- ISBN: 9781119883869 | 1119883865
- Cover: Paperback
- Copyright: 10/4/2022
In the newly revised seventh edition of Managing Quality: Integrating the Supply Chain, a decorated team of operations experts delivers a thorough introduction to quality management with an enduring emphasis on the importance of the supply chain for quality improvement. You'll obtain an integrated understanding of the customers, suppliers, technology, and people essential to maintaining and enhancing product quality in business.
This latest edition combines the unifying theme of the supply chain with the latest developments in critical subject areas, like Lean, Six Sigma, and service quality. Updated vignettes and references maintain the currency of the work, while new content expands its scope and increases readability and accessibility for students of operations, quality management, and business.
Preface xxiii
Acknowledgments xxv
About the Authors xxvii
Part 1 Understanding Quality Concepts
1 Differing Perspectives on Quality 2
A CLOSER LOOK AT QUALITY 1-1: Buying Clothing in Asia, 3
What Is Quality?, 4
Product Quality Dimensions, 4
Service Quality Dimensions, 5
Why Does It Matter That Different Definitions of Quality Exist?, 6
Differing Functional Perspectives on Quality, 7
A Supply Chain Perspective, 8
A CLOSER LOOK AT QUALITY 1-2: Covid and Quality, 9
An Engineering Perspective, 9
An Operations Perspective, 11
A Strategic Management Perspective, 12
A Marketing Perspective, 12
QUALITY HIGHLIGHT 1-1: Quality Strategy at Hyundai, 13
A Financial Perspective, 15
The Human Resources Perspective, 16
Is Quality Management Its Own Functional Discipline?, 17
The Three Spheres of Quality, 18
QUALITY HIGHLIGHT 1-2: Federal Express Corporation, 20
Other Perspectives on Quality, 20
The Value-Added
Perspective on Quality, 20
Cultural Perspectives on Quality, 21
Arriving at a Common Understanding of Quality Using a Contingency Perspective of Quality, 21
Employment in Quality Management, 21
Summary, 22
Key Terms, 23
Discussion Questions, 23
CASE 1-1: FedEx: Managing Quality Day and Night, 24
CASE 1-2: Graniterock Company: Achieving Quality through Employees, 25
2 Quality T heory 27
What Is Theory?, 27
Is There a Theory of Quality Management?, 29
A CLOSER LOOK AT QUALITY 2-1: Quality and Management Fads, 29
History of Quality Management, 30
Leading Contributors to Quality Theory: W Edwards Deming, 31
Deming’s 14 Points for Management, 32
Leading Contributors to Quality Theory: Joseph M Juran, 36
The Juran Trilogy, 36
Control versus Breakthrough, 36
Project-by- Project Improvement, 37
A CLOSER LOOK AT QUALITY 2-2: Juran on the Past Century of Quality, 37
Leading Contributors to Quality Theory: Kaoru Ishikawa, 38
The Basic Tools of Quality, 38
Leading Contributors to Quality Theory: Taiichi Ohno and Shigeo Shingo, 39
Leading Contributors to Quality Theory: Armand Feigenbaum, 39
The 19 Steps of TQC, 40
Leading Contributors to Quality Theory: Philip Crosby, 41
Leading Contributors to Quality Theory: Genichi Taguchi, 41
Definition of Quality, 42
Quality Loss Function, 42
Robust Design, 42
Leading Contributors to Quality Theory: The Rest of the Pack, 42
Robert C Camp, 43
Stephen R Covey’s “8” Habits, 43
Michael Hammer and James Champy, 44
A CLOSER LOOK AT QUALITY 2-3: Selling Quality Fads, 44
Viewing Quality Theory from a Contingency Perspective, 45
Resolving the Differences in Quality Approaches: An Integrative View, 45
Leadership, 45
Employee Improvement, 47
Quality Assurance, 47
Customer Focus, 47
Quality Philosophy, 47
Information Analysis, 47
Strategic Planning, 47
Environment or Infrastructure, 48
Team Approach, 48
Focus of the Quality Department, 48
Breakthrough, 48
Theoretical Framework for Quality Management, 48
Summary, 49
Key Terms, 49
Discussion Questions, 49
CASE 2-1: Tesla: Improving Quality?, 50
CASE 2-2: Has Disney Developed a Theory of Quality Guest Services Management?, 51
3 Global Supply Chain Quality and International Quality Standards 53
Managing Quality for the Multinational Firm (MNF), 54
QUALITY HIGHLIGHT 3-1: Global Supply Chain Quality at Trek, 56
Quality Improvement: The American Way, 58
The Baldrige Performance Excellence Program, 58
A CLOSER LOOK AT QUALITY 3-1: Who Was Malcolm Baldrige?, 63
The Baldrige Process, 63
Baldrige Scoring, 64
Being a Baldrige Examiner, 65
QUALITY HIGHLIGHT 3-2: Honeywell Federal Manufacturing & Technologies, 67
A Culture Aligned, Checked, and Filtered for Success, 68
State Awards, 68
Quality Improvement: The Japanese Way, 69
Deming Prize, 69
Other Japanese Contributions to Quality Thought, 69
Lean Production, 70
QUALITY HIGHLIGHT 3-3: Thermo Fisher Scientific—Vilnius Lithuania, 71
Japanese Total Quality Control (TQC), 72
Quality Improvement: The European Way, 74
European EFQM Excellence Award, 74
Quality Management Principles Underlying ISO 9000:2015, 76
Selecting a Registrar, 77
The ISO 9000:2015 Process, 77
ISO 14000, 78
Quality Improvement: The Chinese Way, 79
Does Chinese Quality Management Exist?, 79
A CLOSER LOOK AT QUALITY 3-2: Outsourcing Woes, 81
Are Quality Approaches Influenced by Culture?, 82
Summary, 83
Key Terms, 83
Discussion Questions, 83
CASE 3-1: Denver International Airport Becomes ISO 14001 Certified, 84
CASE 3-2: Wainwright Industries: An Entirely New Philosophy of Business Based on Customer Satisfaction and Quality, 85
Part 2 Designing and Assuring Quality
4 Strategic Quality Planning 88
Strategy Content, 88
The Importance of Time in Quality Improvement, 88
A CLOSER LOOK AT QUALITY 4-1: Bad Measurement Systems Result in Poor Outcomes, 90
Leadership for Quality, 91
Leadership Dimensions, 92
QUALITY HIGHLIGHT 4-1: Memorial Hermann Sugar Land Hospital, 93
Quality and Ethics, 94
Quality as a Strategy, 94
Costs of Quality, 94
PAF Paradigm, 95
Accounting for Quality-Related Costs, 96
Lundvall–Juran Quality Cost Model, 98
Differentiation through Quality, 98
Focus through Quality, 99
Order Winners, 99
Quality as a Core Competency, 100
Quality Strategy Process, 100
Forced-Choice Model, 101
Deploying Quality, 101
A CLOSER LOOK AT QUALITY 4-2: A Mature Strategic Planning Process, 102
Does Quality Lead to Better Business Results?, 104
Quality and Price, 105
Quality and Cost, 105
Quality and Productivity, 105
Quality and Profitability, 106
Quality and Sustainability, 106
Supply Chain Strategy, 107
Summary, 108
Key Terms, 108
Discussion Questions, 108
Problems, 109
CASE 4-1: Ames Corporation: Realizing Multiple Benefits through Improved Quality, 110
CASE 4-2: MidwayUSA, 112
5 The Voice of the Customer 113
A CLOSER LOOK AT QUALITY 5-1: Online Review of Merchandise, 114
Customer-Driven Quality, 114
The Pitfalls of Reactive Customer-Driven Quality, 115
Customer-Relationship Management, 116
Complaint Resolution, 116
Feedback, 117
Guarantees, 117
Corrective Action, 118
The “Gaps” Approach to Service Design, 118
Segmenting Customers and Markets, 120
Strategic Supply Chain Alliances Between Customers and Suppliers, 122
Process-Chain- Network (PCN) Tool for Service Design, 123
The Role of the Customer in the Supply Chain, 124
Communicating Downstream, 125
Actively Solicited Customer-Feedback Approaches, 125
Telephone Contact, 126
Focus Groups, 126
Customer Service Surveys, 127
A CLOSER LOOK AT QUALITY 5-2: Misusing Surveys, 127
Passively Solicited Customer-Feedback Approaches, 130
Customer Research Cards, 131
Customer Response Lines and Web Sites, 131
Managing Customer Retention and Loyalty, 131
Customer-Relationship Management Systems, 132
A Word on Excellent Design, 134
Summary, 134
Key Terms, 134
Discussion Questions, 135
Problems, 135
CASE 5-1: Customer Quality Feedback and Reviews at Amazon, 136
CASE 5-2: Gerdau Long Steel North America: Achieving High Quality through a Commitment to Both External and Internal Customers, 137
6 The Voice of the Market 138
Gaining Insights Through Benchmarking, 138
Process Benchmarking, 140
Financial Benchmarking, 140
Performance Benchmarking, 140
Product Benchmarking, 141
Strategic Benchmarking, 141
QUALITY HIGHLIGHT 6-1: Pal’s Sudden Service, 141
Functional Benchmarking, 142
Purposes of Benchmarking, 143
Difficulties in Monitoring and Measuring Performance, 143
Commonly Benchmarked Performance Measures, 146
Why Collect All These Measures?, 147
Key Business Factors, 147
Business Process Benchmarking, 148
Robert Camp’s Business Process Benchmarking Process, 149
Leading and Managing the Benchmarking Effort, 150
Training, 151
A CLOSER LOOK AT QUALITY 6-1: Benchmarking at PwC, 151
A CLOSER LOOK AT QUALITY 6-2: The Legal Environment of Benchmarking, 152
Baselining and Process Improvement, 153
Problems with Benchmarking, 154
Summary, 154
Key Terms, 155
Discussion Questions, 155
Problems, 156
CASE 6-1: Amgen Corporation: Using Benchmarking as a Means of Coping with Rapid Growth in Pharmaceuticals, 158
CASE 6-2: Institute for Healthcare Improvement (IHI): Breakthrough Series, 160
7 Quality and Innovation in Product and Process Design 161
Designing Products for Quality, 161
The Design Process, 162
QUALITY HIGHLIGHT 7-1: Apple’s Watch: A Philosophy of Design, 164
Quality Function Deployment (QFD), 166
Technology in Design, 171
Other Design Methodologies, 172
Organizing the Design Team, 172
The Product Life Cycle, 173
A CLOSER LOOK AT QUALITY 7-1: Ski Design, 173
Product Families and the Product Life Cycle, 174
Complementary Products, 175
Designing Products That Work, 175
A CLOSER LOOK AT QUALITY 7-2: It Takes a Scientist to Design a Winter Coat, 175
Design for Manufacture Method, 177
Design for Maintainability, 178
Designing for Reliability, 178
QUALITY HIGHLIGHT 7-2: Designing Reliable iPhones at Apple, 179
Reliability Analysis Tools, 179
Failure Modes and Effects Analysis, 179
How FMEA Works, 180
Fault-Tree Analysis, 182
Failure Modes, Effects, and Criticality Analysis, 182
Product Traceability and Recall Procedures, 182
Environmental Considerations in Design, 183
Summary, 184
Key Terms, 184
Discussion Questions, 185
Problems, 185
CASE 7-1: Keeping Apple’s iPhone Competitive, 187
CASE 7-2: Nucor Corporation: Producing Quality Steel by Stressing Sound Management Practices, 187
8 Designing Quality Services 189
Differences Between Services and Manufacturing, 189
Internal versus External Services, 190
Voluntary versus Involuntary Services, 191
How Are Service Quality Issues Different from Those of Manufacturing?, 191
A CLOSER LOOK AT QUALITY 8-1: Service Warranties: Profitable or a Rip-off— You Decide, 192
How Are Service Quality Issues Similar to Manufacturing?, 192
What Do Services Customers Want?, 193
QUALITY HIGHLIGHT 8-1: Stellar Solutions, Inc., 194
Servqual, 194
Expectations, 195
Perceptions, 195
Gap Analysis, 195
Assessing Differences in Expectations and Perceptions by Using the Differencing Technique, 199
Designing and Improving the Services Transaction, 202
Services Blueprinting, 203
Moments of Truth, 204
A CLOSER LOOK AT QUALITY 8-2: Quality in Health Care, 204
Poka-yoke, 205
The Customer Benefits Package, 206
Service Transaction Analysis, 209
Improving Customer Service in Government, 211
A CLOSER LOOK AT QUALITY 8-3: Government Service Quality, 211
Quality in Health Care, 212
Supply Chain Quality in Services, 213
A Theory for Service Quality Management, 213
Summary, 214
Key Terms, 214
Discussion Questions, 215
Problems, 215
CASE 8-1: Google Designs Quality Services with Customers in Mind, 219
CASE 8-2: UPS: Delivering the Total Package in Customer Service, 220
9 Managing Supplier Quality in the Supply Chain 221
The Value Chain, 221
The Chain of Customers, 222
Managing the Supply Chain, 222
Supplier Alliances, 223
A CLOSER LOOK AT QUALITY 9-1: Supply Chains Disruption and Risk Mitigation, 225
Single-Sourcing Examples, 226
QUALITY HIGHLIGHT 9-1: A Bumpy Ride at Boeing, 226
Supplier Development, 228
QUALITY HIGHLIGHT 9-2: Integrating Forward along the Supply Chain: 3M Dental Products Division, 229
Supplier Awards, 230
Supplier Relationship Management System (SRMS), 230
Applying the Contingency Perspective to Supplier Partnering, 230
A Supplier Development Program: IATF 16949, 231
IATF 16949, 231
Organizational Context, 232
Leadership, 232
Planning, 232
Support, 232
Operation, 232
Performance Evaluation, 233
Improvement, 233
Building an Understanding of Supply Chain Quality Management, 233
Summary, 234
Key Terms, 234
Discussion Questions, 234
CASE 9-1: AT&T: Setting High Standards for Suppliers and Rewarding Supplier Performance, 235
CASE 9-2: Managing the Supply Chain at Honeywell, 236
Part 3 Implementing Quality
10 The T ools of Quality 238
Improving the System, 238
Ishikawa’s Basic Seven Tools of Quality, 239
Process Maps, 239
A CLOSER LOOK AT QUALITY 10-1: Extended Mapping of Supply Chains, 244
Check Sheets, 246
Histograms, 247
Scatter Diagrams, 249
Control Charts, 251
Cause-and- Effect (Ishikawa) Diagrams, 251
Pareto Charts, 253
The Seven New Tools for Improvement, 256
The Affinity Diagram, 256
The Interrelationship Digraph, 259
Tree Diagrams, 263
Prioritization Grid, 263
Matrix Diagram, 266
Process Decision Program Chart, 267
Activity Network Diagram, 267
Reflections on the Managerial N7 Tools, 269
Other Tools for Performance Measurement, 269
Spider or Radar Charts, 269
Balanced Scorecards, 269
Dashboards, 270
Huddle Boards, 270
Turtle Diagrams, 270
Bowtie Diagram, 272
Summary, 273
Key Terms, 273
Discussion Questions, 273
Problems, 274
CASE 10-1: Corporate Universities: Teaching the Tools of Quality, 276
CASE 10-2: Lanier: Achieving Maximum Performance by Supporting Quality Products with Quality Services, 277
11 Statistically Based Quality Improvement for Variables 279
Statistical Fundamentals, 279
What Is Statistical Thinking?, 279
QUALITY HIGHLIGHT 11-1: Statistical Tools in Action, 280
Why Do Statistics Sometimes Fail in the Workplace?, 281
Understanding Process Variation, 281
Process Stability, 283
Sampling Methods, 283
Random Samples, 283
Systematic Samples, 283
Sampling by Rational Subgroups, 284
Planning for Inspection, 284
Control Plans, 284
Process Control Charts, 284
Variables and Attributes Control Charts, 286
A Generalized Procedure for Developing Process Charts, 286
Understanding Process Charts, 287
x and R Charts, 288
Interpreting Control Charts, 290
Using Excel to Draw x– and R Charts, 294
X and Moving Range (MR) Charts for Population Data, 295
Using Excel to Draw X and MR Charts, 297
Median Charts, 297
Using Excel to Draw Median Charts, 300
x and s Charts, 300
Using Excel to Draw x and s Charts, 302
Other Control Charts, 302
Moving Average Chart, 302
Cusum Chart, 303
Some Control Chart Concepts for Variables, 303
Choosing the Correct Variables Control Chart, 303
Corrective Action, 305
How Do We Use Control Charts to Continuously Improve?, 305
Tampering with the Process, 305
Process Capability for Variables, 306
A CLOSER LOOK AT QUALITY 11-1: Why Consistent High Quality Matters, 306
Population versus Sampling Distributions, 306
Capability Studies, 308
Ppk, 310
The Difference between Capability and Stability, 311
Other Statistical Techniques in Quality Management, 311
Summary, 312
Key Terms, 312
Discussion Questions, 312
Problems, 313
CASE 11-1: Ore-Ida Fries, 316
12 Statistically Based Quality Improvement for Attributes 318
Generic Process for Developing Attributes Charts, 319
Understanding Attributes Charts, 319
p Charts for Proportion Defective, 319
Using Excel to Draw p Charts, 322
np Charts, 322
Using Excel to Draw np Charts, 324
c and u Charts, 324
Using Excel to Draw c and u Charts, 327
Attributes Charts Summary, 327
Choosing The Right Attributes Chart, 327
Reliability Models, 328
Series Reliability, 329
Parallel Reliability, 330
Measuring Reliability, 331
Mean Time to Failure (MTTF), 332
A CLOSER LOOK AT QUALITY 12-1: Quality Control at GNC, 333
System Availability, 333
Summary, 334
Key Terms, 334
Discussion Questions, 335
Problems, 335
CASE 12-1: Decision Sciences Institute National Conference, 338
13 Lean and Six Sigma Management Principles and Tools 341
Understanding Six Sigma, 343
Organizing Six Sigma, 345
DMAIC Overview, 346
A CLOSER LOOK AT QUALITY 13-2: DMAIC in Action, 347
Define Phase, 348
Developing the Business Case, 348
Project Evaluation, 348
Prioritization Analysis, 348
Problem Definition, 354
Measure Phase, 354
Selecting Process Outcomes, 354
FMEA, 355
Verifying Measurements, 355
Gauge R&R, 355
Using Excel to Perform Gauge R&R Analysis, 359
Analyze Phase, 359
Defining Objectives, 360
Identifying Xs, 361
Analyzing Sources of Variation, 361
Improve Phase, 361
Control Phase, 361
Taguchi Design of Experiments, 361
Robust Design, 362
Background of the Taguchi Method, 362
Taguchi Definition of Quality, 363
Quality Loss Function, 363
The Taguchi Process, 365
Using Excel to Solve Taguchi Experiments, 368
Design for Six Sigma, 368
Understanding Lean Production, 369
The Toyota Production System, 370
Just-in- Time and Pull Systems, 370
Other Lean Principles and Techniques, 371
Reducing Waste, 371
Lean Value Stream Maps, 371
Common VSM Symbols, 374
Lean and Six Sigma from a Contingency Perspective, 377
Summary, 378
Key Terms, 378
Discussion Questions, 378
Problems, 379
CASE 13-1: The Neiman-Marcus Cookie, 382
CASE 13-2: A Ladder Value Stream, 383
Part 4 Forever Improving the Quality System
14 Managing Quality Improvement Teams and Projects 386
Why Employees Enjoy Teams, 387
Leading Teams for Quality Improvement, 387
Employee Empowerment and Involvement, 387
A CLOSER LOOK AT QUALITY 14-1: Empowerment in Action, 389
Flattening Hierarchies for Improved Effectiveness, 389
Team Leader Roles and Responsibilities, 390
Team Roles and Responsibilities, 391
Team Formation and Evolution, 392
Team Rules, 392
Types of Teams, 393
Process Improvement Teams, 393
Cross-Functional Teams, 394
Tiger Teams, 394
Natural Work Groups, 394
Self-Directed Work Teams, 395
Virtual Teams, 395
A CLOSER LOOK AT QUALITY 14-2: Lessons from Effective Teams Outside the Business World, 395
Implementing Teams, 396
Meeting Management, 397
Conflict Resolution in Teams, 398
Saving Quality Teams from Failure: Diagnosing Problems and Intervening Before it Is Too Late, 401
Managing and Controlling Projects, 401
QUALITY HIGHLIGHT 14-1: Leading Project Excellence, 402
Qualifying Projects, 403
Project Charters, 404
Force-Field Analysis, 405
Work Breakdown Structure (WBS), 406
Identifying Precedence Relationships, 407
Identifying Outcome Measures, 407
Identifying Task Times, 407
Activity Network Diagrams, 408
Arrow Gantt Charts, 412
Managing Multiple Projects, 412
Summary, 413
Key Terms, 414
Discussion Questions, 414
Problems, 415
CASE 14-1: Whole Foods Market: Using Teamwork as a Recipe for Success, 417
15 Implementing and Validating the Quality System 419
Building Blocks for the System of Quality Improvement, 419
People, 420
Organizational Learning and Knowledge, 421
Culture, 422
Closeness to Customers, 422
Information and Finance, 423
The Three Spheres of Quality, 423
The Integrative Approach, 424
Alignment between the Quality System and Strategy, 424
QUALITY HIGHLIGHT 15-1: Google’s Alphabet Strategy, 424
Internal Validation: Documenting and Assessing the Quality System, 425
A CLOSER LOOK AT QUALITY 15-1: A Simple Self-Assessment Tool, 426
Quality Audits, 429
Quality Audit Process, 430
Types of Audits, 431
Qualitative and Quantitative Elements in Audits, 432
Validating the Quality System, 432
Summary, 433
Key Terms, 434
Discussion Questions, 434
Problems, 434
CASE 15-1: Setting Priorities Using the Baldrige Criteria, 434
Appendix A-1
Glossary G-1
Index I-1
What is included with this book?
The New copy of this book will include any supplemental materials advertised. Please check the title of the book to determine if it should include any access cards, study guides, lab manuals, CDs, etc.
The Used, Rental and eBook copies of this book are not guaranteed to include any supplemental materials. Typically, only the book itself is included. This is true even if the title states it includes any access cards, study guides, lab manuals, CDs, etc.
Please wait while the item is added to your bag...
Review
Flag Review
×
Digital License
You are licensing a digital product for a set duration. Durations are set forth in the product description, with "Lifetime" typically meaning five (5) years of online access and permanent download to a supported device. All licenses are non-transferable.
More details can be found here.