Blog

Bizpac Manahement and Marketing Club

Join the Bizpac Management & Marketing Club today to receive your free regular insider strategies to help you learn about Quality Management

We are currently updating Quality Management. We thank you for your patience.

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