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Chapter
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1
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Introduction
to Managing Quality
Quality
matters because your customers want the same quality that
you expect as a customer. Different tastes and quality. Quality
in one product drives expectations for quality in another.
Quality in the business-to-business sector. |
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2
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What
is Managing Quality?
Defining
"your" quality What is the most basic way to determine
your quality requirements? How do you achieve, manage, or
improve quality? |
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3
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Evolution
of Managing Quality
Quality
since the beginning of civilization. The drivers of change
in quality expectations. Pre-modern quality management: Scientific
Management and Frederick Taylor War and quality.
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4
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E-Dimension:
Managing Quality
End-use customers, retail or B2B (business-to-business) customers
can comparison-shop like they never could before Virtual quality
improvement processes Sun Microsystems. The e-dimension of
ISO 9000. |
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5
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The
Global Dimension
ISO
9000 puts the global stamp on quality management Global quality
comes to Main Street. Quality and affordable cost are now
seen as, or expected to be, universal customer requirements.
Issues of confusion and tension: which standard do I sign
up for? |
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6
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The
State of the Art
Quality's
mixed record: pays handsomely for some and not for others.
What were the experts saying? |
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7
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Managing
Quality In Practice
In
the US: Three simple tools with big results In the United
Kingdom: Prudential Assurance Company In the US: Solectron
Technology In India: Sundaram-Clayton. |
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8
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Key
Concepts and Thinkers
Definitively
defining quality. The customer defined Getting to what's important
from the customers. |
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9
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Resources
Associations,
institutes, and centers ISO-related resources. |
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10
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Ten
Steps to Making Managing Quality Work
The
"one best way" myth. The Baldrige, ISO 9000, and
the EFQM model compared. Jump starting your quality management
system. Measured approaches to implementing a quality management
system.
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