Total Quality Management in Human Service

Total Quality Management (TQM) is shaping the management of the 1990s. This book is the first to present TQM concepts with social service administrators in mind. With examples drawn from public administration, gerontology, public health and non-profit-making organizations, the book provides sound background information on TQM for practitioners.

Preface

ix

Quality Management: The New Managerial Wave

1

(9)

The Quality Crisis in the Human Services

2

(2)

Quality Creates Loyal Customers

4

(1)

Quality Is Free

5

(2)

Quality Management and Human Service Values

7

(1)

Is Your Organization Ready for Quality Management?

7

(3)

What Is Total Quality Management (TQM)?

10

(10)

A Brief History of TQM

13

(4)

W. Edwards Deming

13

(1)

Phil Crosby

14

(2)

J. M. Juran

16

(1)

Armand Feigenbaum

16

(1)

TQM and Service Organizations

17

(1)

The TQM Wave Hits the United States

18

(2)

TQM as a Philosophy of Management

20

(6)

The Baldrige Award Criteria

21

(1)

Common Ground Among the Big Four TQM Experts

22

(1)

Does Philosophy Really Matter?

23

(3)

Quality as an Organizational Goal

26

(10)

What Is Quality?

27

(4)

Customer-Defined Quality

31

(5)

The Challenge of Determining an Organization's Customers

31

(2)

The Challenge of Reconciling Different Customer Quality Views

33

(1)

The Challenge of Professionally Defined Quality

34

(1)

The Challenge of Collecting and Using Customer Quality Data

34

(2)

Collecting and Using Customer Quality Data

36

(17)

Collecting and Using Internal Customer Quality Data

38

(7)

Identifying the Organization's Internal Customers

38

(1)

Determining Internal Customer Quality Preferences

39

(2)

Developing Quality Measures

41

(1)

Collecting Quality Data

42

(2)

Monitoring Quality Data

44

(1)

Collecting and Using Client Customer Quality Data

45

(8)

Identifying the Organization's Client Customers

45

(1)

Determining Client Customer Quality Preferences

45

(1)

Collecting Customer Quality Data

46

(1)

Monitoring Customer Quality Data

47

(6)

Understanding and Controlling Variation

53

(15)

The Nature of Variation

54

(2)

Determining if a Process Is Under Control

56

(11)

Defining the System

57

(1)

Determining the Major Processes

57

(1)

Determining if a Major Process Is Stable

58

(9)

After Major Processes Are Stabilized

67

(1)

Continuous Quality Improvement Through Teamwork

68

(12)

The Deming Cycle

69

(1)

Teams and Teamwork

70

(2)

Quality Circles

70

(1)

Quality Teams

71

(1)

The Tools of TQM

72

(5)

Brainstorming

73

(1)

Cause-and-Effect Diagrams

74

(1)

Check Sheets

75

(1)

Pareto Analysis

76

(1)

Improving Systems and Major Processes

77

(3)

Top Management Commitment

80

(9)

Creating a Culture of Quality

80

(3)

Setting the Tone

81

(1)

Key Actions

82

(1)

A Long-Term Perspective

83

(2)

Employee Empowerment

85

(1)

Organizational Goal Displacement in TQM

86

(3)

Losing Sight of the Customer

86

(1)

The Measure and Improve Fallacy

87

(1)

Quality as Everybody's and Nobody's Job

87

(2)

Contractor Involvement

89

(8)

The Quality Implications of Design and Performance Specifications

90

(3)

The Quality Implications of Government Procurement Systems

93

(2)

The Partnership Model of POSC

95

(2)

A Plan for Implementing TQM

97

(6)

Training Top Management

97

(1)

Soliciting Top Management Commitment

98

(1)

Forming the Quality Council

99

(1)

Selecting the Implementation Strategy

100

(1)

Training of Middle Managers and Staff

100

(1)

Collecting and Analyzing Customer Quality Data

101

(1)

Forming Quality Teams

101

(1)

Recognizing Superior Quality Improvement

101

(1)

Continuous Quality Improvement

102

(1)

Afterwood: Quality as a Journey

103

(1)

References

104

(5)

About the Author

109

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Total Quality Management in Human Service Organizations

Summary

Table of Contents

Supplemental Materials