Understanding, Managing and Implementing

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.

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

Summary

Table of Contents

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