Total Quality Management - 1st Edition - ISBN: 9780128110355, 9780128110362

Total Quality Management

1st Edition

Key Concepts and Case Studies

Authors: D.R Kiran
eBook ISBN: 9780128110362
Paperback ISBN: 9780128110355
Imprint: Butterworth-Heinemann
Published Date: 1st November 2016
Page Count: 580
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Description

Total Quality Management: Key Concepts and Case Studies provides the full range of management principles and practices that govern the quality function. The book covers the fundamentals and background needed, as well as industry case studies and comprehensive topic coverage, making it an invaluable reference to both the novice and the more experienced individual.

Aspects of quality control that are widely utilized in practice are combined with those that are commonly referred to on University courses, and the latest developments in quality concepts are also presented. This book is an ideal quick reference for any manager, designer, engineer, or researcher interested in quality.

Key Features

  • Features two chapters on the latest ISO standards
  • Includes an introduction to statistics to help the reader fully grasp content on statistical quality control
  • Contains case studies that explore many TQM themes in real life situations

Readership

Reference for Certified Quality Engineers, Reliability Engineers, Managers, Designers, Engineers, Operations Personnel. Also a useful intro for researchers with a non-management background

Table of Contents

  • About the Author
  • Foreword
  • Preface
  • Acknowledgments
  • About the Book
  • Chapter 1: Total Quality Management: An Overview
    • Abstract
    • 1.1 What Is Quality?
    • 1.2 Quality Definitions
    • 1.3 Quotes on Quality
    • 1.4 The Scale of Quality
    • 1.5 The Paradigm of TQM
    • 1.6 How can Effective TQM Change the Situation?
    • 1.7 Quality of Design Versus Quality of Conformance
    • 1.8 Changing Criteria of Quality
    • 1.9 The Five Approaches to Quality
    • 1.10 PDCA Cycle
    • 1.11 When to Use the PDCA Cycle
    • 1.12 Variations of PDCA Terminology
    • 1.13 Deming’s Fourteen Points to Improve Quality
    • 1.14 Deming System of Profound Knowledge
    • 1.15 Juran Quality Trilogy
    • 1.16 Conclusion
  • Chapter 2: Evolution of Total Quality Management
    • Abstract
    • 2.1 Introduction
    • 2.2 The Historical Development of TQM
    • 2.3 Quality Management in the Japanese Scenario
    • 2.4 Post-Deming/Juran Quality Scenario
    • 2.5 Conclusion
  • Chapter 3: Quality Gurus
    • Abstract
    • 3.1 Wilfredo Pareto
    • 3.2 Walter A. Shewhart
    • 3.3 Edwards Deming
    • 3.4 Joseph Juran
    • 3.5 Armand Feigenbaum
    • 3.6 Prasanta Chandra Mahalanobis
    • 3.7 Shigeo Shingo
    • 3.8 Taichi Ohno
    • 3.9 Kaoru Ishikawa
    • 3.10 Genichi Taguchi
    • 3.11 Phillip B. Crosby
    • 3.12 Yoshio Kondo
    • 3.13 Shigeru Mizuno
    • 3.14 Yoji Akao
    • 3.15 Noriaki Kano
    • 3.16 Masaaki Imai
    • 3.17 Claus Möller
    • 3.18 Blanton Godfrey
    • 3.19 Clarence Irwing Lewis
    • 3.20 David Garvin
    • 3.21 Dorian Shainin
    • 3.22 Edward de Bono
    • 3.23 Eliyahu M. Goldratt
    • 3.24 Eugene L. Grant
    • 3.25 Bill Conway
    • 3.26 Yasutoshi Washio
    • Further Reading
  • Chapter 4: Leadership and TQM
    • Abstract
    • 4.1 What is Leadership?
    • 4.2 Definitions for Leadership
    • 4.3 Theories of Leadership
    • 4.4 Leadership Categories
    • 4.5 Leadership and Goal Setting
    • 4.6 Characteristics of Quality Leaders
    • 4.7 Warren Bennis Principles of Great Teams
    • 4.8 The Seven Habits of Highly Effective Leaders
    • 4.9 The Ten Commandments of cGMPs (Current Good Manufacturing Practices)
    • 4.10 Fifty Insights for CEOs
    • 4.11 Fifteen Thoughts of Chanakya
    • 4.12 Wilkie’s Leadership Qualities
    • 4.13 Leadership Responsibilities
    • 4.14 Moral Leadership
    • 4.15 Contributors for Moral Leadership
    • 4.16 Role of Top Management in Quality Management
    • 4.17 Leadership and Knowledge of Psychology
    • 4.18 Case Studies on Leadership Qualities
    • 4.19 Some Quotations on Leadership
    • 4.20 Conclusion
  • Chapter 5: Scientific Management
    • Abstract
    • 5.1 TQM and Scientific Management
    • 5.2 The Industrial Revolution
    • 5.3 Evolution of Management Thinking
    • 5.4 Phases of Growth of Management Thinking
    • 5.5 Early Pioneers in Management Thinking– Pre-19th Century
    • 5.6 Concepts of Scientific Management
    • 5.7 Specific Aims of Scientific Management
    • 5.8 Advantages of Scientific Management
    • 5.9 Misconceptions of Scientific Management
    • 5.10 Resistance to Scientific Management
    • 5.11 Conclusion
  • Chapter 6: System Approach to Management Theory
    • Abstract
    • 6.1 Development of System Approach
    • 6.2 What is a System?
    • 6.3 Definition of a System
    • 6.4 Types of Systems
    • 6.5 Components of a System
    • 6.6 Elements of Control in System Approach
    • 6.7 Effect of Environment on the Systems
    • 6.8 Open and Closed Systems
    • 6.9 Systems and Subsystems
    • 6.10 Relationship Between the Systems and Subsystems
    • 6.11 Combination of Subsystems
    • 6.12 The Management Cube
    • 6.13 Planning Pyramid
    • 6.14 Summary of the Features of Management as a System
    • 6.15 Decision Theory
    • 6.16 Problem Analysis and Decision-Making
    • 6.17 Characteristics of Decision-Making
    • 6.18 Situations Under Which Decisions are Taken
    • 6.19 Classifications of Decisions
    • 6.20 Different Approaches to Decision-Making
    • 6.21 Bias in Decision-Making
    • 6.22 Decision Tree
    • 6.23 Systematic Decision-Making
    • 6.24 Proper Management Decision and Proper Engineering Design
    • 6.25 Conclusion
  • Chapter 7: Strategic Planning
    • Abstract
    • 7.1 Introduction
    • 7.2 Business Plans
    • 7.3 Strategic Planning
    • 7.4 Methodologies for Strategic Planning
    • 7.5 Situational Analysis
    • 7.6 Hoshin Kanri
    • 7.7 Definitions of Strategic Planning
    • 7.8 Strategic Planning Elements
    • 7.9 Besterfield’s Seven Steps of Strategic Planning
    • 7.10 Strategy Development and Strategy Deployment
    • 7.11 Effectiveness of the Strategic Planning
    • 7.12 The Four Perspectives for Translating Strategy into Operating Process
    • 7.13 Quality Planning
    • 7.14 Contingency Theory
    • 7.15 Organizing for Strategic Planning
    • 7.16 Leavitt's Diamond
    • 7.17 Mission and Vision Statements
    • 7.18 Caution in the Application of Strategic Planning
    • 7.19 Conclusion
  • Chapter 8: Cost of Quality
    • Abstract
    • 8.1 Introduction
    • 8.2 Forces Leading to the Concept
    • 8.3 The Categories of Quality Costs
    • 8.4 Hidden Quality Costs
    • 8.5 Cost of Lost Opportunities
    • 8.6 Service Costs
    • 8.7 Tangible and Intangible Costs
    • 8.8 Visible Costs and Invisible Costs
    • 8.9 Quality Cost Data
    • 8.10 Case Studies on Research Done in the Area of Quality Costing
    • 8.11 Suggested Model for Quality Costing
    • 8.12 Sources for Collecting Quality Cost Data
    • 8.13 Uses of Quality Cost Analysis
    • 8.14 Pareto Principle
    • 8.15 Quality Conformance Level
    • 8.16 Top Management Role in Containing Quality Costs
    • 8.17 Quality and Safety
    • 8.18 Responsibility of Top Management for Product Safety
    • 8.19 Case Study on Quality Cost
    • 8.20 Conclusion
  • Chapter 9: Organization for TQM
    • Abstract
    • 9.1 Why Organization?
    • 9.2 What Needs to Be Organized in the Quality Function?
    • 9.3 Principles of Organization
    • 9.4 Classes of Organizational Structures
    • 9.5 Organization for the Quality Function
    • 9.6 Centralized Organization
    • 9.7 Decentralized Organization
    • 9.8 Matrix Type of Organization
    • 9.9 Factors to Be Considered in Deciding the Manpower Requirement
    • 9.10 Size and Type of an Organization
    • 9.11 Conclusion
  • Chapter 10: Customer Satisfaction
    • Abstract
    • 10.1 Sellers’ Market Versus Buyers’ Market
    • 10.2 Customer is King
    • 10.3 Position of the Customer in an Organization
    • 10.4 Customer’s Perception of Quality
    • 10.5 Types of Customers
    • 10.6 Internal Customers
    • 10.7 Customer Satisfaction
    • 10.8 Customer Delight
    • 10.9 Kano Model of Customer Satisfaction
    • 10.10 American Customer Satisfaction Index
    • 10.11 Customer Retention
    • 10.12 Customer Loyalty
    • 10.13 Factors for Establishing Loyal Customers
    • 10.14 Customer Attrition
    • 10.15 How Companies Lose Their Customers
    • 10.16 Customer Surveys
    • 10.17 Customer and Quality Service
    • 10.18 The Key Elements of Service Quality
    • 10.19 Customer Retention Versus Employee Morale
    • 10.20 Action to be Taken to Handle Customer Complaints
    • 10.21 Healthy Practices by Customer Focused Organizations
    • 10.22 Customer Code of Ethics to be Followed
    • 10.23 Recently Held International Quality Symposia
    • 10.24 Conclusion
  • Chapter 11: Total Employee Involvement
    • Abstract
    • 11.1 What is Total Employee Involvement?
    • 11.2 Motivation
    • 11.3 Employee Involvement Strategies
    • 11.4 Teamwork
    • 11.5 Empowerment
    • 11.6 Participative Management
    • 11.7 Effect of Worker Representation on Productivity
    • 11.8 How to Successfully Implement a Change
    • 11.9 Theodore Kinni’s Eight Tips for Achieving Motivated Workforce
    • 11.10 Benefits of Employee Involvement
    • 11.11 Role of Senior Management in Employee Involvement
    • 11.12 Recognition and Rewards
    • 11.13 Forms of Recognition and Rewards
    • 11.14 Criteria for Effective Recognition of Employees
    • 11.15 Advantages of Effective Rewarding Systems
    • 11.16 Conclusion
    • Appendix A Case Study on Worker Involvement
  • Chapter 12: Supplier Partnership
    • Abstract
    • 12.1 Introduction
    • 12.2 Traditional Versus TQM Oriented Vendor Relations
    • 12.3 Partnership Definition
    • 12.4 Strategic Partnership
    • 12.5 Principles of Customer/Supplier Relations
    • 12.6 The Three Primary and Necessary Requirements for Partnering
    • 12.7 Multiple Supplier Partnership
    • 12.8 Advantages of Supplier Partnership
    • 12.9 Supplier Selection
    • 12.10 Vendor Rating
    • 12.11 Criteria for Evaluation
    • 12.12 The Partnership Indices
    • 12.13 Supplier Certification
    • 12.14 Benefits of Supplier Rating
    • 12.15 Lean Inspection Through Supplier Partnership
    • 12.16 Vendor Managed Inventory
    • 12.17 Retailer Supplier Partnership
    • 12.18 Impact of Supplier Partnership on Inventory Norms
    • 12.19 Conclusion
  • Chapter 13: Total Productive Maintenance
    • Abstract
    • 13.1 Introduction
    • 13.2 The Meaning of TPM
    • 13.3 Evolution of TPM
    • 13.4 Definitions of TPM
    • 13.5 TPM is an Extension of TQM
    • 13.6 TPM Starts With Cleaning
    • 13.7 The Seven Types of Abnormalities
    • 13.8 The Eight Pillars of TPM
    • 13.9 The Five Zeros of TPM
    • 13.10 Why Operatives Fail to Adapt TPM as a Way of Life?
    • 13.11 What Can TPM Achieve?
    • 13.12 Overall Equipment Effectiveness (OEE)
    • 13.13 The Six Losses From Poor OEE
    • 13.14 The Three Levels of Autonomous Maintenance in TPM
    • 13.15 The Five Goals of TPM
    • 13.16 Procedure for the Implementation of TPM
    • 13.17 Maintenance Work Sampling
    • 13.18 Conclusion
    • Checklist for JIPE’s Productive Maintenance Excellence Award
  • Chapter 14: Quality Awards
    • Abstract
    • 14.1 Why Quality Awards?
    • 14.2 International Quality Awards
    • 14.3 International Quality Award Trio
    • 14.4 Deming Application Prize
    • 14.5 Malcolm Baldrige National Quality Award
    • 14.6 European Quality Prizes
    • 14.7 Australian Business Excellence Award
    • 14.8 Canadian Award for Business Excellence (CABE)
    • 14.9 Rajiv Gandhi National Quality Award
    • 14.10 Golden Peacock National Quality Award
    • 14.11 IMC-Ramakrishna Bajaj National Quality Award (IMCRBNQA)
    • 14.12 China Quality Award
    • 14.13 National Quality/Business Excellence Awards in Different Countries
    • 14.14 Basic Differences Among the Award Trio
    • 14.15 Conclusion
    • Appendix 14.1 Recipients of Deming Application Prizes From 1998
    • Appendix 14.2 Some International Awards Including Quality Awards
    • Appendix 14.3 Recipients of Rajiv Gandhi National Quality Award
    • Appendix 14.4 Recipients of NIQR Awards in 2014
    • Appendix 14.5 Recipients of Golden Peacock Awards
  • Chapter 15: Quality Circles
    • Abstract
    • 15.1 What is a Quality Circle?
    • 15.2 Origin of Quality Circles
    • 15.3 The American Scenario
    • 15.4 The Indian Scenario
    • 15.5 Significance of Quality Circles
    • 15.6 Objectives of Quality Circles
    • 15.7 Nature of Problems That Can be Solved by Quality Circles
    • 15.8 Ten Conditions for Successful Quality Circles
    • 15.9 Road Map to be followed in a Quality Circle Meeting
    • 15.10 Characteristics of an Effective Quality Circle Meeting
    • 15.11 Structure of a Quality Circle
    • 15.12 Conclusion
  • Chapter 16: Fundamentals of Statistics— Part I
    • Abstract
    • 16.1 Definition of Statistics
    • 16.2 Role of Statistics in Analysis
    • 16.3 Limitation of Statistics
    • 16.4 Elements of Statistical Techniques
    • 16.5 Methods of Collecting Data
    • 16.6 Data Classification
    • 16.7 Data Presentation
    • 16.8 Population Versus Sample
    • 16.9 Attributes and Variables
    • 16.10 Graphs
    • 16.11 Single Dimensional Diagrams—Bar Charts
    • 16.12 Innovative Graphs
    • 16.13 Frequency Graphs
    • 16.14 Ogive
    • 16.15 “Z” Chart
    • 16.16 Lorenz Curves
    • 16.17 Frequency Distribution
    • 16.18 Central Tendency
    • 16.19 Measures of Central Tendency
    • 16.20 Mean or an Average
    • 16.21 Arithmetic Mean
    • 16.22 Geometric Mean, Quadratic Mean, and Harmonic Mean
    • 16.23 Median
    • 16.24 Mode
    • 16.25 Dispersion
    • 16.26 Range
    • 16.27 Mean Deviation
    • 16.28 Standard Deviation
    • 16.29 Skewness
    • 16.30 Kurtosis
    • 16.31 Conclusion
  • Chapter 17: Fundamentals of Statistics— Part II
    • Abstract
    • 17.1 Correlation
    • 17.2 Regression
    • 17.3 Relation between Correlation and Regression
    • 17.4 Sampling Theory
    • 17.5 Probability
    • 17.6 Laws of Probability
    • 17.7 Conclusion
  • Chapter 18: Process Capability
    • Abstract
    • 18.1 Statistical Process Control
    • 18.2 Why Control Charts?
    • 18.3 Reasons for Variations
    • 18.4 Process Capability
    • 18.5 Process Capability Index
    • 18.6 One-Sided and Two-Sided Specifications
    • 18.7 Taguchi Capability Index
    • 18.8 Recommended Minimum Values of Cpk
    • 18.9 Conclusion
  • Chapter 19: Inward Inspection
    • Abstract
    • 19.1 Definitions of Inspection
    • 19.2 Objectives of Inspection
    • 19.3 Steps Involved in Inspection
    • 19.4 Classifications of Inspection Methods
    • 19.5 Source Inspection
    • 19.6 Inward Inspection
    • 19.7 Single and Double Sampling Inspection
    • 19.8 In Process Inspection and Final Inspection
    • 19.9 Tools of Inspection
    • 19.10 Normal Jobs of a Quality Control Inspector
    • 19.11 Requirements of an Inspector
    • 19.12 Conclusion
  • Chapter 20: Seven Traditional Tools of TQM
    • Abstract
    • 20.1 Introduction
    • 20.2 Check Sheets and Checklists
    • 20.3 Histogram or Bar Graph
    • 20.4 Scatter Diagram
    • 20.5 Control Chart
    • 20.6 Pareto Principle
    • 20.7 Cause and Effect Diagram
    • 20.8 Flow Charts
    • 20.9 Conclusion
    • Process Chart
    • Outline Process Chart
    • Flow Process Chart
    • Flow Diagram
  • Chapter 21: The Seven Modern Tools of TQM
    • Abstract
    • 21.1 The Seven Traditional Tools of TQM
    • 21.2 The Seven Modern TQM Tools
    • 21.3 Affinity Diagram (KJ Method)
    • 21.4 Interrelationship Diagraph
    • 21.5 Tree Diagram
    • 21.6 Prioritization Matrix
    • 21.7 Process Decision Program Chart
    • 21.8 Activity Network Diagram
    • 21.9 Single Minute Exchange of Dies
    • 21.9.3 Factors Stressed Upon by Shigeo Shingo, the Originator of SMED
    • 21.10 Force Field Analysis
    • 21.11 Criteria Rating Form
    • 21.12 Models That Can be Used to Represent a Problem
    • 21.13 Other Analytical Testing Methods for Safety
    • 21.14 Conclusion
  • Chapter 22: Kaizen and Continuous Improvement
    • Abstract
    • 22.1 What is Kaizen?
    • 22.2 Significance of Kaizen in Continuous Improvement
    • 22.3 Why Continuous Improvement?
    • 22.4 Some Illustrations of the Continuous Process Improvements
    • 22.5 Kaizen is the Umbrella
    • 22.6 Requirements for Continuous Improvement
    • 22.7 Industrial Engineering Principles vs. Kaizen Principles
    • 22.8 Importance of Creativity
    • 22.9 Creative Methodology
    • 22.10 The Principles of Creativity
    • 22.11 Brainstorming
    • 22.12 Six Thinking Hats
    • 22.13 Primary and Secondary Questions
    • 22.14 Develop
    • 22.15 Define
    • 22.16 Install
    • 22.17 Maintain
    • 22.18 Checklist for Operation Examination
    • 22.19 Other Continuous Improvement Techniques
    • 22.20 Case Studies on Kaizen Applications
    • 22.21 Some Quotations on Change
    • 22.22 Conclusion
  • Chapter 23: 5S
    • Abstract
    • 23.1 Introduction
    • 23.2 Explanation of the 5Ss
    • 23.3 9-Step Procedure for Implementing 5S
    • 23.4 5S Audit Sheet
    • 23.5 An Easy Way of Remembering the 5S Terms
    • 23.6 Conclusion
  • Chapter 24: Six Sigma
    • Abstract
    • 24.1 Introduction
    • 24.2 Definitions of Six Sigma
    • 24.3 History of Six Sigma
    • 24.4 Required Skills for Black Belted Experts in Six Sigma
    • 24.5 The Concept of Six Sigma in the Context of TQM
    • 24.6 Origin of This Confusion Between Statistical 6σ and TQM Six Sigma
    • 24.7 Six Sigma According to General Electric
    • 24.8 The Values of the Defect Percentages
    • 24.9 Methodologies for Six Sigma
    • 24.10 DMAIC Methodology for Six Sigma
    • 24.11 DMADV
    • 24.12 Detailed Methodology of DMAIC
    • 24.13 Organizing for Six Sigma
    • 24.14 Software Used for Six Sigma
    • 24.15 The Case Study of Mumbai Dabbawalas
    • 24.16 Conclusion
  • Chapter 25: Lean Management
    • Abstract
    • 25.1 What is Lean Management?
    • 25.2 Components of Lean Management
    • 25.3 Definitions on Lean Management
    • 25.4 Evolution of Lean Concept
    • 25.5 The House of Lean Management
    • 25.6 What can Lean Management Achieve?
    • 25.7 Increased Reliability with Lean Management
    • 25.8 The Eight Losses in Manufacturing Leading to Lean Management
    • 25.9 The 5 Key Drivers in Lean Management System
    • 25.10 The 8 Ps of Lean Thinking
    • 25.11 Lean Enterprise Implementation Processes and Tools
    • 25.12 Road Map for Lean Management
    • 25.13 Illustration of a Pit Shop Maintenance Situation
    • 25.14 Conclusion
  • Chapter 26: Failure Modes and Effects Analysis
    • Abstract
    • 26.1 Uncertainties During Development
    • 26.2 Failure Modes and Effects Analysis
    • 26.3 History of the Development of FMEA
    • 26.4 Multiple Causes and Effects Involved in FMEA
    • 26.5 Types of FMEA’s
    • 26.6 When to Use FMEA
    • 26.7 Basic Terms of Reference in FMEA
    • 26.8 Risk Priority Number
    • 26.9 Procedure for FMEA
    • 26.10 Responsibility for Action
    • 26.11 Benefits of FMEA
    • 26.12 FMEA Software
    • 26.13 Conclusion
  • Chapter 27: Reliability Engineering
    • Abstract
    • 27.1 Functional Reliability
    • 27.2 General Causes for Poor Reliability
    • 27.3 Distinguishing Between Quality and Reliability
    • 27.4 What is RBM?
    • 27.5 Bath Tub Characteristics
    • 27.6 Basics of RBM
    • 27.7 Principles of Reliability Engineering
    • 27.8 House of Reliability
    • 27.9 Types of Failures
    • 27.10 Severity of Failures
    • 27.11 Statistical Distribution Curves of Failures
    • 27.12 Probability Density Function
    • 27.13 Procedure of Establishing Reliability Based Product Quality
    • 27.14 Reliability Prediction
    • 27.15 Monte Carlo Simulation
    • 27.16 Markov Analysis
    • 27.17 Conclusion
  • Chapter 28: Business Process Reengineering
    • Abstract
    • 28.1 History of Business Process Reengineering
    • 28.2 Definitions of Business Process Reengineering
    • 28.3 Business Process Reengineering as a TQM Technique
    • 28.4 The Role of Information Technology
    • 28.5 Methodology for BPR (Fig. 28.1)
    • 28.6 Process Reengineering Life Cycle Approach for BPR
    • 28.7 Criticism Against BPR
    • 28.8 Satisfactory Underperformance
    • 28.9 The Sweet and Sour Cycle
    • 28.10 Business Process Management
    • 28.11 Conclusion
  • Chapter 29: Benchmarking
    • Abstract
    • 29.1 What is Benchmarking?
    • 29.2 Definitions for Benchmarking
    • 29.3 Types of Benchmarking
    • 29.4 Some of the Parameters That Can be Benchmarked
    • 29.5 General Concept of Benchmarking
    • 29.6 Phases of Benchmarking
    • 29.7 Stage of Benchmarking
    • 29.8 Different Approaches to Benchmarking
    • 29.9 Tips for the Consultants
    • 29.10 Costs of Benchmarking
    • 29.11 Advantages of Benchmarking
    • 29.12 Limitations of Benchmarking
    • 29.13 Professional Associations and Institutions Exclusively for Benchmarking
    • 29.14 Conclusion
  • Chapter 30: Quality Function Deployment
    • Abstract
    • 30.1 Why Quality Function Deployment?
    • 30.2 Definitions of QFD
    • 30.3 History of QFD
    • 30.4 Issues That Would be Addressed by QFD
    • 30.5 The Four Phases of QFD
    • 30.6 Building a House of Quality
    • 30.7 Voice of the Customer
    • 30.8 Voice of the Organization
    • 30.9 Framework for House of Quality
    • 30.10 Building Up of House of Quality
    • 30.11 Procedure for QFD
    • 30.12 Benefits of QFD
    • 30.13 Conclusion
  • Chapter 31: Quality Loss Function
    • Abstract
    • 31.1 What is Quality Loss?
    • 31.2 Precision vs. Accuracy
    • 31.3 History of the Development of the Concept of the Loss Function
    • 31.4 Taguchi Philosophy
    • 31.5 Quality Loss Function
    • 31.6 Off-Line Quality Control Rule for Manufacturing
    • 31.7 Design of Experiments
    • 31.8 Robustification
    • 31.9 Noise Variables
    • 31.10 Case Study
    • 31.11 Conclusion
  • Chapter 32: Design for Quality
    • Abstract
    • 32.1 Design for Quality
    • 32.2 Design for Six Sigma
    • 32.3 Acronyms for Methodologies Akin to DMAIC
    • 32.4 DMADV
    • 32.5 Scope of DFSS
    • 32.6 Six Sigma Versus DFSS
    • 32.7 Benefits of DFSS
    • 32.8 Conclusion
  • Chapter 33: Value Engineering
    • Abstract
    • 33.1 What is Value Engineering?
    • 33.2 Definitions of Value Engineering
    • 33.3 History of Value Engineering
    • 33.4 What is Value?
    • 33.5 Value Analysis
    • 33.6 Objectives of Value Engineering
    • 33.7 Typical Benefits of Value Engineering Projects
    • 33.8 Functions of a Product as the Customer Wants It
    • 33.9 Functional Value of a Product Versus Other Values
    • 33.10 Methodology of Value Engineering
    • 33.11 Function Analysis System Technique
    • 33.12 Case Study
    • 33.13 Conclusion
  • Chapter 34: ISO 9000 Quality Systems
    • Abstract
    • 34.1 Need for Quality Management Systems
    • 34.2 International Organization for Standardization
    • 34.3 ISO 9000 Series of Quality Standards
    • 34.4 Evolution of ISO 9000 Family of Standards
    • 34.5 ISO/TS16949
    • 34.6 QS-9000 Series
    • 34.7 Requirements as Specified by ISO 9000
    • 34.8 Bureau of Indian Standards
    • 34.9 Vision and Mission Statement
    • 34.10 Mission Statement
    • 34.11 Objectives, Goals, and Action Plans
    • 34.12 SOP—Standard Operating Procedures
    • 34.13 Specific Features of ISO 9004
    • 34.14 Steps to be Followed for Getting ISO Certification
    • 34.15 Benefits of ISO 9001-2000 and TS 16949 Quality Systems
    • 34.16 ISO 9000:2005
    • 34.17 2015 Revision of ISO 9000 Series
    • 34.18 The Six Stages of the Release of the 2015 Revision
    • 34.19 Revision of ISO 9000 in 2015
    • 34.20 Conclusion
  • Chapter 35: ISO 14000 Quality Systems
    • Abstract
    • 35.1 Introduction
    • 35.2 Evolution of the ISO Standards on Environmental Issues
    • 35.3 Global Environmental Issues
    • 35.4 Magna Carta on Environment
    • 35.5 International Initiatives on Environmental Issues
    • 35.6 Evolution of ISO 14000 Series
    • 35.7 Water Footprint
    • 35.8 The Benefits of ISO 14000
    • 35.9 Engineer’s Role in Environment Protection
    • 35.10 Principles of Green Design
    • 35.11 Basic Approaches for Resolving Environmental Problems
    • 35.12 Guidelines for Social Responsibility
    • 35.13 5 Rs of Wastage Utilization
    • 35.14 Conclusion
  • Chapter 36: Terminology Used in Japanese Management Practices
    • Abstract
    • 36.1 Introduction
    • 36.2 Some of the Terminologies Cited in This Chapter
    • 36.3 History of Development of Japanese Management Practices
    • 36.4 Quality Circles
    • 36.5 Kaizen
    • 36.6 GenchiGenbutsuGenjitsu
    • 36.7 Monozukuri and Hitozukuri
    • 36.8 Nemawashi
    • 36.9 Heijunka
    • 36.10 3 Mu Checklists
    • 36.11 Four Wives and one Husband
    • 36.12 CREW
    • 36.13 5 Management Objectives of Factory Management
    • 36.14 5 Zus
    • 36.15 Poka Yoke
    • 36.16 Andon and Hanedashi
    • 36.17 Jidhoka
    • 36.18 ChakuChaku
    • 36.19 5 S
    • 36.20 Six Sigma
    • 36.21 Gemba Walk
    • 36.22 WarusaKagen
    • 36.23 Single Minute Exchange of Die
    • 36.24 Just in Time
    • 36.25 Kanban
    • 36.26 HoshinKanri
    • 36.27 NichijoKanri
    • 36.28 Kata
    • 36.29 Total Productive Maintenance
    • 36.30 Pecha-kucha
    • 36.31 DakaraNani
    • 36.32 Kanso, Shizen, and Shibumi
    • 36.33 OkyaKusoma
    • 36.34 Conclusion
  • Annexure I: University Syllabi
    • 1 Anna University – BE (MECH/PROD) - GE 406 - Total Quality Management
    • 2 Anna University for MBA - GE2022 - Total Quality Management
    • 3 Jawaharlal Nehru Technological University – Hyderabad
    • 4 Visvesvaraya Technological University, Belgaum - 06IM72 Total Quality Management
    • 5 Pune University - 406D - Quality Management
    • 6 Sivaji Univ. Kolhapur, BE MECH, Total Quality Management
    • 7 Uttar Pradesh Technical University - EME-041: Total Quality Management
    • 8 M.J.P. Rohilkhand University, Bareilly: MBA(GEN.) CN-405 Total Quality Management
    • 9 VTU - Total Quality Management
    • 10 Mahatma Gandhi University, Meghalaya
    • 11 West Bengal University - ME 821: Total Quality Management
    • 12 Madras University for Master of Business Administration
    • 13 Tamil Nadu Open University MBA - MSP 61 - Total Quality Management Paper
    • 14 Indian Institute of Plant Engineers - Diploma in Plant Engineering & Management
    • 15 Middle East Technical University
    • 16 Prince Sultan University
    • 17 St. Martin University, Washington State
    • 18 University of Kokybės Vadybos (Lithuanian University)
    • 19 University of Hradec Kralove & University of Pardubice (Czechoslovakia)
    • 20 Cork Institute of Technology
    • 21 A. AU & BPGTQM as a Course with 3 Quality Related Papers
    • 22 B QE 9112 Total Quality Management
    • 23 C QE 9122 Quality by Design
  • Bibliography
  • Index

Details

No. of pages:
580
Language:
English
Copyright:
© Butterworth-Heinemann 2017
Published:
Imprint:
Butterworth-Heinemann
eBook ISBN:
9780128110362
Paperback ISBN:
9780128110355

About the Author

D.R Kiran

D.R Kiran has forty years of experience in both industry and academia. He has held a range of management positions including Planning Manager of Rallifan (CF division), World Bank Adviser/Instructor for Transport Managers in Tanzania, and the Principal of PMR Institute of Technology, Chennai. In Universities he has taught subjects including Total Quality Management, Professional Ethics and Maintenance Engineering Management. He is the author of 2 books, and numerous journal articles, and was presented with the coveted Bharat Excellence Award and Gold Medal for Excellence in Education in New Delhi in 2006.

Affiliations and Expertise

Formerly Principal, PMR Institute of Technology, Chennai, Tamilnadu, India