skip to content
Quality management : creating and sustaining organizational effectiveness Preview this item
ClosePreview this item
Checking...

Quality management : creating and sustaining organizational effectiveness

Author: Donna C S Summers
Publisher: Upper Saddle River, N.J. : Pearson/Prentice Hall, ©2009.
Edition/Format:   Book : English : 2nd edView all editions and formats
Database:WorldCat
Summary:
Synopsis: In a kaleidoscope, bits of glass are shown in ever-changing symmetrical patterns caused by their reflection from two or more mirrors. Saving the patterns is impossible because any movement disrupts the pattern and forms a new one. Running a business is a bit like a kaleidoscope. Decisions are made, strategies are defined and deployed, and patterns are set. Then something moves the entire system and the  Read more...
Rating:

(not yet rated) 0 with reviews - Be the first.

Subjects
More like this

 

Find a copy in the library

&AllPage.SpinnerRetrieving; Finding libraries that hold this item...

Details

Material Type: Internet resource
Document Type: Book, Internet Resource
All Authors / Contributors: Donna C S Summers
ISBN: 9780135005101 0135005108
OCLC Number: 190843428
Description: xiv, 574 p. : ill. ; 24 cm.
Contents: Organizational Effectiveness: --
What is an effective organization? --
How is an effective organization created? --
What benefits can be gained from creating an effective organization? --
Lessons learned --
Chapter questions --
Organizational Philosophy: --
What are the key philosophical elements to delighting customers and generating organizational success? --
Who are the individuals, and what are their philosophies? --
Lessons learned --
Chapter questions --
Quality Systems: --
What standards and criteria exist to support effective quality management systems? --
What is ISO 9000? --
What are supplier certification requirements? --
What is ISO 14000? --
What is Six Sigma? --
What is the Malcolm Baldrige National Quality Award? --
Lessons learned --
Chapter questions --
Creating A Customer Focus: --
Why is a focus on customers so important? --
How do customers define quality? --
How do customers define value? --
What is the difference between satisfaction and perceived value? --
Why is it important to understand how the customer views the process? --
How does an effective organization create an unwavering focus on customers' requirements, needs, and expectations? --
How do effective organizations know what their customers want? --
How do effective organizations capture the voice of the customer and turn that voice into actions that drive customer-perceived value? --
How can the Malcolm Baldrige National Quality Award criteria help an organization create a more effective customer focus? --
Lessons learned --
Chapter questions --
Organizational Leadership --
What is expected of leaders? --
How do effective leaders create an organizational culture focused on creating value for their customers? --
How do effective leaders translate the vision and mission into day-to-day activities? --
What are the different leadership styles of effective leaders? --
How do effective leaders manage by fact and with knowledge of variation? --
How do effective leaders practice ethical behavior and good citizenship? --
How can the Malcolm Baldrige National Quality Award criteria help an organization's leadership become more effective? --
Lessons learned --
Chapter questions --Strategic Planning: --
What is strategic planning? --
How do strategic plans give an effective organization a competitive edge? --
How do strategic plans support customer satisfaction and perceived value? --
How are strategic plans created? --
How do effective leaders create organizational alignment through strategy deployment? --
How can the Malcolm Baldrige National Quality Award criteria help an organization's leadership create effective strategic plans? --
Lessons learned --
Chapter questions --
Human Resource Development And Management: --
How do employees create an effective organization? --
How do effective employees enable an organization to create value for their customers? --
How do leaders in effective organizations motivate employees? --
How do leaders in effective organizations manage change? --
What modifications do effective organizations make to their reward system to support the desired culture? --
What types of education and training do effective organizations provide for their employees in order to remain competitive? --
How do effective organizations use teams? --
How do individual personalities affect team performance? --
What needs to happen in order to have effective meetings? --
How can the Malcolm Baldrige National Quality Award criteria help an organization's human resources become more effective? --
Lessons learned --
Chapter questions --
Managing The Supply Chain: --
What is a supply chain? --
What are the benefits of effective supply chain management? --
What are the elements of effective supply chain management? --
What challenges face the development of an effective supply chain? --
How does supply chain management relate to the Malcolm Baldrige National Quality Award? --
Lessons learned --
Chapter questions --
Measures Of Organizational Success: --
Why measure? --
What are good measures of performance? --
How are measures of performance utilized in an effective organization? --
What are the goals of a measurement system? --
What roles does the cost of quality information play in an effective organization? --
How are quality costs defined? --
What types of quality costs exist? --
What does a formal quality cost measurement system look like? --
How are quality costs utilized for decision making? --
How do the Malcolm Baldrige National Quality Award criteria support measurement, analysis, and knowledge management for effective organizations? --
Lessons learned --
Chapter questions --
Benchmarking --
How does benchmarking help an effective organization measure its success? --
What is the purpose of benchmarking? --
What types of benchmarking can be performed? --
What are the benefits of benchmarking? --
What are the different standards for comparison? --
How is benchmarking done? --
How do the Malcolm Baldrige National Quality Award criteria view benchmarking? --
Lessons learned --
Chapter questions --
Process Management: --
What is a process? --
How are key processes identified? --
What is the difference between a functionally structured organization and a process-focused organization? --
Why do functionally structured organizations have more difficulty focusing on key processes? --
What benefits does a process orientation provide? --
How do well-managed processes create value and generate customer satisfaction? --
How are processes improved? --
Why is it important to determine the objective of the process as it relates to the customer? --
Why is it important to identify the boundaries of the process? --
Why is it important to involve individuals from key activities in the process improvement effort? --
What is meant by process ownership? --
Why is it necessary to create a process map by identifying all of the activities in the process? --
Why should an effort be made to separate the non-value-added activities from the value-added activities? --
Why should non-value-added activities be eliminated? --
What is variation, and why should it be eliminated? --
Why is it critical to determine whether the remaining value-added activities are truly the "best practice"? --
Why should the process be redesigned using the knowledge gained during the improvement effort? --
How do the Malcolm Baldrige National Quality Award criteria support process management? --
Lessons learned --
Chapter questions --
Lean Tools And Techniques: --
What is lean thinking? --
What is value stream process mapping? --
What is kaizen? --
What are the five Ss? --
What is kanban (pull inventory management)? --
What is error proofing (poka-yoke)? --
What is productive maintenance? --
What is setup time reduction (single minute exchange of dies [SMED])? --
What are reduced batch sizes (single piece flow)? --
What is line balancing? --
What is schedule leveling? --
What is standardized work? --
What is visual management? --
Lessons learned --
Chapter questions --Problem-Solving Tools And Techniques: --
How does an effective organization make value-driven improvements? --
What are typical steps in a problem-solving process? --
What happens during the "plan" phase? --
What happens during the "do" phase? --
What happens during the "study" phase? --
What happens during the "act" phase? --
Lessons learned --
Chapter questions --
Project Management: --
Why do organizations engage in project management? --
What are the characteristics of a project? --
How are projects selected? --
What is a project proposal? --
What are the components of an effective project proposal? --
What are the characteristics of clear project goals and objectives? --
What are the components of an effective project plan? --
How are projects scheduled? --
How are resources budgeted? --
What are contingency plans and change control systems? --
What is project control? --
What must a project manager do in order to be effective? --
Lessons learned --
Chapter questions --
Business Results: --
Why are business results key to effective organizations? --
How does auditing allow an effective organization to see its progress? --
What types of audits exist? --
How is an audit designed? --
What do effective organizations audit? --
What happens when the audit is over? --
How do the Malcolm Baldrige National Quality Award criteria encourage a focus on business results? --
Lessons learned --
Chapter questions --
Appendix 1: Z Tables --
Appendix 2: X and R Chart Factors --
Appendix 3: Malcolm Baldrige National Quality Award organizational effectiveness evaluation --
Appendix 4: Websites for quality --
Appendix 5: Attribute charts --
Glossary --
Answers to selected problems --
Bibliography --
Index.
Responsibility: Donna C.S. Summers.
More information:

Abstract:

Synopsis: In a kaleidoscope, bits of glass are shown in ever-changing symmetrical patterns caused by their reflection from two or more mirrors. Saving the patterns is impossible because any movement disrupts the pattern and forms a new one. Running a business is a bit like a kaleidoscope. Decisions are made, strategies are defined and deployed, and patterns are set. Then something moves the entire system and the process must begin all over again. In an ever-changing world, quality management and its philosophies, tools, and techniques help organization manage their business effectively. The second edition includes the following chapters: Supply Chain Management; Lean Principles; Benchmarking. Significant new material focuses on the following: Customers; Value Chains; Process Improvement; Ethics in Business; Lean Management; Supply Chain Management. A special feature in each chapter, How do we know it's working?, provides insights into a real organization's pursuit of excellence.

Reviews

User-contributed reviews
Retrieving GoodReads reviews...
Retrieving DOGObooks reviews...

Tags

All user tags (3)

View most popular tags as: tag list | tag cloud

Confirm this request

You may have already requested this item. Please select Ok if you would like to proceed with this request anyway.

Linked Data


<http://www.worldcat.org/oclc/190843428>
library:oclcnum"190843428"
library:placeOfPublication
rdf:typeschema:Place
schema:name"Upper Saddle River, N.J."
library:placeOfPublication
owl:sameAs<info:oclcnum/190843428>
rdf:typeschema:Book
rdfs:seeAlso
schema:about
schema:about
schema:about
schema:about
schema:about
schema:about
schema:about
schema:about
schema:author
schema:bookEdition"2nd ed."
schema:copyrightYear"2009"
schema:datePublished"2009"
schema:description"Synopsis: In a kaleidoscope, bits of glass are shown in ever-changing symmetrical patterns caused by their reflection from two or more mirrors. Saving the patterns is impossible because any movement disrupts the pattern and forms a new one. Running a business is a bit like a kaleidoscope. Decisions are made, strategies are defined and deployed, and patterns are set. Then something moves the entire system and the process must begin all over again. In an ever-changing world, quality management and its philosophies, tools, and techniques help organization manage their business effectively. The second edition includes the following chapters: Supply Chain Management; Lean Principles; Benchmarking. Significant new material focuses on the following: Customers; Value Chains; Process Improvement; Ethics in Business; Lean Management; Supply Chain Management. A special feature in each chapter, How do we know it's working?, provides insights into a real organization's pursuit of excellence."
schema:description"Organizational Effectiveness: -- What is an effective organization? -- How is an effective organization created? -- What benefits can be gained from creating an effective organization? -- Lessons learned -- Chapter questions -- Organizational Philosophy: -- What are the key philosophical elements to delighting customers and generating organizational success? -- Who are the individuals, and what are their philosophies? -- Lessons learned -- Chapter questions -- Quality Systems: -- What standards and criteria exist to support effective quality management systems? -- What is ISO 9000? -- What are supplier certification requirements? -- What is ISO 14000? -- What is Six Sigma? -- What is the Malcolm Baldrige National Quality Award? -- Lessons learned -- Chapter questions -- Creating A Customer Focus: -- Why is a focus on customers so important? -- How do customers define quality? -- How do customers define value? -- What is the difference between satisfaction and perceived value? -- Why is it important to understand how the customer views the process? -- How does an effective organization create an unwavering focus on customers' requirements, needs, and expectations? -- How do effective organizations know what their customers want? -- How do effective organizations capture the voice of the customer and turn that voice into actions that drive customer-perceived value? -- How can the Malcolm Baldrige National Quality Award criteria help an organization create a more effective customer focus? -- Lessons learned -- Chapter questions -- Organizational Leadership -- What is expected of leaders? -- How do effective leaders create an organizational culture focused on creating value for their customers? -- How do effective leaders translate the vision and mission into day-to-day activities? -- What are the different leadership styles of effective leaders? -- How do effective leaders manage by fact and with knowledge of variation? -- How do effective leaders practice ethical behavior and good citizenship? -- How can the Malcolm Baldrige National Quality Award criteria help an organization's leadership become more effective? -- Lessons learned -- Chapter questions --Strategic Planning: -- What is strategic planning? -- How do strategic plans give an effective organization a competitive edge? -- How do strategic plans support customer satisfaction and perceived value? -- How are strategic plans created? -- How do effective leaders create organizational alignment through strategy deployment? -- How can the Malcolm Baldrige National Quality Award criteria help an organization's leadership create effective strategic plans? -- Lessons learned -- Chapter questions -- Human Resource Development And Management: -- How do employees create an effective organization? -- How do effective employees enable an organization to create value for their customers? -- How do leaders in effective organizations motivate employees? -- How do leaders in effective organizations manage change? -- What modifications do effective organizations make to their reward system to support the desired culture? -- What types of education and training do effective organizations provide for their employees in order to remain competitive? -- How do effective organizations use teams? -- How do individual personalities affect team performance? -- What needs to happen in order to have effective meetings? -- How can the Malcolm Baldrige National Quality Award criteria help an organization's human resources become more effective? -- Lessons learned -- Chapter questions -- Managing The Supply Chain: -- What is a supply chain? -- What are the benefits of effective supply chain management? -- What are the elements of effective supply chain management? -- What challenges face the development of an effective supply chain? -- How does supply chain management relate to the Malcolm Baldrige National Quality Award? -- Lessons learned -- Chapter questions -- Measures Of Organizational Success: -- Why measure? -- What are good measures of performance? -- How are measures of performance utilized in an effective organization? -- What are the goals of a measurement system? -- What roles does the cost of quality information play in an effective organization? -- How are quality costs defined? -- What types of quality costs exist? -- What does a formal quality cost measurement system look like? -- How are quality costs utilized for decision making? -- How do the Malcolm Baldrige National Quality Award criteria support measurement, analysis, and knowledge management for effective organizations? -- Lessons learned -- Chapter questions -- Benchmarking -- How does benchmarking help an effective organization measure its success? -- What is the purpose of benchmarking? -- What types of benchmarking can be performed? -- What are the benefits of benchmarking? -- What are the different standards for comparison? -- How is benchmarking done? -- How do the Malcolm Baldrige National Quality Award criteria view benchmarking? -- Lessons learned -- Chapter questions -- Process Management: -- What is a process? -- How are key processes identified? -- What is the difference between a functionally structured organization and a process-focused organization? -- Why do functionally structured organizations have more difficulty focusing on key processes? -- What benefits does a process orientation provide? -- How do well-managed processes create value and generate customer satisfaction? -- How are processes improved? -- Why is it important to determine the objective of the process as it relates to the customer? -- Why is it important to identify the boundaries of the process? -- Why is it important to involve individuals from key activities in the process improvement effort? -- What is meant by process ownership? -- Why is it necessary to create a process map by identifying all of the activities in the process? -- Why should an effort be made to separate the non-value-added activities from the value-added activities? -- Why should non-value-added activities be eliminated? -- What is variation, and why should it be eliminated? -- Why is it critical to determine whether the remaining value-added activities are truly the "best practice"? -- Why should the process be redesigned using the knowledge gained during the improvement effort? -- How do the Malcolm Baldrige National Quality Award criteria support process management? -- Lessons learned -- Chapter questions -- Lean Tools And Techniques: -- What is lean thinking? -- What is value stream process mapping? -- What is kaizen? -- What are the five Ss? -- What is kanban (pull inventory management)? -- What is error proofing (poka-yoke)? -- What is productive maintenance? -- What is setup time reduction (single minute exchange of dies [SMED])? -- What are reduced batch sizes (single piece flow)? -- What is line balancing? -- What is schedule leveling? -- What is standardized work? -- What is visual management? -- Lessons learned -- Chapter questions --Problem-Solving Tools And Techniques: -- How does an effective organization make value-driven improvements? -- What are typical steps in a problem-solving process? -- What happens during the "plan" phase? -- What happens during the "do" phase? -- What happens during the "study" phase? -- What happens during the "act" phase? -- Lessons learned -- Chapter questions -- Project Management: -- Why do organizations engage in project management? -- What are the characteristics of a project? -- How are projects selected? -- What is a project proposal? -- What are the components of an effective project proposal? -- What are the characteristics of clear project goals and objectives? -- What are the components of an effective project plan? -- How are projects scheduled? -- How are resources budgeted? -- What are contingency plans and change control systems? -- What is project control? -- What must a project manager do in order to be effective? -- Lessons learned -- Chapter questions -- Business Results: -- Why are business results key to effective organizations? -- How does auditing allow an effective organization to see its progress? -- What types of audits exist? -- How is an audit designed? -- What do effective organizations audit? -- What happens when the audit is over? -- How do the Malcolm Baldrige National Quality Award criteria encourage a focus on business results? -- Lessons learned -- Chapter questions -- Appendix 1: Z Tables -- Appendix 2: X and R Chart Factors -- Appendix 3: Malcolm Baldrige National Quality Award organizational effectiveness evaluation -- Appendix 4: Websites for quality -- Appendix 5: Attribute charts -- Glossary -- Answers to selected problems -- Bibliography -- Index."
schema:exampleOfWork<http://worldcat.org/entity/work/id/198749529>
schema:inLanguage"en"
schema:name"Quality management : creating and sustaining organizational effectiveness"
schema:numberOfPages"574"
schema:publisher
schema:workExample
schema:workExample

Content-negotiable representations

Close Window

Please sign in to WorldCat 

Don't have an account? You can easily create a free account.