Total quality management : text with cases / John S. Oakland.

Enhanced descriptions from Syndetics:

Written by the acknowledged British guru of TQM and Business Excellence, John Oakland, this book provides a simple but powerful model for Total Quality Management and comprehensive coverage of the concepts students need to understand. The model has been used by literally thousands of people and organizations around the world.

'TQM: Text with Cases' is clearly written in a logical sequence and the text is supported with several real-life case studies. Professor Oakland demonstrates how a Total Quality Management strategy can be applied in all business activities to achieve world-class performance.

This second edition features several major changes including new material on process modelling and management, quality management systems, people development, performance measurement, the Business Excellence Model, self-assessment, benchmarking and the implementation of TQM.

All the case studies in this edition are brand new, reflecting latest developments in this fast moving and exciting area of management. Moreover, the cases come from leading exponents of TQM and Business Excellence - organizations which have fully integrated the TQ approach into their business operations and delivered real benefits.

This text is invaluable for all undergraduate and postgraduate students studying TQM or Business Excellence as part of their course, as well as those directors and managers working in organizations who would like to improve performance.

John Oakland is Professor of Business Excellence and Quality Management at the University of Leeds Business School, Executive Chairman of Oakland Consulting PLC, and the author of several best selling books, including; Total Quality Management, Total Organizational Excellence, and Statistical Process Control.
www.Oakland Consulting.com


Written by the British guru of Total Quality Management, John Oakland
Provides a simple model for Total Quality Management for students
Discussion questions and practical assignments to reinforce learning

Table of contents provided by Syndetics

• Preface (p. ix)
• Reading, using and analysing the cases (p. x)
• TQM case analysis (p. xi)
• Part 1 The Foundations - A Model for TQM (p. 1)
• 1 Understanding quality (p. 3)
• Quality, competitiveness and customers (p. 3)
• Understanding and building the quality chains (p. 5)
• Managing processes (p. 11)
• Quality starts with 'marketing' (p. 13)
• Quality in all functions (p. 15)
• Chapter highlights (p. 16)
• 2 Commitment and leadership (p. 18)
• The total quality management approach (p. 18)
• Commitment and policy (p. 20)
• Creating or changing the culture (p. 22)
• Effective leadership (p. 24)
• Ten points for senior management - the foundations of the TQM model (p. 28)
• Chapter highlights (p. 32)
• 3 Design for quality (p. 34)
• Design, innovation and improvement (p. 34)
• The design process (p. 35)
• Quality function deployment (QFD) - the house of quality (p. 39)
• Specifications and standards (p. 44)
• Design in the service sector (p. 45)
• The links between good design and managing the business (p. 48)
• Chapter highlights (p. 50)
• Part One Discussion Questions (p. 53)
• Part 2 TQM -- The Role of the Quality System (p. 55)
• 4 Planning and processes for quality (p. 57)
• Quality planning (p. 57)
• The Process Classification Framework (p. 60)
• Process modelling (p. 62)
• Process flowcharting (p. 66)
• Planning for purchasing (p. 71)
• Planning for just-in-time (JIT) management (p. 73)
• Chapter highlights (p. 75)
• 5 System design and contents (p. 77)
• Why a quality management system? (p. 77)
• Quality management system design (p. 79)
• Quality management system requirements (p. 81)
• Environmental management systems (p. 91)
• The rings of confidence (p. 92)
• Chapter highlights (p. 93)
• 6 Quality management system audit/review and self-assessment (p. 95)
• Securing prevention by audit and review of the system (p. 95)
• Error or defect investigations and follow-up (p. 96)
• Internal and external quality management system audits and reviews (p. 97)
• Frameworks for self-assessment (p. 100)
• Adding the systems to the TQM model (p. 110)
• Chapter highlights (p. 110)
• Part Two Discussion Questions (p. 112)
• Part 3 TQM -- The Tools and the Improvement Cycle (p. 115)
• 7 Measurement of quality (p. 117)
• Performance measurement and the improvement cycle (p. 117)
• The implementation of performance measurement systems (p. 122)
• Benchmarking (p. 125)
• Costs of quality (p. 128)
• The process model for quality costing (p. 131)
• Chapter highlights (p. 137)
• 8 Tools and techniques for quality improvement (p. 140)
• A systematic approach (p. 140)
• Some basic tools and techniques (p. 141)
• Failure mode, effect and criticality analysis (FMECA) (p. 152)
• Statistical process control (SPC) (p. 155)
• Quality improvement techniques in non-manufacturing (p. 157)
• Chapter highlights (p. 159)
• 9 Some additional techniques for process design and improvement (p. 161)
• Seven new tools for quality design (p. 161)
• Taguchi methods for process improvement (p. 173)
• Adding the tools to the TQM model (p. 176)
• Chapter highlights (p. 177)
• Part Three Discussion Questions (p. 178)
• Part 4 TQM -- The Organizational, Communication and Teamwork Requirements (p. 181)
• 10 Organization for quality (p. 183)
• The quality function and the quality director or manager (p. 183)
• Steering committees and teams (p. 185)
• Process and quality improvement teams (p. 187)
• Quality circles or Kaizen teams (p. 191)
• Departmental purpose analysis (p. 194)
• Chapter highlights (p. 195)
• 11 Culture change through teamwork for quality (p. 197)
• The need for teamwork (p. 197)
• Teamwork and action-centred leadership (p. 199)
• Stages of team development (p. 204)
• Personality types and the MBTI (p. 208)
• Interpersonal relations -- FIRO-B and the Elements (p. 210)
• Implementing teamwork for quality improvement -- the 'DRIVE' model (p. 219)
• Adding the teams to the TQM model (p. 221)
• Chapter highlights (p. 222)
• Part Four Discussion Questions (p. 224)
• Part 5 TQM - The Implementation (p. 227)
• 12 Communications and training for quality (p. 229)
• Communicating the total quality strategy (p. 229)
• It's Monday -- it must be training (p. 234)
• A systematic approach to quality training (p. 236)
• Starting where and for whom? (p. 238)
• Follow-up (p. 241)
• Chapter highlights (p. 241)
• 13 Implementation of TQM and management of change (p. 243)
• TQM and the management of change (p. 243)
• Integrating TQM into the strategy of the business (p. 245)
• Continuous improvement (p. 256)
• A model for total quality management (p. 257)
• Chapter highlights (p. 258)
• Part Five Discussion Questions (p. 260)
• Case Studies (p. 263)
• C1 Ardmac Performance Contracting Ltd The team approach to interior contracting (p. 267)
• C2 Texas Instruments Europe Leadership and commitment to total quality and business excellence (p. 271)
• C3 Process management at D2D (p. 281)
• C4 TQM in BT plc (p. 292)
• C5 Self-assessment at Hewlett-Packard Ltd (p. 298)
• C6 The employee value plan - the benchmark for British Aerospace, Military Aircraft and Aerostructures (p. 305)
• C7 Business excellence through speed and teamwork in Philips Electronics (p. 317)
• C8 BBC Broadcasting and Presentation (p. 337)
• C9 TQM implementation and policy deployment at ST Microelectronics (p. 350)
• Appendix A Three American gurus (p. 361)
• Appendix B TQM bibliography (p. 365)
• Index (p. 373)

Author notes provided by Syndetics