Table of Contents
Chapter 1: Total Quality Management: An Overview
1.6 How can Effective TQM Change the Situation?
1.7 Quality of Design Versus Quality of Conformance
1.8 Changing Criteria of Quality
1.9 The Five Approaches to Quality
1.11 When to Use the PDCA Cycle
1.12 Variations of PDCA Terminology
1.13 Deming’s Fourteen Points to Improve Quality
1.14 Deming System of Profound Knowledge
Chapter 2: Evolution of Total Quality Management
2.2 The Historical Development of TQM
2.3 Quality Management in the Japanese Scenario
2.4 Post-Deming/Juran Quality Scenario
3.6 Prasanta Chandra Mahalanobis
4.2 Definitions for Leadership
4.5 Leadership and Goal Setting
4.6 Characteristics of Quality Leaders
4.7 Warren Bennis Principles of Great Teams
4.8 The Seven Habits of Highly Effective Leaders
4.9 The Ten Commandments of cGMPs (Current Good Manufacturing Practices)
4.11 Fifteen Thoughts of Chanakya
4.12 Wilkie’s Leadership Qualities
4.13 Leadership Responsibilities
4.15 Contributors for Moral Leadership
4.16 Role of Top Management in Quality Management
4.17 Leadership and Knowledge of Psychology
4.18 Case Studies on Leadership Qualities
4.19 Some Quotations on Leadership
Chapter 5: Scientific Management
5.1 TQM and Scientific Management
5.3 Evolution of Management Thinking
5.4 Phases of Growth of Management Thinking
5.5 Early Pioneers in Management Thinking– Pre-19th Century
5.6 Concepts of Scientific Management
5.7 Specific Aims of Scientific Management
5.8 Advantages of Scientific Management
5.9 Misconceptions of Scientific Management
5.10 Resistance to Scientific Management
Chapter 6: System Approach to Management Theory
6.1 Development of System Approach
6.6 Elements of Control in System Approach
6.7 Effect of Environment on the Systems
6.10 Relationship Between the Systems and Subsystems
6.11 Combination of Subsystems
6.14 Summary of the Features of Management as a System
6.16 Problem Analysis and Decision-Making
6.17 Characteristics of Decision-Making
6.18 Situations Under Which Decisions are Taken
6.19 Classifications of Decisions
6.20 Different Approaches to Decision-Making
6.23 Systematic Decision-Making
6.24 Proper Management Decision and Proper Engineering Design
7.4 Methodologies for Strategic Planning
)7.7 Definitions of Strategic Planning
7.8 Strategic Planning Elements
7.9 Besterfield’s Seven Steps of Strategic Planning
7.10 Strategy Development and Strategy Deployment
7.11 Effectiveness of the Strategic Planning
7.12 The Four Perspectives for Translating Strategy into Operating Process
7.15 Organizing for Strategic Planning
7.17 Mission and Vision Statements
7.18 Caution in the Application of Strategic Planning
8.2 Forces Leading to the Concept
8.3 The Categories of Quality Costs
8.5 Cost of Lost Opportunities
8.7 Tangible and Intangible Costs
8.8 Visible Costs and Invisible Costs
8.10 Case Studies on Research Done in the Area of Quality Costing
8.11 Suggested Model for Quality Costing
8.12 Sources for Collecting Quality Cost Data
8.13 Uses of Quality Cost Analysis
8.15 Quality Conformance Level
8.16 Top Management Role in Containing Quality Costs
8.18 Responsibility of Top Management for Product Safety
8.19 Case Study on Quality Cost
Chapter 9: Organization for TQM
9.2 What Needs to Be Organized in the Quality Function?
9.3 Principles of Organization
9.4 Classes of Organizational Structures
9.5 Organization for the Quality Function
9.7 Decentralized Organization
9.8 Matrix Type of Organization
9.9 Factors to Be Considered in Deciding the Manpower Requirement
9.10 Size and Type of an Organization
Chapter 10: Customer Satisfaction
10.1 Sellers’ Market Versus Buyers’ Market
10.3 Position of the Customer in an Organization
10.4 Customer’s Perception of Quality
10.9 Kano Model of Customer Satisfaction
10.10 American Customer Satisfaction Index
10.13 Factors for Establishing Loyal Customers
10.15 How Companies Lose Their Customers
10.17 Customer and Quality Service
10.18 The Key Elements of Service Quality
10.19 Customer Retention Versus Employee Morale
10.20 Action to be Taken to Handle Customer Complaints
10.21 Healthy Practices by Customer Focused Organizations
10.22 Customer Code of Ethics to be Followed
10.23 Recently Held International Quality Symposia
Chapter 11: Total Employee Involvement
11.1 What is Total Employee Involvement?
11.3 Employee Involvement Strategies
11.7 Effect of Worker Representation on Productivity
11.8 How to Successfully Implement a Change
11.9 Theodore Kinni’s Eight Tips for Achieving Motivated Workforce
11.10 Benefits of Employee Involvement
11.11 Role of Senior Management in Employee Involvement
11.13 Forms of Recognition and Rewards
11.14 Criteria for Effective Recognition of Employees
11.15 Advantages of Effective Rewarding Systems
Appendix A Case Study on Worker Involvement
Chapter 12: Supplier Partnership
12.2 Traditional Versus TQM Oriented Vendor Relations
12.5 Principles of Customer/Supplier Relations
12.6 The Three Primary and Necessary Requirements for Partnering
12.7 Multiple Supplier Partnership
12.8 Advantages of Supplier Partnership
12.14 Benefits of Supplier Rating
12.15 Lean Inspection Through Supplier Partnership
12.16 Vendor Managed Inventory
12.17 Retailer Supplier Partnership
12.18 Impact of Supplier Partnership on Inventory Norms
Chapter 13: Total Productive Maintenance
13.5 TPM is an Extension of TQM
13.7 The Seven Types of Abnormalities
13.10 Why Operatives Fail to Adapt TPM as a Way of Life?
13.12 Overall Equipment Effectiveness (OEE)
13.13 The Six Losses From Poor OEE
13.14 The Three Levels of Autonomous Maintenance in TPM
13.16 Procedure for the Implementation of TPM
13.17 Maintenance Work Sampling
Checklist for JIPE’s Productive Maintenance Excellence Award
14.2 International Quality Awards
14.3 International Quality Award Trio
14.5 Malcolm Baldrige National Quality Award
14.7 Australian Business Excellence Award
14.8 Canadian Award for Business Excellence (CABE)
14.9 Rajiv Gandhi National Quality Award
14.10 Golden Peacock National Quality Award
14.11 IMC-Ramakrishna Bajaj National Quality Award (IMCRBNQA)
14.13 National Quality/Business Excellence Awards in Different Countries
14.14 Basic Differences Among the Award Trio
Appendix 14.1 Recipients of Deming Application Prizes From 1998
Appendix 14.2 Some International Awards Including Quality Awards
Appendix 14.3 Recipients of Rajiv Gandhi National Quality Award
Appendix 14.4 Recipients of NIQR Awards in 2014
Appendix 14.5 Recipients of Golden Peacock Awards
15.1 What is a Quality Circle?
15.2 Origin of Quality Circles
15.5 Significance of Quality Circles
15.6 Objectives of Quality Circles
15.7 Nature of Problems That Can be Solved by Quality Circles
15.8 Ten Conditions for Successful Quality Circles
15.9 Road Map to be followed in a Quality Circle Meeting
15.10 Characteristics of an Effective Quality Circle Meeting
15.11 Structure of a Quality Circle
Chapter 16: Fundamentals of Statistics— Part I
16.2 Role of Statistics in Analysis
16.4 Elements of Statistical Techniques
16.5 Methods of Collecting Data
16.11 Single Dimensional Diagrams—Bar Charts
16.19 Measures of Central Tendency
16.22 Geometric Mean, Quadratic Mean, and Harmonic Mean
Chapter 17: Fundamentals of Statistics— Part II
17.3 Relation between Correlation and Regression
Chapter 18: Process Capability
18.1 Statistical Process Control
18.6 One-Sided and Two-Sided Specifications
18.8 Recommended Minimum Values of Cpk
19.1 Definitions of Inspection
19.3 Steps Involved in Inspection
19.4 Classifications of Inspection Methods
19.7 Single and Double Sampling Inspection
19.8 In Process Inspection and Final Inspection
19.10 Normal Jobs of a Quality Control Inspector
19.11 Requirements of an Inspector
Chapter 20: Seven Traditional Tools of TQM
20.2 Check Sheets and Checklists
Chapter 21: The Seven Modern Tools of TQM
21.1 The Seven Traditional Tools of TQM
21.2 The Seven Modern TQM Tools
21.3 Affinity Diagram (KJ Method)
21.4 Interrelationship Diagraph
21.7 Process Decision Program Chart
21.9 Single Minute Exchange of Dies
21.9.3 Factors Stressed Upon by Shigeo Shingo, the Originator of SMED
21.12 Models That Can be Used to Represent a Problem
21.13 Other Analytical Testing Methods for Safety
Chapter 22: Kaizen and Continuous Improvement
22.2 Significance of Kaizen in Continuous Improvement
22.3 Why Continuous Improvement?
22.4 Some Illustrations of the Continuous Process Improvements
22.6 Requirements for Continuous Improvement
22.7 Industrial Engineering Principles vs. Kaizen Principles
22.10 The Principles of Creativity
22.13 Primary and Secondary Questions
22.18 Checklist for Operation Examination
22.19 Other Continuous Improvement Techniques
22.20 Case Studies on Kaizen Applications
22.21 Some Quotations on Change
23.3 9-Step Procedure for Implementing 5S
23.5 An Easy Way of Remembering the 5S Terms
24.4 Required Skills for Black Belted Experts in Six Sigma
24.5 The Concept of Six Sigma in the Context of TQM
24.6 Origin of This Confusion Between Statistical 6σ and TQM Six Sigma
24.7 Six Sigma According to General Electric
24.8 The Values of the Defect Percentages
24.9 Methodologies for Six Sigma
24.10 DMAIC Methodology for Six Sigma
24.12 Detailed Methodology of DMAIC
24.13 Organizing for Six Sigma
24.14 Software Used for Six Sigma
24.15 The Case Study of Mumbai Dabbawalas
25.2 Components of Lean Management
25.3 Definitions on Lean Management
25.4 Evolution of Lean Concept
25.5 The House of Lean Management
25.6 What can Lean Management Achieve?
25.7 Increased Reliability with Lean Management
25.8 The Eight Losses in Manufacturing Leading to Lean Management
25.9 The 5 Key Drivers in Lean Management System
25.10 The 8 Ps of Lean Thinking
25.11 Lean Enterprise Implementation Processes and Tools
25.12 Road Map for Lean Management
25.13 Illustration of a Pit Shop Maintenance Situation
Chapter 26: Failure Modes and Effects Analysis
26.1 Uncertainties During Development
26.2 Failure Modes and Effects Analysis
26.3 History of the Development of FMEA
26.4 Multiple Causes and Effects Involved in FMEA
26.7 Basic Terms of Reference in FMEA
26.10 Responsibility for Action
Chapter 27: Reliability Engineering
27.2 General Causes for Poor Reliability
27.3 Distinguishing Between Quality and Reliability
27.7 Principles of Reliability Engineering
27.11 Statistical Distribution Curves of Failures
27.12 Probability Density Function
27.13 Procedure of Establishing Reliability Based Product Quality
Chapter 28: Business Process Reengineering
28.1 History of Business Process Reengineering
28.2 Definitions of Business Process Reengineering
28.3 Business Process Reengineering as a TQM Technique
28.4 The Role of Information Technology
28.5 Methodology for BPR (Fig. 28.1)
28.6 Process Reengineering Life Cycle Approach for BPR
28.8 Satisfactory Underperformance
28.10 Business Process Management
29.2 Definitions for Benchmarking
29.4 Some of the Parameters That Can be Benchmarked
29.5 General Concept of Benchmarking
29.8 Different Approaches to Benchmarking
29.11 Advantages of Benchmarking
29.12 Limitations of Benchmarking
29.13 Professional Associations and Institutions Exclusively for Benchmarking
Chapter 30: Quality Function Deployment
30.1 Why Quality Function Deployment?
30.4 Issues That Would be Addressed by QFD
30.6 Building a House of Quality
30.8 Voice of the Organization
30.9 Framework for House of Quality
30.10 Building Up of House of Quality
Chapter 31: Quality Loss Function
31.3 History of the Development of the Concept of the Loss Function
31.6 Off-Line Quality Control Rule for Manufacturing
Chapter 32: Design for Quality
32.3 Acronyms for Methodologies Akin to DMAIC
33.1 What is Value Engineering?
33.2 Definitions of Value Engineering
33.3 History of Value Engineering
33.6 Objectives of Value Engineering
33.7 Typical Benefits of Value Engineering Projects
33.8 Functions of a Product as the Customer Wants It
33.9 Functional Value of a Product Versus Other Values
33.10 Methodology of Value Engineering
33.11 Function Analysis System Technique
Chapter 34: ISO 9000 Quality Systems
34.1 Need for Quality Management Systems
34.2 International Organization for Standardization
34.3 ISO 9000 Series of Quality Standards
34.4 Evolution of ISO 9000 Family of Standards
34.7 Requirements as Specified by ISO 9000
34.8 Bureau of Indian Standards
34.9 Vision and Mission Statement
34.11 Objectives, Goals, and Action Plans
34.12 SOP—Standard Operating Procedures
34.13 Specific Features of ISO 9004
34.14 Steps to be Followed for Getting ISO Certification
34.15 Benefits of ISO 9001-2000 and TS 16949 Quality Systems
34.17 2015 Revision of ISO 9000 Series
34.18 The Six Stages of the Release of the 2015 Revision
34.19 Revision of ISO 9000 in 2015
Chapter 35: ISO 14000 Quality Systems
35.2 Evolution of the ISO Standards on Environmental Issues
35.3 Global Environmental Issues
35.4 Magna Carta on Environment
35.5 International Initiatives on Environmental Issues
35.6 Evolution of ISO 14000 Series
35.8 The Benefits of ISO 14000
35.9 Engineer’s Role in Environment Protection
35.10 Principles of Green Design
35.11 Basic Approaches for Resolving Environmental Problems
35.12 Guidelines for Social Responsibility
35.13 5 Rs of Wastage Utilization
Chapter 36: Terminology Used in Japanese Management Practices
36.2 Some of the Terminologies Cited in This Chapter
36.3 History of Development of Japanese Management Practices
36.7 Monozukuri and Hitozukuri
36.11 Four Wives and one Husband
36.13 5 Management Objectives of Factory Management
36.23 Single Minute Exchange of Die
36.29 Total Productive Maintenance
Annexure I: University Syllabi
1 Anna University – BE (MECH/PROD) - GE 406 - Total Quality Management
2 Anna University for MBA - GE2022 - Total Quality Management
3 Jawaharlal Nehru Technological University – Hyderabad
4 Visvesvaraya Technological University, Belgaum - 06IM72 Total Quality Management
5 Pune University - 406D - Quality Management
6 Sivaji Univ. Kolhapur, BE MECH, Total Quality Management
7 Uttar Pradesh Technical University - EME-041: Total Quality Management
8 M.J.P. Rohilkhand University, Bareilly: MBA(GEN.) CN-405 Total Quality Management
9 VTU - Total Quality Management
10 Mahatma Gandhi University, Meghalaya
11 West Bengal University - ME 821: Total Quality Management
12 Madras University for Master of Business Administration
13 Tamil Nadu Open University MBA - MSP 61 - Total Quality Management Paper
14 Indian Institute of Plant Engineers - Diploma in Plant Engineering & Management
15 Middle East Technical University
17 St. Martin University, Washington State
18 University of Kokybės Vadybos (Lithuanian University)
19 University of Hradec Kralove & University of Pardubice (Czechoslovakia)
20 Cork Institute of Technology
21 A. AU & BPGTQM as a Course with 3 Quality Related Papers