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The management and control of quality

Author: James R Evans; William M Lindsay
Publisher: Cincinnati, Ohio : South-Western, ©2002.
Edition/Format:   Print book : English : 5th edView all editions and formats
Summary:
Accompanying CD-ROM contains case studies, web links, a glossary, simulations for teaching concepts, and spreadsheet templates in Microsoft Excel formats.
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Additional Physical Format: Online version:
Evans, James R. (James Robert), 1950-
Management and control of quality.
Cincinnati, Ohio : South-Western, ©2002
(OCoLC)761235155
Document Type: Book
All Authors / Contributors: James R Evans; William M Lindsay
ISBN: 0324066805 9780324066807
OCLC Number: 123105633
Description: xxi, 838, [52] pages : illustrations ; 26 cm + 1 computer optical disc (4 3/4 in.)
Contents: 7: Process management --
Scope of process management --
Quality Profile: Boeing airlift and tanker programs --
Leading practices --
Quality Profile: IBM Rochester, Minnesota --
Quality Profile: Armstrong World Industries Building Products Operations --
Quality Profile: STMicrolectronics, Inc region Americas --
Quality Profile: 3M Dental Products Division --
Product design processes --
Quality Profile: Dana Corporation-Spicer Driveshaft Division --
Quality engineering --
Taguchi loss function --
Cost, manufacturability, and quality --
Design and public responsibilities --
Streamlining the product development process --
Quality function deployment --
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 --
Quality In Practice: Applying quality function deployment to a university --
Support service --
Quality In Practice: Gold Star Chili process management --
Cases: State University experience --
Case of failure in product development --
Collin Technologies: Support processes --
Collin Technologies: Supplier and partnering processes --
Notes --
Bibliography --
8: Performance measurement and strategic information management --
Strategic value of information --
Leading practices --
Quality Profile: Wainright Industries, Inc --
Quality Profile: Xerox Business Services --
Quality Profile: ADAC Laboratories --
Scope of performance measurement --
Balanced scorecard --
Customer-focused measures --
Financial and market measures --
Human resource measures --
Supplier and partner performance measures --
Organizational effectiveness measures --
Role of comparative data --
Designing effective performance measurement systems --
Linking measures to strategy --
Process-level measurements --
Aligning strategic and process-level measurements --
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 --
Analyzing and using performance data --
Information and analysis in the Baldrige criteria --
Quality In Practice: Measurement and data management at Xerox --
Quality In Practice: Modeling cause-and effect relationships at IBM Rochester --
Cases: Ultra-Productivity Fasteners, Part I --
Ultra-Productivity Fasteners, Part II --
Collin Technologies: Measurement of organizational performance --
Notes --
Bibliography --
Part 3: Technical Issues In Quality --
9: 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 --
Quality In Practice: Improving quality of a wave soldering process through design of experiments --
Quality In Practice: Improving process capability through statistical thinking at Alcoa --
Cases: Disciplinary citation --
Quarterly sales report --
HMO pharmacy crisis --
Hydraulic Lift Co --
Appendix --
Important probability Distributions --
Notes --
Bibliography --
10: Quality improvement --
Economic case for improvement --
Management models for quality improvement --
Classifying quality problems --
Deming Cycle --
Juran's improvement program --
Crosby program --
Creative problem solving --
Six-Sigma --
Six-Sigma metrics --
Implementing Six-Sigma --
Tools for Six-Sigma and quality improvement --
Original seven QC tools --
Poka-Yoke (mistake-proofing) --
Quality In Practice: Implementing Six-Sigma at GE Fanuc --
Quality In Practice: Process improvement on the free-throw line --
Cases: Welz Business Machines --
Readilunch Restaurant --
Notes --
Bibliography --
11: 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 --
Example of quality control: FDA's HACCP approach --
Quality control in services --
Quality In Practice: Quality control for an international wine producer --
Quality In Practice: Quality control at Dunlavy Audio Labs, Inc --
Cases: Stuart Injection Molding Company --
World-Wide Appliances --
Bloomfield Tool Co --
Notes --
Bibliography --
12: 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 --
np-Charts for number nonconforming --
Charts for defects --
Choosing between c- and u-Charts --
Summary of control chart construction --
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 --
Quality In Practice: Applying SPC to pharmaceutical product manufacturing --
Quality In Practice: Using a U-Chart in a receiving process --
Cases: La Ventana Window Company --
Murphy Trucking, Inc --
Appendix --
Statistical foundations of control charts --
Notes --
Bibliography --
13: 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 --
Quality In Practice: Testing audio components at Shure, Inc --
Quality In Practice: Software quality assurance at Los Alamos National Laboratory --
Case: Automotive air bag reliability --
Notes --
Bibliography --
4: Quality Organization --
14: 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 --
Role of employees --
Sustaining the quality organization --
Quality as a journey --
Learning organization --
Knowledge management: sharing internal best practices --
Conclusion: View toward the future --
Quality In Practice: Xerox 2000: sustaining leadership through quality --
Quality In Practice: Eastman Way --
Cases: Parable of the green lawn --
Yellow brick road to quality --
Equipto, Inc --
Notes --
Bibliography --
Appendixes A-1 --
A: Areas for the standard normal distribution --
B: Factors for control charts --
C: Random digits --
D: Binomial probabilities --
E: Poisson probabilities --
F: Values of e-in --
Solutions to even-numbered problems --
Index. Part 1: Quality System --
1: Introduction to quality --
History and importance of quality --
Age of craftsmanship --
Early twentieth century --
Post-World War II --
U S quality revolution --
Quality Profile: Xerox Corporation business products and systems --
From product quality to performance excellence --
Quality Profile: AT & T Power Systems --
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 Profile: Globe Metallurgical, Inc --
Three levels of quality --
Quality and personal values --
Quality In Practice: Xerox transformation --
Quality In Practice: Building trust through quality at Gerber --
Cases a tale of two restaurants --
Total quality business model --
Deere & Co --
Notes --
Bibliography --
2: Total quality in organizations --
Quality and systems thinking --
Quality in manufacturing --
Quality Profile: AT & T transmission systems business unit --
Manufacturing systems --
Quality Profile: Ames Rubber Corporation --
Quality Profile: Motorola, Inc --
Quality Profile: Wallace Company, Inc --
Quality in services --
Quality Profile: AT & T Universal Card Services --
Contrasts with manufacturing --
Components of service system quality --
Quality Profile: FedEx --
Quality in health care --
Quality in education --
Koalaty Kid --
Quality in higher education --
Quality in the public sector --
Quality in the federal government --
State and local quality efforts --
Quality In Practice: Service quality at the Ritz-Carlton Hotel Company --
Quality In Practice: Pinellas County Schools --
Cases: Shiny Hill Farms --
Nightmare on phone street --
Notes --
Bibliography --
3: Philosophies and frameworks --
Deming philosophy --
Foundations of the Deming philosophy --
Deming's 14 points --
Quality Profile: Zytec Corporation --
Juran philosophy --
Crosby philosophy --
Comparisons of quality philosophies --
Other quality philosophers --
A V Feigenbaum --
Kaoru Ishikawa --
Genichi Taguchi --
Quality management award frameworks --
Deming prize --
Quality Profile: Sundaram-Clayton --
Malcolm Baldrige National Quality Award --
Quality Profile: Texas Instruments Defense Systems & Electronics Group --
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 --
Quality In Practice: Ford becomes a Deming Company --
Quality In Practice: Florida Power and Light --
Cases: Reservation clerk --
Modern steel technology --
Collin Technologies: key business factors --
Notes --
Bibliography --
Part 2: Management System --
4: Focusing on customers --
Importance of customer satisfaction and loyalty --
American Customer Satisfaction Index --
Creating satisfied customers --
Leading practices --
Quality Profile: GTE Directories Corporation --
Quality Profile: BI --
Quality Profile: Eastman Chemical Company --
Identifying customers --
Customer segmentation --
Understanding customer needs --
Quality Profile: Custom Research, Inc --
Gathering customer information --
Tools for classifying customer requirements --
Customer relationship management --
Quality Profile: Southwest Airlines --
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 --
Analyzing and using customer feedback --
Why many customer satisfaction efforts fail --
Customer focus in the Baldrige award criteria --
Quality In Profile: Customer focus at Granite Rock --
Quality In Practice: Waiting time and customer satisfaction at Florida Power and Light --
Quality In Practice: Improving customer satisfaction at a software support call center --
Cases: Case of the missing reservation --
Cincinnati Veterans Administration Medical Center --
Collin Technologies: customer satisfaction and relationships --
Gold Star Chili: customer and market knowledge --
Notes --
Bibliography --
5: Leadership and strategic planning --
Leadership for quality --
Quality Profile: Milliken & Company --
Leading practices for leadership --
Quality Profile: Solectron Corporation --
Quality Profile: Marlow Industries --
Quality Profile: Westinghouse Electric commercial nuclear fuel division --
Leadership theory and practice --
Traditional leadership theories --
Contemporary concepts and emerging theories --
Applying leadership theory at The Ritz-Carlton --
Creating the leadership system --
Quality Profile: Solar Turbines, Inc --
Leadership and public responsibilities --
Strategic planning --
Quality Profile: Los Alamos National Bank --
Leading practices for strategic planning --
Quality Profile: Corning Telecommunications Products Division --
Quality Profile: AT & T Consumer Communications Services --
Strategy development --
Strategy deployment --
Seven management and planning tools --
Affinity diagrams --
Interrelationship digraph --
Tree diagrams --
Matrix diagrams --
Matrix data analysis --
Process decision program charts --
Arrow diagrams --
Leadership, strategy, and organizational structure --
Leadership and strategic planning in the Baldrige criteria --
Quality In Practice: Leadership in the virgin group --
Quality In Practice: Strategic planning and deployment at Solectron --
Cases: Teaching the Buffalo to fly: Johnsonville Foods --
Corryville Foundry Company --
Collin Technologies: Organizational leadership --
Collin Technologies: Strategic planning --
Notes --
Bibliography --
6: Human resource practices --
Scope of human resource management --
Leading practices --
Quality Profile: Sunny Fresh Foods --
Quality Profile: Trident Precision Manufacturing, Inc --
Quality Profile: Merrill Lynch Credit Corporation --
Quality Profile: Texas Nameplate Company --
Quality Profile: Dana Commercial Credit Corporation --
Linking human resource plans and business strategy --
Designing high-performance work systems --
Work and job design --
Employee involvement --
Empowerment --
Training and education --
Quality Profile: Operations Management International, Inc --
Teamwork and cooperation --
Quality Profile: KARLEE Company --
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 --
Labor relations issues --
HRM in the Internet age --
Human resource management in the Baldrige criteria --
Quality In Practice: TD Industries --
Quality In Practice: L L Bean --
Cases: Hopeful telecommuter --
TVS Partnership Proprietary, Limited, Brisbane, Australia --
Collin Technologies: work systems --
Collin Technologies: employee well-being and satisfaction --
Notes --
Bibliography.
Responsibility: James R. Evans, William M. Lindsay.

Abstract:

Accompanying CD-ROM contains case studies, web links, a glossary, simulations for teaching concepts, and spreadsheet templates in Microsoft Excel formats.

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Primary Entity

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    schema:description "Accompanying CD-ROM contains case studies, web links, a glossary, simulations for teaching concepts, and spreadsheet templates in Microsoft Excel formats."@en ;
    schema:description "Part 1: Quality System -- 1: Introduction to quality -- History and importance of quality -- Age of craftsmanship -- Early twentieth century -- Post-World War II -- U S quality revolution -- Quality Profile: Xerox Corporation business products and systems -- From product quality to performance excellence -- Quality Profile: AT & T Power Systems -- 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 Profile: Globe Metallurgical, Inc -- Three levels of quality -- Quality and personal values -- Quality In Practice: Xerox transformation -- Quality In Practice: Building trust through quality at Gerber -- Cases a tale of two restaurants -- Total quality business model -- Deere & Co -- Notes -- Bibliography -- 2: Total quality in organizations -- Quality and systems thinking -- Quality in manufacturing -- Quality Profile: AT & T transmission systems business unit -- Manufacturing systems -- Quality Profile: Ames Rubber Corporation -- Quality Profile: Motorola, Inc -- Quality Profile: Wallace Company, Inc -- Quality in services -- Quality Profile: AT & T Universal Card Services -- Contrasts with manufacturing -- Components of service system quality -- Quality Profile: FedEx -- Quality in health care -- Quality in education -- Koalaty Kid -- Quality in higher education -- Quality in the public sector -- Quality in the federal government -- State and local quality efforts -- Quality In Practice: Service quality at the Ritz-Carlton Hotel Company -- Quality In Practice: Pinellas County Schools -- Cases: Shiny Hill Farms -- Nightmare on phone street -- Notes -- Bibliography -- 3: Philosophies and frameworks -- Deming philosophy -- Foundations of the Deming philosophy -- Deming's 14 points -- Quality Profile: Zytec Corporation -- Juran philosophy -- Crosby philosophy -- Comparisons of quality philosophies -- Other quality philosophers -- A V Feigenbaum -- Kaoru Ishikawa -- Genichi Taguchi -- Quality management award frameworks -- Deming prize -- Quality Profile: Sundaram-Clayton -- Malcolm Baldrige National Quality Award -- Quality Profile: Texas Instruments Defense Systems & Electronics Group -- 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 -- Quality In Practice: Ford becomes a Deming Company -- Quality In Practice: Florida Power and Light -- Cases: Reservation clerk -- Modern steel technology -- Collin Technologies: key business factors -- Notes -- Bibliography -- Part 2: Management System -- 4: Focusing on customers -- Importance of customer satisfaction and loyalty -- American Customer Satisfaction Index -- Creating satisfied customers -- Leading practices -- Quality Profile: GTE Directories Corporation -- Quality Profile: BI -- Quality Profile: Eastman Chemical Company -- Identifying customers -- Customer segmentation -- Understanding customer needs -- Quality Profile: Custom Research, Inc -- Gathering customer information -- Tools for classifying customer requirements -- Customer relationship management -- Quality Profile: Southwest Airlines -- 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 -- Analyzing and using customer feedback -- Why many customer satisfaction efforts fail -- Customer focus in the Baldrige award criteria -- Quality In Profile: Customer focus at Granite Rock -- Quality In Practice: Waiting time and customer satisfaction at Florida Power and Light -- Quality In Practice: Improving customer satisfaction at a software support call center -- Cases: Case of the missing reservation -- Cincinnati Veterans Administration Medical Center -- Collin Technologies: customer satisfaction and relationships -- Gold Star Chili: customer and market knowledge -- Notes -- Bibliography -- 5: Leadership and strategic planning -- Leadership for quality -- Quality Profile: Milliken & Company -- Leading practices for leadership -- Quality Profile: Solectron Corporation -- Quality Profile: Marlow Industries -- Quality Profile: Westinghouse Electric commercial nuclear fuel division -- Leadership theory and practice -- Traditional leadership theories -- Contemporary concepts and emerging theories -- Applying leadership theory at The Ritz-Carlton -- Creating the leadership system -- Quality Profile: Solar Turbines, Inc -- Leadership and public responsibilities -- Strategic planning -- Quality Profile: Los Alamos National Bank -- Leading practices for strategic planning -- Quality Profile: Corning Telecommunications Products Division -- Quality Profile: AT & T Consumer Communications Services -- Strategy development -- Strategy deployment -- Seven management and planning tools -- Affinity diagrams -- Interrelationship digraph -- Tree diagrams -- Matrix diagrams -- Matrix data analysis -- Process decision program charts -- Arrow diagrams -- Leadership, strategy, and organizational structure -- Leadership and strategic planning in the Baldrige criteria -- Quality In Practice: Leadership in the virgin group -- Quality In Practice: Strategic planning and deployment at Solectron -- Cases: Teaching the Buffalo to fly: Johnsonville Foods -- Corryville Foundry Company -- Collin Technologies: Organizational leadership -- Collin Technologies: Strategic planning -- Notes -- Bibliography -- 6: Human resource practices -- Scope of human resource management -- Leading practices -- Quality Profile: Sunny Fresh Foods -- Quality Profile: Trident Precision Manufacturing, Inc -- Quality Profile: Merrill Lynch Credit Corporation -- Quality Profile: Texas Nameplate Company -- Quality Profile: Dana Commercial Credit Corporation -- Linking human resource plans and business strategy -- Designing high-performance work systems -- Work and job design -- Employee involvement -- Empowerment -- Training and education -- Quality Profile: Operations Management International, Inc -- Teamwork and cooperation -- Quality Profile: KARLEE Company -- 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 -- Labor relations issues -- HRM in the Internet age -- Human resource management in the Baldrige criteria -- Quality In Practice: TD Industries -- Quality In Practice: L L Bean -- Cases: Hopeful telecommuter -- TVS Partnership Proprietary, Limited, Brisbane, Australia -- Collin Technologies: work systems -- Collin Technologies: employee well-being and satisfaction -- Notes -- Bibliography."@en ;
    schema:description "7: Process management -- Scope of process management -- Quality Profile: Boeing airlift and tanker programs -- Leading practices -- Quality Profile: IBM Rochester, Minnesota -- Quality Profile: Armstrong World Industries Building Products Operations -- Quality Profile: STMicrolectronics, Inc region Americas -- Quality Profile: 3M Dental Products Division -- Product design processes -- Quality Profile: Dana Corporation-Spicer Driveshaft Division -- Quality engineering -- Taguchi loss function -- Cost, manufacturability, and quality -- Design and public responsibilities -- Streamlining the product development process -- Quality function deployment -- 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 -- Quality In Practice: Applying quality function deployment to a university -- Support service -- Quality In Practice: Gold Star Chili process management -- Cases: State University experience -- Case of failure in product development -- Collin Technologies: Support processes -- Collin Technologies: Supplier and partnering processes -- Notes -- Bibliography -- 8: Performance measurement and strategic information management -- Strategic value of information -- Leading practices -- Quality Profile: Wainright Industries, Inc -- Quality Profile: Xerox Business Services -- Quality Profile: ADAC Laboratories -- Scope of performance measurement -- Balanced scorecard -- Customer-focused measures -- Financial and market measures -- Human resource measures -- Supplier and partner performance measures -- Organizational effectiveness measures -- Role of comparative data -- Designing effective performance measurement systems -- Linking measures to strategy -- Process-level measurements -- Aligning strategic and process-level measurements -- 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 -- Analyzing and using performance data -- Information and analysis in the Baldrige criteria -- Quality In Practice: Measurement and data management at Xerox -- Quality In Practice: Modeling cause-and effect relationships at IBM Rochester -- Cases: Ultra-Productivity Fasteners, Part I -- Ultra-Productivity Fasteners, Part II -- Collin Technologies: Measurement of organizational performance -- Notes -- Bibliography -- Part 3: Technical Issues In Quality -- 9: 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 -- Quality In Practice: Improving quality of a wave soldering process through design of experiments -- Quality In Practice: Improving process capability through statistical thinking at Alcoa -- Cases: Disciplinary citation -- Quarterly sales report -- HMO pharmacy crisis -- Hydraulic Lift Co -- Appendix -- Important probability Distributions -- Notes -- Bibliography -- 10: Quality improvement -- Economic case for improvement -- Management models for quality improvement -- Classifying quality problems -- Deming Cycle -- Juran's improvement program -- Crosby program -- Creative problem solving -- Six-Sigma -- Six-Sigma metrics -- Implementing Six-Sigma -- Tools for Six-Sigma and quality improvement -- Original seven QC tools -- Poka-Yoke (mistake-proofing) -- Quality In Practice: Implementing Six-Sigma at GE Fanuc -- Quality In Practice: Process improvement on the free-throw line -- Cases: Welz Business Machines -- Readilunch Restaurant -- Notes -- Bibliography -- 11: 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 -- Example of quality control: FDA's HACCP approach -- Quality control in services -- Quality In Practice: Quality control for an international wine producer -- Quality In Practice: Quality control at Dunlavy Audio Labs, Inc -- Cases: Stuart Injection Molding Company -- World-Wide Appliances -- Bloomfield Tool Co -- Notes -- Bibliography -- 12: 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 -- np-Charts for number nonconforming -- Charts for defects -- Choosing between c- and u-Charts -- Summary of control chart construction -- 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 -- Quality In Practice: Applying SPC to pharmaceutical product manufacturing -- Quality In Practice: Using a U-Chart in a receiving process -- Cases: La Ventana Window Company -- Murphy Trucking, Inc -- Appendix -- Statistical foundations of control charts -- Notes -- Bibliography -- 13: 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 -- Quality In Practice: Testing audio components at Shure, Inc -- Quality In Practice: Software quality assurance at Los Alamos National Laboratory -- Case: Automotive air bag reliability -- Notes -- Bibliography -- 4: Quality Organization -- 14: 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 -- Role of employees -- Sustaining the quality organization -- Quality as a journey -- Learning organization -- Knowledge management: sharing internal best practices -- Conclusion: View toward the future -- Quality In Practice: Xerox 2000: sustaining leadership through quality -- Quality In Practice: Eastman Way -- Cases: Parable of the green lawn -- Yellow brick road to quality -- Equipto, Inc -- Notes -- Bibliography -- Appendixes A-1 -- A: Areas for the standard normal distribution -- B: Factors for control charts -- C: Random digits -- D: Binomial probabilities -- E: Poisson probabilities -- F: Values of e-in -- Solutions to even-numbered problems -- Index."@en ;
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<http://viaf.org/viaf/75390654> # William M. Lindsay
    a schema:Person ;
    schema:familyName "Lindsay" ;
    schema:givenName "William M." ;
    schema:name "William M. Lindsay" ;
    .

<http://worldcat.org/isbn/9780324066807>
    a schema:ProductModel ;
    schema:isbn "0324066805" ;
    schema:isbn "9780324066807" ;
    .

<http://www.worldcat.org/oclc/761235155>
    a schema:CreativeWork ;
    rdfs:label "Management and control of quality." ;
    schema:description "Online version:" ;
    schema:isSimilarTo <http://www.worldcat.org/oclc/123105633> ; # The management and control of quality
    .


Content-negotiable representations

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