TQM Engineering Handbook

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ISBN: 9780824700836 | 082470083X
Cover: Hardcover
Copyright: 6/26/1997

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Establishes a sound rationale for the continuation of Total Quality Management (TQM) in all organizations, offering a model, an implementation strategy, as well as traditional & nontraditional methods for the successful enhancement & maintenance of quality. Considers leading quality-related topics, such as unusual charts, supplier-organization-customer relationships, customer needs & expectations, instructional design, adult learning, advanced quality planning, & reliability.

About the Series

(2)

Preface

vii

(6)

Acknowledgments

xiii

(10)

Introduction

xxiii

1 The Quality Revolution

(16)

I. Quality Overview

(1)

II. The Paradigm Change

(1)

III. The Gurus of Quality

(12)

Reference

(2)

2 Traditional Quality Concepts

(44)

I. Data

(3)

II. Sampling

(3)

III. Variation

(5)

IV. Measurement

(9)

V. Process

(20)

VI. Warning! No One Is Perfect

(2)

References

(2)

3 Modern Concepts of Quality

(52)

I. Leadership

(3)

II. Team Leadership Functions and Antifunctions

(2)

III. Participation Philosophies

(3)

IV. Ways of Making a Decision

(1)

V. Change Formula Philosophy

(2)

VI. Strategic Planning

(4)

VII. Empowerment

(2)

VIII. Motivation

(2)

IX. Reward System

(6)

X. Reengineering

(1)

XI. Agile Manufacturing

(4)

XII. Partnering

(1)

XIII. Total Predictive Maintenance (TPM)

(3)

XIV. Outsourcing

(5)

XV. Just in Time

(2)

XVI. Implementing the JIT Process

100

(1)

XVII. Kanban Inventory Management System

101

(2)

XVIII. Quality Considerations

103

(2)

XIX. Design for Assembly

105

(2)

XX. Kaizen

107

(1)

XXI. Poka-Yoke

107

(1)

XXII. Concurrent Engineering

108

(1)

XXIII. Zero Defects

108

(1)

XXIV. Total Employee Involvement

108

(1)

References

109

(5)

4 Implementation Strategy for Total Quality Management

113

(22)

I. Overview

113

(2)

II. It Couldn't Be Done

115

(1)

III. The Role of TQM

115

(2)

IV. Traditional Model of TQM

117

(2)

V. Contemporary Model of TQM

119

(1)

VI. A Generic Model of Modern TQM

119

(8)

VII. Leadership

127

(2)

VIII. A Warning on the Issue of Continuous Improvement

129

(1)

IX. Application of the Model

130

(1)

X. Implementation Strategy

131

(1)

XI. The Role of the Consultant

132

(1)

References

133

(2)

5 Tools of Quality

135

(38)

I. Applications of Quality Improvement Tools

135

(2)

II. Summary of the Basic Tools

137

(24)

III. Summary of the Management Tools of Quality

161

(10)

References

171

(2)

6 Special Tools and Techniques for the Future World of Quality

173

(22)

I. Needs Assessment

173

(7)

II. Ideation

180

(1)

III. Force Field Analysis

181

(2)

IV. The Five Whys

183

(1)

V. Affinity Chart

183

(1)

VI. Storyboard

184

(1)

VII. Nominal Group

184

(4)

VIII. Survey Studies

188

(2)

IX. Audit

190

(2)

References

192

(3)

7 Unusual Yet Powerful Tools Used in TQM

195

(14)

I. Moving Average and Moving Range Charts

195

(1)

II. Exponentially Weighted Moving Average Chart

196

(1)

III. Web or Radar Chart

197

(1)

IV. Evolutionary Operation

197

(2)

V. Standardized Charts for Attribute Control

199

(5)

VI. Cumulative Sum Chart

204

(2)

VII. Multi-Vari Chart

206

(1)

References

207

(2)

8 Regression Analysis: The Foundation of Multivariate Analysis

209

(14)

I. Regression Analysis

209

(3)

II. Discriminant Analysis

212

(1)

III. Logistic Regression

213

(1)

IV. Factor Analysis

213

(1)

V. Cluster Analysis

214

(1)

VI. General Linear Model

214

(2)

VII. Step Regression

216

(1)

VIII. Correlation Analysis

217

(1)

IX. Conjoint Analysis

217

(1)

X. Concerns with Statistical Techniques

218

(2)

References

220

(3)

9 Design of Experiments

223

(24)

I. DOE Versus One at a Time

223

(1)

II. Classical Design

224

(5)

III. After the ANOVA

229

(1)

IV. Taguchi Design

230

(5)

V. Taguchi's Definition of Quality Characteristics

235

(1)

VI. A Comparison of Classical and Taguchi Designs

236

(2)

VII. Typical Taguchi Approach to Experimentation

238

(1)

VIII. Shainin Approach

239

(3)

IX. A Comparison of the Three Approaches to Design of Experiments

242

(1)

X. Typical Stages in Industrial Experimentation

242

(3)

References

245

(2)

10 More Tools for Modern Quality

247

(40)

I. Failure Mode and Effect Analysis

247

(16)

II. Quality Function Deployment

263

(8)

III. Benchmarking

271

(3)

IV. Cost of Quality

274

(1)

V. Starting a Quality Cost Reporting System

275

(3)

VI. Geometric Dimensioning and Tolerance

278

(1)

VII. Theory of Constraints

279

(2)

VIII. Crosstabulation Analysis (Disaggregate Analysis)

281

(2)

References

283

(4)

11 The Full Chain of Quality: Supplier--Organization--Customer

287

(16)

I. Overview

287

(1)

II. Supplier

288

(2)

III. Supplier Certification

290

(1)

IV. Organization

291

(7)

V. Customer

298

(1)

VI. Customer Satisfaction

299

(2)

References

301

(2)

12 Value Analysis

303

(14)

I. Introduction to Value Control

304

(2)

II. History of Value Control

306

(1)

III. The Value Concept

307

(1)

IV. Planned Approach

308

(3)

V. Evaluation, Planning, Reporting, and Implementation

311

(2)

VI. Value Control: The Job Plan

313

(1)

VII. Value Control Techniques

314

(1)

References

315

(2)

13 Problem Solving

317

(20)

I. Overview

317

(8)

II. Foundations of Problem Solving

325

(1)

III. Critical Versus Creative

326

(1)

IV. Systematic Creativity

327

(1)

V. The Urgent Versus the Important

327

(1)

VI. Steps in Problem Solving

328

(8)

References

336

(1)

14 Teams

337

(12)

I. Overview

337

(3)

II. Team Roles and Functions

340

(1)

III. The Consensus Decision Process

341

(3)

IV. Guidelines to Assist Arriving at a Consensus

344

(1)

V. Team Process Functions

344

(2)

References

346

(3)

15 Meetings

349

(14)

I. Definition

349

(1)

II. Requirements

350

(4)

III. Action Checklist

354

(1)

IV. Doing It--Facilitating the Meeting

354

(2)

V. Listening Skills

356

(3)

VI. Tips to Improve Your Listening Skills

359

(1)

VII. Idea List for Meeting

360

(1)

References

361

(2)

16 Project Management

363

(16)

I. What Is a Project?

364

(2)

II. The Process of Project Management

366

(1)

III. Key Integrative Processes

367

(1)

IV. Project Management and Quality

368

(1)

V. A Generic Seven-Step Approach to Project Management

368

(3)

VI. A Generic Application of Project Management in Implementing TQM

371

(1)

VII. The Value of Project Management in the Implementation Process

371

(4)

VIII. Why Project Management Succeeds

375

(3)

References

378

(1)

17 Training and the Learning Organization

379

(50)

I. Training and the Learning Organization

379

(10)

II. The Adult Learner

389

(6)

III. Systems Approach

394

(1)

IV. Basic System Characteristics

395

(1)

V. Knowledge of a System in Training

396

(1)

VI. Instructional Design

397

(2)

VII. Mastery Learning

399

(2)

VIII. Computer-Based Training (CBT)

411

(1)

IX. Virtual Reality

411

(4)

X. Evaluation of Training

415

(3)

XI. The Trainer

418

(5)

XII. Matching Training Media with Project Goals

423

(2)

References

425

(4)

18 Planning for Quality

429

(22)

I. Advanced Quality Planning

430

(15)

II. Quality Operating System

445

(5)

References

450

(1)

19 Overview of Reliability

451

(32)

I. Basic Aspects of Mechanical Design Reliability

452

(10)

II. Reasonable Design Reliability Predictions

462

(8)

III. General Reliability Factors

470

(1)

IV. Failure Rate

471

(1)

V. Reliability Component Relationship

472

(1)

VI. Markov Modeling as a Reliability Tool

473

(4)

VII. A Typical Reliability Program Plan for Any Organization

477

(4)

References

481

(2)

20 Quality Awards

483

(20)

I. The Malcolm Baldrige Quality Award

483

(13)

II. International Awards

496

(5)

References

501

(2)

21 International Standards of Quality and Corporate Quality Programs

503

(12)

I. International Standards

503

(1)

II. ISO 9000

504

(1)

III. ISO 14000

505

(2)

IV. QS-9000

507

(2)

V. TE-9000

509

(2)

VI. BSR/ASQC Z1.11

511

(1)

VII. Corporate Quality Programs

511

(3)

References

514

(1)

Epilogue

515

(4)

Appendix A: Selection of Statistical Techniques Based on Three Types of Data

519

(4)

I. Selection of Statistical Techniques Based on Ordinal Data

520

(1)

II. Selection of Statistical Techniques Based on Interval Data

521

(1)

III. Selection of Statistical Techniques Based on Nominal Data

522

(1)

Appendix B: DISC Leadership Model

523

(40)

I. Elements of the Classical Patterns

524

(1)

II. How to Recognize a Behavioral Type

525

(2)

III. Identifying a Person's Behavioral Style

527

(1)

IV. Dominant Director

527

(8)

V. Interacting Socializer (I)

535

(8)

VI. Steady Relater

543

(9)

VII. Cautious Thinker (Objective Thinker)

552

(9)

VIII. How Each Pattern Can Increase Their Effectiveness

561

(2)

Appendix C: Constants for Constructing Some of the Most Common Control Charts

563

(2)

Appendix D: Basic Formulas Used in the Construction of Control Charts

565

(10)

I. General Formulae

565

(5)

II. Formulae for Calculating Control Chart Limits

570

(5)

Appendix E: General Statistical Formulas Used in the Pursuit of Quality

575

(14)

Appendix F: Cost of Quality

589

(10)

I. Identification of Manufacturing Process Improvement Opportunities

589

(1)

II. Identification of Administrative Process Improvement Opportunities

590

(1)

III. Procedure for Quality Improvement

590

(1)

IV. Matrix of Typical Cost Elements in a Cost of Quality Program

591

(1)

V. Total Cost of Quality (COQ) Summary: Financial Performance Statement

591

(8)

Appendix G: A Comparison of Process Improvement

599

(4)

Glossary

603

(12)

Selected Bibliography

615

(12)

Index

627

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TQM Engineering Handbook

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