Quality Management, 3/e (sie)

Part One: Foundations of Quality Management

1 Fundamentals of Quality

2 Deming?s Theory of Management

3 Fundamentals of Statistical Studies

4 Defining and Documenting a Process

Part 2- Tools and Methods for Analytic Studies

5 Basic Probability and Statistics 5-App Using Windows

6 Stabilizing and Improving and Process with Control Charts

7 Attribute Control Charts

8 Variables Control Charts

9 Out-of-Control Patterns

10 Diagnosing a Process

11 Process Capability and Improvement Studies

12 Design of Experiments

13 Inspection Policy

Part 3- Administrative Systems for Quality Management

14 The Fork Model for Quality Management ?The handle-Transformation

15 The Fork Model for Quality Management ? The neck -Management

16 The Fork Model for Quality Management- Prong 1-Daily Management

17-The Fork Model for Quality Management ?Prong 2-Cross Functional Management

18-The Fork Model for Quality Management ?Prong 3-Policy Management

19-Resource Requirements

Part 4-Current thinking about Statistical Practice 20-Six Sigma Management

ICFAI Cases:

Sundaram Clayton: Winning the Deming Prize

Xerox: The Benchmarking Story

Six Sigma at GE

New Features

The text is meant for MBA students who opt for an elective paper called as Quality Management, Quality Control, Total Quality Management (TQM), etc. This elective is offered in the POM stream. It can also be used in the industrial engineering departments where courses are likely to be named Quality Control, Statistical Process Control, or Quality Process Analysis. It presents a comprehensive approach to quality improvement, using Dr. W. Edwards Deming's philosophy of quality, productivity, and competitive position. Attention is given to modern inspection policies (Deming's kp rule) as opposed to traditional acceptance sampling procedures, and integrates quality improvement stories, examples, and mini-case studies to help students better understand the application and impact of effective Quality Management techniques. This edition includes a major new section on quality administration as quality improvement is now recognized as an essential function in any successful organization. Feature Highlights ? Focuses on Deming?s pioneering theory of management and ties all discussions of statistical topics to that theory, providing students the most effective and authoritative study of quality management concepts. ? Distinguishes between enumerative statistical studies (studies whose purpose is to take action on a population) and analytical statistical studies (studies of processes whose purpose is to take actions that will improve the process?s functioning.) ? Provides detailed quality improvement stories (an effective format for presenting and working on statistical process improvement efforts.) ? Has many examples and mini-case studies to help students understand and better appreciate the topics covered and how they are applied in business ? Six chapters on general quality management or administration, as well as expanded basic methods such as process analysis, basic behavioral tools, process design and improvement. These topics will provide a broader more comprehensive understanding of quality management for students. ? Comprehensive coverage of the role of experiments and product design in quality management, providing students with a more comprehensive treatment of the connection between effective productive design and quality control techniques. ? Technology ? Integrates Excel screenshots throughout the control chart chapters, providing students with a more modern treatment of this topic. Adaptation Highlights Three ICFAI cases: 1. Sundaram Clayton: Winning the Deming Prize ? The case examines the quality initiatives taken up by leading Indian air-brakes manufacturer, Sundaram Clayton to win the world's highest award for quality, the Deming Prize. The company's TQM experience and its preparation for winning the award are explored in detail. The case also provides information about the Deming Prize, its history, its importance and the parameters it is awarded on. 2. Xerox: The Benchmarking Story ? The case examines the benchmarking initiatives taken by Xerox, one of the world's leading copier companies, as a part of its 'Leadership Through Quality' program during the early 1980s. The case discusses in detail the benchmarking concept and its implementation in various processes at Xerox. It also explores the positive impact of benchmarking practices on Xerox. Objectives of this case are to: ? Understand the concept and importance of benchmarking. ? Identify the circumstances leading to the adoption of benchmarking practices at Xerox, and the sources, methods and processes involved in its implementation. ? Examine the benchmarking model developed by Xerox 3. Six Sigma at GE ? The case examines the initiatives taken by GE, one of the world's largest diversified companies to implement the Six Sigma quality tool in the 1990s. The case discusses in detail the concept of Six Sigma, its implementation procedure and its benefits. It also explores the implementation procedure at GE and the benefits reaped by the company on account of adopting Six Sigma.