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The Handbook for Quality Management, Second Edition : A Complete Guide to Operational Excellence

Book Description

The definitive guide to organizational excellence--completely updatedFully revised for the latest American Society for Quality (ASQ) Certified Manager of Quality/Organizational Excellence (CMQ/QE) Body of Knowledge, The Handbook for Quality Management: A Complete Guide to Operational Excellence, Second Edition offers in-depth guidance oneffectively applying the principles of quality management in today's business environment and delivering superior results. Designed to help you prepare for and pass the ASQ CMQ/QE exam, this authoritative volume also serves as an essential on-the-job reference.Coverage includes:Business-integrated quality systemsOrganizational structuresThe quality functionApproaches to qualityCustomer-focused organizationsIntegrated planningStrategic planningUnderstanding customer expectations and needsBenchmarkingOrganizational assessmentProcess controlQuantifying process variationQuality auditsSupply chain managementContinuous improvementEffective change managementSix Sigma methodology, including detailed descriptions of the DMAIC and DMADV approachesManagement of human resourcesMotivation theories and principlesManagement stylesResource requirements to manage the quality functionOver the past 40 years, the quality managementdiscipline has undergone steady evolution from disparate quality assurance efforts to strategic, business-integrated functions. Today's quality manager must be able to plan and implement measurable, cost-effective process-improvement initiatives across the organization.Written by two of the foremost authorities on the subject and fully updated for the latest American Society for Quality (ASQ) Certified Manager of Quality/Organizational Excellence (CMQ/OE) Body of Knowledge, The Handbook for Quality Management, Second Edition provides an operational guide to the properunderstanding and application of quality managementin the current business environment. It serves as a primary reference source for an organization's quality program and for anyone seeking to pass the CMQ/OE exam, given by the ASQ.The Handbook for Quality Management: A Complete Guide to Operational Excellence, Second Edition:Clearly defines quality management principles and their application within a cross section of industriesIntegrates the application of Theory of Constraints, Six Sigma, and Lean thinking into the Quality ManagementdisciplineContains detailed methods for planning, including customer needs recognition, benchmarking, and organizational assessmentsDiscusses controls such as statistical process control, audits, and supply chain managementExplains the stages of continuous improvementIncorporates classic motivation theory with more current management practices advocated by Joiner, Senge, and Deming, among othersFeatures simulated and past exam questions to help you study for the ASQ CMQ/OE exam with answers that can be found at

Table of Contents

  1. Cover 
  2. About the Authors
  3. Title Page
  4. Copyright Page
  5. Contents 
  6. Preface
  7. Part I: Business-Integrated Quality Systems
    1. Chapter 1: Organizational Structures
      1. General Theory of Organization Structure
      2. The Functional/Hierarchical Structure
      3. Matrix Organizations
      4. Cross-Functional Organization Structure
      5. Process- or Product-Based (Horizontal) Organization Structures
      6. Forms of Organization
    2. Chapter 2: The Quality Function
      1. Juran Trilogy
      2. Related Business Functions
        1. Safety
        2. Regulatory Issues
        3. Product Liability
      3. Environmental Issues Relating to the Quality Function
    3. Chapter 3: Approaches to Quality
      1. Deming’s Approach
      2. Total Quality Control in Japan
      3. ISO 9000 Series
      4. Malcolm Baldrige National Quality Award
      5. Deming Prize
      6. European Quality Award
      7. Total Quality Management (TQM)
      8. Six Sigma
    4. Chapter 4: Customer-Focused Organizations
  8. Part II: Integrated Planning
    1. Chapter 5: Strategic Planning
      1. Organizational Vision
      2. Strategy Development
      3. Strategic Styles
      4. Possibilities-Based Strategic Decisions
      5. Strategic Development Using Constraint Theory
        1. The Systems Approach
        2. Basic Constraint Management Principles and Concepts
        3. Tools of Constraint Management
        4. Constraint Management Measurements
    2. Chapter 6: Understanding Customer Expectations and Needs
      1. Customer Classifications
      2. Customer Identification and Segmentation
      3. Collecting Data on Customer Expectations and Needs
        1. Customer Service and Support
        2. Surveys
        3. Focus Groups
    3. Chapter 7: Benchmarking
      1. Getting Started with Benchmarking
      2. Why Benchmarking Efforts Fail
    4. Chapter 8: Organizational Assessment
      1. Assessing Quality Culture
        1. Organizational Metrics
        2. Cost of Quality
  9. Part III: Process Control
    1. Chapter 9: Quantifying Process Variation
      1. Descriptive Statistics
      2. Enumerative and Analytic Studies
      3. Acceptance Sampling
      4. Statistical Control Charts
        1. Variable Control Charts
        2. Control Charts for Attributes Data
        3. Control Chart Selection
        4. Control Chart Interpretation
      5. Using Specifications for Process Control
      6. Process Capability Studies
        1. How to Perform a Process Capability Study
        2. Statistical Analysis of Process Capability Data
        3. Interpreting Capability Indexes
    2. Chapter 10: Quality Audits
      1. Types of Quality Audits
        1. Product Audits
        2. Process Audits
        3. Systems Audits
        4. Internal Audits
        5. Two-Party Audits
        6. Third-Party Audits
        7. Desk Audits
      2. Planning and Conducting the Audit
        1. Auditor Qualifications
        2. Internal Quality Surveys as Preparation
        3. Steps in Conducting an Audit
        4. Audit Reporting Process
        5. Post-Audit Activities (Corrective Action, Verification)
      3. Product, Process, and Materials Control
        1. Work Instructions
      4. Classification of Characteristics
        1. Identification of Materials and Status
        2. Purchased Materials
        3. Customer-Supplied Materials
        4. Work-in-Process (WIP)
        5. Finished Goods
        6. Lot Traceability
        7. Materials Segregation Practices
        8. Configuration Control
        9. Deviations and Waivers
    3. Chapter 11: Supply Chain Management
      1. Scope of Vendor Quality Control
      2. Evaluating Vendor Quality Capability
      3. Vendor Quality Planning
      4. Post-Award Surveillance
      5. Vendor Rating Schemes
      6. Special Processes
      7. Partnership and Alliances
  10. Part IV: Continuous Improvement
    1. Chapter 12: Effective Change Management
      1. Roles
      2. Goals
      3. Mechanisms Used by Change Agents
        1. Building Buy-in
      4. Project Deployment
        1. Selecting Projects
      5. DMAIC/DMADV Methodology
    2. Chapter 13: Define Stage
      1. Project Definition
        1. Work Breakdown Structure
        2. Pareto Diagrams
        3. Project Charters
      2. Resources
      3. Top-Level Process Definition
      4. Team Formation
        1. Team Dynamics Management, Including Conflict Resolution
        2. Stages in Group Development
        3. Common Team Problems
        4. Productive Group Roles
        5. Counterproductive Group Roles
        6. Management’s Role
    3. Chapter 14: Measure Stage
      1. Process Definition
      2. Metric Definition
      3. Establishing Process Baselines
      4. Measurement Systems Analysis
        1. Levels of Measurement
        2. Definitions
    4. Chapter 15: Analyze Stage
      1. Value Stream Analysis
      2. Analyze Sources of Process Variation
        1. Quality Function Deployment
        2. Cause-and-Effect Diagrams
        3. Scatter Diagrams
      3. Determine Process Drivers
        1. Correlation and Regression Analysis
        2. Least-Squares Fit
        3. Interpretation of Computer Output for Regression Analysis
        4. Analysis of Residuals
        5. Designed Experiments
    5. Chapter 16: Improve/Design Stage
      1. Define New Operating/Design Conditions
      2. Define and Mitigate Failure Modes
        1. Process Decision Program Chart
        2. Preventing Failures
        3. Failure Mode and Effects Analysis
    6. Chapter 17: Control/Verify Stage
      1. Performance Evaluation
      2. Recognition and Reward
        1. Principles of Effective Reward Systems
      3. Training
        1. Job Training
        2. Developing a Structured OJT Program
        3. Instructional Games, Simulations, and Role-Plays
  11. Part V: Management of Human Resources
    1. Chapter 18: Motivation Theories and Principles
      1. Maslow’s Hierarchy of Needs
      2. Herzberg’s Hygiene Theory
      3. Theories X, Y, and Z
    2. Chapter 19: Management Styles
      1. Judgmental Management Style
      2. Data-Based Management Style
      3. Combination Data-Based/Judgment Management Style
      4. Participatory Management Style
      5. Autocratic Management Style
      6. Management by Wandering Around
      7. Fourth Generation Management
      8. The Fifth Discipline
    3. Chapter 20: Resource Requirements to Manage the Quality Function
      1. Performance Evaluation
        1. Traditional Performance Appraisals
        2. Criticisms of Traditional Employee Appraisals
        3. Alternatives to Traditional Appraisals
      2. Professional Development
        1. Credentials
        2. Professional Certification
        3. Professional Development Courses
        4. Achieving the Goals
      3. Coaching
        1. Situations That Require Coaching to Improve Performance
        2. Forms of Coaching
  12. Appendix A: Control Chart Constants
  13. Appendix B: Control Chart Equations
  14. Appendix C: Area under the Standard Normal Curve
  15. Appendix D: Simulated Certification Exam Questions
  16. References
  17. Index