08AA801 TOTAL QUALITY MANAGEMENT 3 0 0 100 UNIT – I INTRODUCTION 9 Definition of Quality, Dimensions of Quality, Quality Planning, Quality costs - Analysis Techniques for Quality Costs, Basic concepts of Total Quality Management, Historical Review, Principles of TQM, Leadership – Concepts, Role of Senior Management, Quality Council, Quality Statements, Strategic Planning, Deming Philosophy, Barriers to TQM Implementation Definition of Quality QUALITY A high degree of excellence
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Mark Kaganov The Perfect Manual A Guide to Lean Management Systems ISO 9001:2008 ISO 13485:2003 ISO 14001:2004 BS OHSAS 18001:2007 and other standards Seventh edition QW Enterprises, LLP, a fictional company referenced in this book, does not have any association with any other company that may carry the same name. © 2009 Quality Works All rights reserved. No part of this book may be reproduced in any form or by any means without permission in writing from the publisher, except as defined in the
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TOTAL QUALITY MANAGEMENT TOTAL QUALITY MANAGEMENT INTRODUCTION: Total quality management stresses three principles: customer satisfaction, employee involvement, and continuous improvements in quality. We shall take a look at what it involves being; the meaning of quality, cost of TQM, Evolution of TQM, Philosophy of TQM and quality tools for identifying and solving quality. Lastly, we shall describe the awards and quality certifications. DEFINING QUALITY According to Wiley (2005)
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involves considerations at each phase of the investigation. The research design shows that when the researcher work with different types of data within the same project, the way data is used varies according to the objective and type of each phase (descriptive, explanatory and/or explanatory) of the research project. Each phase may have a particular aim and may address different concerns. However, taken together, the quantitative and qualitative findings may either corroborate, elaborate, complement
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Total Quality Management Vol. 21, No. 9, September 2010, 931 –951 RESEARCH PAPER Total quality management (TQM) strategy and organisational characteristics: Evidence from a recent WTO member Dinh Thai Hoanga, Barbara Igelb∗ and Tritos Laosirihongthongc a University of Economics, Hochiminh City, Vietnam; bSchool of Management, Asian Institute of Technology, Pathumthani 12120, Thailand; cIndustrial Engineering Department, Faculty of Engineering, Thammasat University, Pathumthani 12121, Thailand
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Total Quality Management Vol. 21, No. 9, September 2010, 931 –951 RESEARCH PAPER Total quality management (TQM) strategy and organisational characteristics: Evidence from a recent WTO member Dinh Thai Hoanga, Barbara Igelb∗ and Tritos Laosirihongthongc a University of Economics, Hochiminh City, Vietnam; bSchool of Management, Asian Institute of Technology, Pathumthani 12120, Thailand; cIndustrial Engineering Department, Faculty of Engineering, Thammasat University, Pathumthani 12121, Thailand
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and services? a) engineering b) finance c) human resources d) marketing e) operations management 6. Which of the following is not true for business process reengineering? a) It can increase efficiency. b) It cannot be used to improve quality. c) It can reduce costs. d) It involves asking why things are done in a certain way. e) It involves redesigning processes. 7. At the GAP, which function plans and coordinates all the resources needed to design, produce, and deliver the merchandise
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Protection Agency (Cal/EPA). Through its EMS winery pilot project, Cal/EPA hoped to design an EMS template that eventually could be made available to other wineries. Furthermore, Cal/EPA was attempting to develop a template that was consistent with ISO 14001, an internationally recognized standard for environmental management systems. Cal/EPA had selected BFW in June 2000 as one of two pilot wineries because of the winery’s proactive commitment to environmental policies and the significant environmental
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Strategies to promote goods are often quite different from those designed to promote services • What is a product? o We tend to think of products as items, but services, as well as physical goods, are products o The concepts that goods are used for—such as providing entertainment, allowing communication, or performing certain tasks—are also considered products o Marketers now realize that people buy want satisfaction rather than objects—i.e., a television set and its
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Information and Quality Management—Is There a Role for Accountants? Leif M. Sjoblom Leif M. Sjoblom is a Professor at the International Institute for Management Development. SYNOPSIS: Different opinions exist with respect to the usefulness of financial information for operational decision making. While academics encourage the provision of accounting information on quality, few companies provide it. This article explores the usefulness (or lack thereof) of Cost of Quality (COQ) and quality-related financial
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