Quality Management

Bizpac Management and Marketing Club

Quality Management

UNDERSTANDING QUALITY CONCEPTS

Module 1: Differing Perspectives on Quality   

  • Recognizing Different Perspectives on Quality
  • A Closer Look at Quality 1-1: Which are Better, CDs or LPs?
  • What Is Quality?
  • Differing Functional Perspectives on Quality
  • Quality Highlight 1-1: Quality Strategy at G E                       
  • The Three Spheres of Quality                                                 
  • Quality Highlight 1-2: Federal Express Corporation              
  • Other Perspectives on Quality                                                
  • Arriving at a Common Understanding of Quality Using a Contingency
  • Perspective of Quality                             

                                       

                                                                                              

         

                 

Module 2: Quality Theory

  

  • Introduction                                                                          
  • What Is Theory?                                                                    
  • A Closer Look at Quality 2-1: The Product That Is Quality
  • Leading Contributors to Quality Theory: W. Edwards Deming                             
  • Leading Contributors to Quality Theory: Joseph M. Juran   
  • A Closer Look at Quality 2-2: Juran on the Past Century of Quality                     
  • Leading Contributors to Quality Theory: Kaoru Ishikawa   
  • Leading Contributors to Quality Theory: Armand Feigenbaum                             
  • Leading Contributors to Quality Theory: Philip Crosby       
  • Leading Contributors to Quality Theory: Genichi Taguchi        
  • Leading Contributors to Quality Theory: The Rest of the Pack
  • A Closer Look at Quality 2-3 Hammer Recants (Sort of), or In Search of the Lost Product to Sell
  • Theoretical Framework for Quality Management                 

                   

 

Module 3: Global Quality and International Quality Standards

  

  • Introduction                                                                          
  • Managing Quality for the Multinational Firm (MNF)          
  • Quality Highlight 3-1: Quality in the Global Context
  • Quality Improvement: The American Way                           
  • The Malcolm Baldrige National Quality Award                   
  • A Closer Look at Quality 3-1: Who Was Malcolm Baldrige?    
  • Quality Highlight 3-2: Clarke American Checks, Inc.          
  • Quality Improvement: The Japanese Way                            
  • Quality Improvement: The European Way                           
  • ISO 9000:2000                                                                      
  • Are Quality Approaches Influenced by Culture?              

                                                          

           

 

                                                                    

DESIGNING AND ASSURING QUALITY                                      

Module 4: Strategic Quality Planning

 

  • Strategy Content                                                                   
  • The Importance of Time in Quality Improvement                
  • Leadership for Quality                                                          
  • Quality Highlight 4-1: Solectron Corporation                      
  • Quality and Ethics                                                                
  • Quality as a Strategy                                                             
  • Quality Strategy Process                                                       
  • A Closer Look at Quality 4-1: A Mature Strategic Planning Process                     
  • Deploying Quality (Hoshin Kanri)
  • Does Quality Lead to Better Business Results? 

                

 

Module 5: The Voice of the Customer

   

  • Customer-Driven Quality
  • A Closer Look at Quality 5-1: Customer Service on the Internet
  • What Is the Voice of the Customer?
  • Customer-Relationship Management
  • A Closer Look at Quality 5-2: The Customer Is Always ... Thwarted?
  • The "Gaps" Approach to Service Design                      
  • Segmenting Customers and Markets     
  • Strategic Alliances between Customers and Suppliers
  • Communicating with Customers  
  • Actively Solicited Customer-Feedback Approaches   
  • Quality Highlight 5-1: ADAC Industries    
  • Passively Solicited Customer-Feedback Approaches     
  • Managing Customer Retention and Loyalty      
  • Customer-Relationship Management (CRM) Systems
  • A Word on Excellent Design                                                                

                  

           

Module 6: The Voice of the Market                                             

 

  • What Do We Mean by the Voice of the Market?      
  • Gaining Insight through Benchmarking          
  • Quality Highlight 6-1: Pal's Sudden Service    
  • Purposes of Benchmarking
  • Difficulties in Monitoring and Measuring Performance        
  • Commonly Benchmarked Performance Measures
  • Best-of-the-Best Benchmarking
  • Business Process Benchmarking
  • Leading and Managing the Benchmarking Effort
  • Base lining and Reengineering
  • Problems with Benchmarking
  • A Closer Look at Quality 6.1: The Legal Environment of Benchmarking

 

Module 7: Quality in Product and Process Design                                                     

 

  • Designing Products for Quality                                                           
  • The Design Process                             
  • Quality Function Deployment (QFD)                           
  • Technology in Design                            
  • Prototyping Methodologies                           
  • A Closer Look at Quality 7-1: Ski Design                                     
  • A Closer Look at Quality 7-2: Why It Takes a Rocket Scientist to Design a Golf Ball
  • Quality Highlight 7-1: Focus on DFM at General Motors
  • Designing for Reliability                            
  • Environmental Considerations in Design                          

                                       

 

Module 8: Designing Quality Services                                                          

 

  • Differences between Services and Manufacturing                              
  • What Do Services Customers Want?                                                  
  • Quality Highlight 8-1: Ritz-Carlton Hotels
  • SERVQUAL                                                                                       
  • Designing and Improving the Services Transaction                            
  • A Closer Look at Quality 8-1: Moments of Truth in Action               
  • The Customer Benefits Package                                                          
  • The Globalization of Services                                                              
  • Improving Customer Service in Government                                      
  • A Closer Look at Quality 8-2: Government Service Quality. A Stop-and-Go Process        
  • Quality in Health Care                                                                         
  • A Theory for Service Quality Management                                                   

                                  

 

                              

Module 9: Managing Supplier Quality in the Supply Chain

 

  • The Value Chain        
  • A Closer Look at Quality 9-1: Supply-Chain Concerns after 9/11
  • Supplier Partnering    
  • Quality Highlight 9-1: Supplier Partnerships at Mercedes-Benz       
  • Applying the Contingency Perspective to Supplier Partnering                     
  • A Supplier Development Program: QS 9000
  • Acceptance Sampling and Statistical Sampling Techniques
  • Quality Highlight 9-2: integrating Forward along the Supply Chain: 3M Dental Products Division

                                                                                         

                                                  

IMPLEMENTING QUALITY                       

 

Module 10: The Tools of Quality

  • Improving the System            
  • Ishikawa's Basic Seven Tools of Quality                    
  • The Seven New Tools for Improvement

                                                                                                   

Module 11

Managing Quality Improvement Teams and Projects

 

  • Leading Teams for Quality Improvement                   
  • A Closer Look at Quality 11-1: Empowerment in Action
  • Types of Teams  
  • Implementing Teams                                                   
  • A Closer Look at Quality 11-2: Lessons from Effective Teams Outside the Business World
  • Managing and Controlling Projects

 

 

Module 12: Statistically-Based Quality Improvement for Variables

 

  • Statistical Fundamentals                                             
  • Quality Highlight 12-1: Statistical Tools in Action     
  • Process Control Charts                                                
  • Some Control Chart Concepts for Variables               
  • Process Capability for Variables                                 
  • Other Statistical Techniques in Quality Management

 

Module 13: Understanding Attributes Charts                                      

   

  • Attributes Charts Summary
  • Choosing the Right Attributes Chart                          
  • Reliability Models

 

Module 14: Six-Sigma Management and Tools                                                             

                                       

  • What Is Six Sigma?                                                     
  • Organizing Six Sigma                                                  
  • DMAIC Overview                                                      
  • A Closer Look at Quality 14-1: DMAIC In Action   
  • Define Phase     
  • Measure Phase                                                             
  • Analyse Phase                                                             
  • Improve Phase   
  • Control Phase    
  • Taguchi Design of Experiments                                  
  • Background of the Taguchi Method                           
  • The Taguchi Process                                                    
  • Design for Six Sigma                                                  
  • Lensing Six Sigma from a Contingency Perspective

        

 

FOREVER IMPROVING THE QUALITY SYSTEM                        

Module 15: Managing Learning for Quality Improvement  

  • Effective Story Telling                                                
  • Individual Learning and Organizational Learning      
  • Quality Highlight 15-1: Motorola's Quality University                                     
  • A Model to Guide Training Development in an Organization                          
  • Adult Learning  
  • Training Tools    

Evaluating Training

 

 

                                                      

                

 

Module 16: Implementing and Validating the Quality System

     
  • Building Blocks for the System of Quality Improvement                                 
  • Internal Validation: Documenting and Assessing the Quality System             
  • Quality Audits   
  • A Closer Look at Quality 16-1: A Simple Self-Assessment Tool
  • A Closer Look at Quality 16-2: Quality Audits in Action                                
  • Externally Validating the Quality System

Your Control of Quality

Module 17: INTRODUCTION TO QUALITY

 

  • THE HISTORY AND IMPORTANCE OF QUALITY
  • The Age of Craftsmanship
  • The Early Twentieth Century
  • Post-World War II
  • The U.S. Quality Revolution
  • From Product Quality to Performance Excellence
  • Current and Future Challenges
  • DEFINING QUALITY
  • Judgmental Criteria
  • Product-Based Criteria
  • User-Based Criteria
  • Value-Based Criteria
  • Manufacturing-Based Criteria
  • Integrating Perspectives on Quality
  • Customer-Driven Quality
  • QUALITY AS A MANAGEMENT FRAMEWORK
  • Principles of Total Quality
  • Infrastructure, Practices, and Tools QUALITY AND COMPETITIVE ADVANTAGE
  • Quality and Business Results
  • Quality in Practice: The Xerox Transformation
  • A Total Quality Business Model

 

Module 18: TOTAL QUALITY IN ORGANIZATIONS

 

  • QUALITY AND SYSTEMS THINKING
  • Manufacturing Systems
  • QUALITY IN MANUFACTURING QUALITY IN SERVICES
  • Contrasts With Manufacturing Components of Service System Quality
  • QUALITY IN HEALTH CARE
  • QUALITY IN EDUCATION
  • Quality in Higher Education
  • QUALITY IN THE PUBLIC SECTOR
  • Quality in the Federal Government
  • State and Local Quality Efforts

 

 

 Module 19: PHILOSOPHIES AND FRAMEWORKS

 

  • THE DEMING PHILOSOPHY
  • Foundations of the Deming Philosophy
  • Deming's 14 Points
  • THE JURAN PHILOSOPHY
  • THE CROSBY PHILOSOPHY
  • Comparisons of Quality Philosophies
  • OTHER QUALITY PHILOSOPHERS
  • A. V. Feigenbaum
  • Kaoru Ishikawa
  • Genichi Taguchi
  • QUALITY MANAGEMENT AWARD FRAMEWORKS
  • The Deming Prize
  • The Malcolm Baldrige National Quality Award
  • The Baldrige Criteria and the Deming Philosophy
  • Other Quality Award Programs
  • ISO 9000:2000
  • Structure of the ISO 9000:2000 Standards
  • Factors Leading to ISO 9000:2000
  • Implementation and Registration
  • Perspectives on ISO 9000

Module 20: FOCUSING ON CUSTOMERS

 

  • THE IMPORTANCE OF CUSTOMER SATISFACTION AND LOYALTY
  • The American Customer Satisfaction Index
  • CREATING SATISFIED CUSTOMERS
  • Leading Practices
  • IDENTIFYING CUSTOMERS
  • Customer Segmentation
  • UNDERSTANDING CUSTOMER NEEDS
  • GATHERING CUSTOMER INFORMATION
  • Tools for Classifying Customer Requirements
  • CUSTOMER RELATIONSHIP MANAGEMENT
  • Accessibility and Commitments
  • Selecting and Developing Customer-Contact Employees
  • Customer Contact Requirements
  • Effective Complaint Management
  • Strategic Partnerships and Alliances
  • MEASURING CUSTOMER SATISFACTION
  • Designing Satisfaction Surveys
  • Analysing and Using Customer Feedback
  • Why Many Customer Satisfaction Efforts Fail
  • CUSTOMER Focus IN THE BALDRIGE AWARD CRITERIA

 

 

Module 21: LEADERSHIP AND STRATEGIC PLANNING

 

  • LEADERSHIP FOR QUALITY
  • Leading Practices for Leadership
  • LEADERSHIP THEORY AND PRACTICE
  • Traditional Leadership Theories
  • Contemporary Concepts and Emerging Theories
  • Applying Leadership Theory at The Ritz-Carlton
  • CREATING THE LEADERSHIP SYSTEM
  • Leadership and Public Responsibilities
  • STRATEGIC PLANNING
  • Leading Practices for Strategic Planning
  • Strategy Development
  • Strategy Deployment
  • THE SEVEN MANAGEMENT AND PLANNING TOOLS
  • Affinity Diagrams 250
  • Interrelationship Digraph 250
  • Tree Diagrams 251
  • Matrix Diagrams 253
  • Matrix Data Analysis 253
  • Process Decision Program Charts 254
  • Arrow Diagrams 254
  • LEADERSHIP, STRATEGY, AND ORGANIZATIONAL STRUCTURE 254
  • LEADERSHIP AND STRATEGIC PLANNING IN THE BALDRIGE CRITERIA

 

Module 22: HUMAN RESOURCE PRACTICES

 

  • THE SCOPE OF HUMAN RESOURCE MANAGEMENT
  • Leading Practices
  • LINKING HUMAN RESOURCE PLANS AND BUSINESS STRATEGY
  • DESIGNING HIGH-PERFORMANCE WORK SYSTEMS
  • Work and Job Design
  • Employee Involvement
  • Empowerment
  • Training and Education
  • Teamwork and Cooperation
  • Compensation and Recognition
  • Health, Safety, and Employee Well-Being
  • MANAGING HUMAN RESOURCES IN A TOTAL QUALITY ENVIRONMENT
  • Recruitment and Career Development
  • Motivation
  • Performance Appraisal
  • Measuring Employee Satisfaction and HRM Effectiveness
  • Labour Relations Issues
  • HRM Internet Age

 

 

Module 23: PROCESS MANAGEMENT

 

  • THE SCOPE OF PROCESS MANAGEMENT
  • PRODUCT DESIGN PROCESSES
  • Leading Practices
  • Quality Engineering
  • The Taguchi Loss Function
  • Cost, Manufacturability, and Quality
  • Design and Public Responsibilities
  • Streamlining the Product Development Process
  • QUALITY FUNCTION DEPLOYMENT
  • The Quality Function Deployment Process
  • PRODUCTION/DELIVERY AND SUPPORT PROCESSES
  • Special Considerations in Service Process Design
  • Controlling Production/Delivery and Support Processes
  • SUPPLIER AND PARTNERING PROCESSES
  • Supplier Certification Systems
  • PROCESS IMPROVEMENT
  • Historical Perspective
  • Kaizen
  • Flexibility and Cycle Time Reduction
  • Breakthrough Improvement
  • PROCESS MANAGEMENT IN THE BALDRIGE CRITERIA

 

Module 24: PERFORMANCE MEASUREMENT AND STRATEGIC

 

  • INFORMATION MANAGEMENT
  • THE STRATEGIC VALUE OF INFORMATION
  • Leading Practices
  • THE SCOPE OF PERFORMANCE MEASUREMENT
  • The Balanced Scorecard
  • Customer-Focused Measures
  • Financial and Market Measures
  • Human Resource Measures
  • Supplier and Partner Performance Measures
  • Organizational Effectiveness Measures
  • The Role of Comparative Data
  • DESIGNING EFFECTIVE PERFORMANCE MEASUREMENT SYSTEMS
  • Linking Measures to Strategy
  • Process-Level Measurements
  • Aligning Strategic and Process-Level Measurements
  • THE COST OF QUALITY
  • Quality Cost Classification
  • Quality Costs in Service Organizations
  • Capturing Quality Costs Through Activity-Based Costing
  • MEASURING THE RETURN ON QUALITY
  • MANAGING AND USING PERFORMANCE DATA
  • Data Validity and Reliability
  • Data Accessibility
  • Analysing and Using Performance Data
  • INFORMATION AND ANALYSIS IN THE BALDRIGE CRITERIA

 

 

Module 25: STATISTICAL THINKING AND APPLICATIONS


  • STATISTICAL THINKING
  • Deming's Red Bead and Funnel Experiments
  • STATISTICAL METHODS IN QUALITY MANAGEMENT
  • Basic Statistical Methodology
  • Random Variables and Probability Distributions
  • Sampling Theory and Distributions
  • Sampling Techniques
  • Experimental Design
  • STATISTICAL ANALYSIS OF PROCESS VARIATION
  • Statistical Analysis with Microsoft Excel
  • Process Capability

 

 

Module 26: QUALITY IMPROVEMENT

 

  • THE ECONOMIC CASE FOR IMPROVEMENT
  • MANAGEMENT MODELS FOR QUALITY IMPROVEMENT
  • Classifying Quality Problems
  • The Deming Cycle
  • Juran's Improvement Program
  • The Crosby Program
  • Creative Problem Solving
  • SIX-SIGMA
  • Six-Sigma Metrics
  • Implementing Six-Sigma
  • TOOLS FOR SIX-SIGMA AND QUALITY IMPROVEMENT
  • The Original Seven QC Tools
  • Poka-Yoke (Mistake-Proofing)

 

  Module 27: QUALITY CONTROL

 

  • QUALITY CONTROL SYSTEMS
  • DESIGNING THE QUALITY CONTROL SYSTEM
  • Contract Management, Design Control, and Purchasing
  • Process Control, Inspection, and Testing
  • Corrective Action and Continual Improvement
  • Controlling Inspection, Measuring, and Test Equipment
  • Metrology
  • Measurement System Analysis
  • Calibration
  • Records, Documentation, and Audits
  • An Example of Quality Control: The FDA's HACCP Approach
  • QUALITY CONTROL IN SERVICES 

 

Module 28: Statistical Process Control

  • CAPABILITY AND CONTROL
  • SPC METHODOLOGY
  • CONTROL CHARTS FOR VARIABLES DATA
  • Constructing x- and R-Charts and Establishing Statistical Control
  • Interpreting Patterns in Control Charts
  • Process Monitoring and Control
  • Estimating Process Capability
  • Modified Control Limits
  • Excel Spreadsheet Templates
  • SPECIAL CONTROL CHARTS FOR VARIABLES DATA
  • x-and s-Charts
  • Charts for Individuals
  • CONTROL CHARTS FOR ATTRIBUTES
  • Fraction Nonconforming (p) Chart
  • Variable Sample Size
  • DESIGNING CONTROL CHARTS
  • Basis for Sampling
  • Sample Size
  • Sampling Frequency
  • Location of Control Limits
  • ADVANCED CONTROL CHARTS
  • Short Production Runs and Stabilized Control Charts
  • EWMA Charts
  • Cumulative Sum Control Charts
  • PRE-CONTROL

 

Module 29: RELIABILITY

 

  • BASIC CONCEPTS AND DEFINITIONS
  • RELIABILITY MEASUREMENT
  • Failure Rate and Product Life Characteristics Curve
  • Reliability Function
  • RELIABILITY PREDICTION
  • Series Systems
  • Parallel Systems
  • Series-Parallel Systems
  • RELIABILITY ENGINEERING
  • Standardization
  • Redundancy
  • Physics of Failure
  • Reliability Testing
  • Burn-In
  • Failure Mode and Effects Analysis
  • Fault Tree Analysis
  • RELIABILITY MANAGEMENT
  • Reliability in Computer Software
  • MAINTAINABILITY AND AVAILABILITY

 

Module 30: BUILDING AND SUSTAINING TOTAL QUALITY ORGANIZATIONS,

 

  • MAKING THE COMMITMENT TO TQ
  • CREATING A TQ CULTURE AND IMPLEMENTING A TQ
  • STRATEGY
  • Cultural Change
  • Implementation Barriers
  • Building on Best Practices
  • The Role of Employees
  •    SUSTAINING THE QUALITY ORGANIZATION
  • Quality as a Journey
  • The Learning Organization
  • Knowledge Management: Sharing Internal Best Practices
  • CONCLUSION: A VIEW TOWARD THE FUTURE

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