process
33(5)
Self-assessment frameworks
38(2)
Self-assessment frameworks and models
40(9)
A comparative study of five self-assessment frameworks
49(1)
Concluding remarks
49(1)
Notes
50(1)
References
50(5)
PART II Quality improvement tools and techniques for the twenty-first century 55(66)
QFD: customer driven design of products and services
57(24)
Graeme Knowles
Introduction
57(1)
Definition of QFD
58(1)
The need for QFD
58(1)
The principles of QFD
58(1)
Who is the customer in QFD?
59(1)
The customer view of quality
60(1)
Implications of the model for QFD
61(1)
Establishing the requirements
62(1)
QFD case study
63(2)
Building the QFD chart
65(1)
Linking customer requirements to product features
66(2)
Interactions between product parameters
68(1)
Ratings and targets for the `hows' and technical difficulty
69(2)
Analysing the chart
71(2)
The expanded QFD process
73(1)
Managing QFD
74(1)
Making QFD successful
74(1)
QFD applications
75(1)
The benefits of QFD
75(1)
Critical review of QFD
76(2)
Conclusion
78(1)
References
78(3)
Taguchi methods of experimental design for continuous improvement of process effectiveness and product quality
81(22)
Jiju Antony
Introduction
81(1)
Experimental design using the Taguchi approach
82(1)
Applications and benefits of Taguchi methods in industry
83(2)
The Taguchi's quality philosophy
85(2)
A systematic methodology for the Taguchi approach to experimental design
87(8)
Case study
95(4)
A critique of the Taguchi approach to experimental design
99(2)
Conclusion
101(1)
Note
101(1)
References
101(2)
Statistical process monitoring in the twenty-first century
103(18)
Michael Wood
Introduction
103(2)
The philosophy, purpose and potential benefits of SPC/M
105(2)
An illustrative case study
107(3)
SPC/M in practice: problems and suggested solutions
110(6)
Conclusion
116(1)
Notes
117(1)
References
118(3)
PART III Case studies in Quality Management 121(106)
TQM in higher education institutions: a review and case application
123(20)
Jaideep Motwani
Glenn Mazur
Introduction
123(1)
Why implement TQM in HEIs?
124(1)
Defining the `customer' in HEIs
125(1)
Classification of literature on TQM in HEI
126(5)
Application of TQM in HEI: a case study
131(6)
Future research directions
137(2)
Conclusion
139(1)
Note
139(1)
References
139(4)
Do customers know what is best for them?: the use of SERVQUAL in UK policing
143(23)
Nick Capon
Vivien Mills
Introduction
143(1)
The SERVQUAL method
144(1)
Evaluating SERVQUAL
145(1)
Quality Management in policing
146(4)
SERVQUAL in the Sussex Police Force
150(1)
Data results
151(5)
Conclusion
156(2)
Acknowledgements
158(1)
References
158(3)
Appendices
161(5)
Quality in the NHS: can we master the art of `conversation'?
166(29)
Harriet Jefferson
Introduction
166(1)
Background to quality in healthcare
167(1)
Total Quality Management (TQM)
168(2)
Audit
170(3)
Health outcomes/health gain
173(1)
Evidence-based medicine
174(1)
Current approach to quality in healthcare
174(1)
Evaluating health services
175(3)
An ethnographic approach to service evaluation
178(3)
Conducting the evaluation: a case study
181(8)
Conclusion
189(1)
Acknowledgement
190(1)
References
190(5)
Quality Management in public house retailing: a case study
195(16)
David Preece
Valerie Steven
Gordon Steven
Introduction
195(1)
Bass Taverns
196(2)
Change and restructuring in Bass Taverns
198(3)
Quality Management initiatives
201(6)
Conclusion
207(2)
Note
209(1)
References
209(2)
Changing supervisory relations at work: behind the success stories of Quality Management initiatives
211(16)
Patrick Dawson
Introduction
211(1)
Quality Management: the new enlightenment?
211(3)
Supervision and Quality Management: some critical reflections
214(5)
Quality Management and supervision in the Australian workplace
219(4)
Conclusion
223(1)
References
224(3)
Index 227

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