Building Quality Management Systems: Selecting the Right Methods and Tools, 1st Edition (Paperback) book cover

Building Quality Management Systems

Selecting the Right Methods and Tools, 1st Edition

By Luis Rocha-Lona, Jose Arturo Garza-Reyes, Vikas Kumar

Productivity Press

202 pages | 20 B/W Illus.

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Description

Quality has quickly become one of the most important decision-making factors for consumers. And although organizations invest considerable resources into building the right quality management systems (QMSs), in many instances, the adoption of such quality improvement tools are just not enough. Building Quality Management Systems: Selecting the Right Methods and Tools explains exactly what directors, practitioners, consultants, and researchers must do to make better choices in the design, implementation, and improvement of their QMSs.

Based on the authors’ decades of industrial experience working on business improvement projects for multinationals looking to design or improve their QMSs, the book discusses building QMSs based on two important organizational elements: needs and resources. It begins with an overview of QMSs and systems thinking and the impact of QMSs on financial performance. Illustrating the process management approach, it reviews the most well-known business and quality improvement models, methods, and tools that support a major QMS.

The authors introduce their own time-tested methodology for designing, implementing, and enhancing your own QMS. Using their proven method, you will learn how to:

  • Implement a strategic quality plan based on your specific needs, capabilities, cost–benefits, policies, and business strategies
  • Select the right models, methods, and tools to be adopted as part of your QMS
  • Understand the critical success factors and implementation challenges
  • Evaluate the level of maturity of your QMS and your implementation efforts

Highlighting the importance of quality as a way of life, this booksupplies the understanding you’ll need to make the right choices in the development and deployment of your QMS. With a clear focus on business performance and process management, it provides the basis for creating the quality management culture required to become a world-class organization.

Table of Contents

Introduction

Knowledge-Based Economies, Competitiveness, and Innovation

Quality Management Systems

QMSs and Competitive Advantage

Innovation and Design

From Quality Inspection to Business Excellence

A Systems Approach to Quality Management Systems

Quality Management Systems and Business Strategy Alignment

Measuring QMS Performance

Understanding the Way to Business Excellence

Understanding the Vision and the Future

Summary

Key Points to Remember

References

Further Suggested Reading

Business Excellence Models

Introduction—QMSs and Business Models

Business Excellence Models

Evolution of BEMs

Comparison of QMSs

Quality Management Standards

Leading to an Integration of Management Standards

Summary

Key Points to Remember

References

Further Suggested Readings

Process Management

Introduction

Managing by Processes

Defining Processes

Importance of Process Management

Role of Information Technology (IT)

Developing IT Competence

IT in Process Management

Identifying Key Processes

Value Stream Mapping and Modeling

Process Improvement Agenda

Summary

Key Points to Remember

References

Further Suggested Readings

Quality Management Systems and Business Processes Diagnostic

Introduction

Defining the QMS Maturity Level

Interpretation and Diagnosis

Performing the Assessment Using the MDI

Identifying Strengths and Opportunities for Improvement in the Organization’s Business Processes: A Self-Assessment Approach

A Best-Practice Approach for Conducting a Self-Assessment Process

Stage 1: Setting the Organizational Environment for the Self-Assessment Process

Stage 3: Forming and Training the Assessment Team

Stage 4: Collecting the Data and Information Needed for the Self-Assessment Process

Stage 5: Assessing and Scoring

Stage 6: Achieving Consensus

Stage 7: Producing the Feedback Report

Quality Management Audits

Role and Importance of the QMS and Business Processes Diagnostic on Operational Improvement and Business Strategy

Summary

Key Points to Remember

References

Further Suggested Reading

Strategic Quality Planning

Introduction

Strategic Decision Making—Why Does It Matter?

Strategic Quality Planning Model for the QMS

First Stage: Business Analysis

Second Stage: Strategy Formulation—Objectives, Mission, Vision, and Values

Third Stage: Deployment—Putting Plans into Action

Fourth Stage: Evaluation and Control—Setting the Metrics to Measure Performance

Using SQP in a Pharmaceutical Company

Cost–Benefit and Non-Cost–Benefit Analysis

Summary

Key Points to Remember

References

Further Suggested Reading

Building the QMS and Business Improvement Plan by Selecting the Right Models, Methods, and Tools

Introduction

Business and Quality Improvement Models, Methods, and Tools: A Classification

Selection Criteria

Criterion 1—Needs

Criterion 2—Cost–Benefit

Difficulties with Cost–Benefit Analyses

Criterion 3—Resources

Identification of Resource Needs

Allocation of Resources

Criterion 4—Capabilities

Identification of Capability Needs

Selecting the Right Models, Methods, and Tools

Previous Stages to the Selection of Business and Quality Improvement Models, Methods, and Tools

Selecting the Right Models, Methods, and Tools

Diagnostic and Selection of the Right Models, Methods, and Tools

Summary

Key Points to Remember

References

Further Suggested Reading

QMS Implementation

Introduction

QMS Implementation Challenges

Critical Success Factors for the Implementation of the Selection Methodology

CSF 1: Strong Committed Leadership and Good Decision Making

CSF 2: Motivated, Committed, and Participative Labor Force

CSF 3: Process-Oriented Focus

CSF 4: Organizational Culture That Supports Continuous Improvement (CI)

CSF 5: Effective Communication

Awareness of Some Barriers to QMS Implementation

Managing Change

Linking to Selection Methodology

Summary

Key Points to Remember

References

Further Suggested Reading

QMS and Business Processes Evaluation

Introduction

Follow-Up Activities

Follow-Up Evaluation Method

Defining the QMS Maturity for Follow-Up Eva

Follow-Up Evaluations for Business Processes

Follow-Up Evaluations of Quality Management Audits

Lessons Learned and the Management of Knowledge for Business Excellence

Summary

Key Points to Remember

Further Suggested Reading

Beyond Quality Management Systems

Brief Summary

Quality Management Culture: A Way of Life

The Never-Ending Improvement Process

Customers’ Needs, Requirements, and Expectations

Set Specific Objectives

Value-Added and Business Value-Added Processes

Review and Evaluate Progress toward Objectives

Quality Methods and Tools

Becoming a World-Class Organization

Summary

Key Points to Remember

References

Further Suggested Reading

Index

About the Authors

Author

Dr. Luis Rocha-Lona has over 10 years of working experience in the public and private sectors. He holds a PhD in operations management from Manchester Business School at the University of Manchester in the UK, and an MSc in control systems with a major in information systems/manufacturing at the University of Sheffield, UK. Dr. Rocha-Lona graduated from the National Polytechnic Institute of Mexico as an automation control systems engineer. He has led several research projects sponsored by private companies and the Mexican government through the National Council of Science and Technology (CONACYT) and is actively involved in consulting activities to manufacturing and service organizations.

Dr. Rocha-Lona joined the Business School at the National Polytechnic Institute of Mexico in 2007, where he is a senior lecturer in operations management and quality management systems. He has presented his works in several international venues and congresses and serves as a member of the scientific committees for multiple international conferences. He is a member of the Institute of Operations Management (IOM) and the American Society for Quality (ASQ). His current research interests are in the areas of performance measurement systems, business process improvement, and business strategy.

Dr. Jose Arturo Garza-Reyes is a senior lecturer in operations and supply chain management at the Centre for Supply Chain Improvement, Derby Business School, the University of Derby, UK. He holds a PhD in manufacturing systems and operations management from Manchester Business School at the University of Manchester (UK), an MBA from the University of Northampton (UK), an MSc in production and quality from the Autonoma de Nuevo Leon University (Mexico), a postgraduate certificate in teaching and learning in higher education from the University of Derby (UK), and a BSc in mechanical management engineering from the Autonoma de Nuevo Leon University (Mexico). He has published a number of articles in leading international journals and conferences as well as a book about manufacturing performance measurement systems.

Dr. Garza-Reyes has participated as a guest editor for special issues in the International Journal of Lean Enterprise Research(IJLER), the International Journal of Engineering Management and Economics(IJEME), and the International Journal of Engineering and Technology Innovation(IJETI).

He currently serves on the editorial board of several international journals and has contributed as a member of the scientific and organizing committees of several international conferences. His research interests include general aspects of operations and manufacturing management, operations and quality improvement, and supply chain improvement. Dr. Garza-Reyes is a Chartered Engineer (CEng), a certified Six Sigma Green Belt, and has over six years of industrial experience working as production manager, production engineer, and operations manager for several international and local companies in both the UK and Mexico. He is also a member of the Institution of Engineering Technology (IET) and a fellow member of the Higher Education Academy (FHEA).

Dr. Vikas Kumar has over six years of experience in area perations management. He holds a PhD in management studies from Exeter Business School, UK, and a bachelor of technology (first-class distinction) in metallurgy and materials engineering from the National Institute of Foundry and Forge Technology (NIFFT, Ranchi) in India. He also holds the status of associate of the Higher Education Academy (AHEA). Dr. Kumar joined Dublin City University Business School as a lecturer in management in 2009. He has previously worked as a research assistant at the University of Hong Kong. He was a visiting scholar at the Indian Institute of Management, Ranchi, in India and at Khon Kaen University, Nong Khai campus, in Thailand. He has worked on a number of consultancy projects for many multinational firms, such as BT, EDF Energy, LTSB, and Vodafone. He is also actively involved in process improvement projects in Irish hospitals.

Dr. Kumar has contributed to many book chapters and has been published in leading journals such as the International Journal of Production Research, Expert Systems with Applications, Strategic Change, and Computers and Industrial Engineering. He serves on the editorial board of four international journals and has participated as a guest editor for special issues of Production Planning and Control, International Journal of Lean Enterprise Research (IJLER), International Journal of Engineering Management and Economics(IJEME), and International Journal of Engineering and Technology Innovation(IJETI). His current research interests include process modeling, healthcare management, supply chain management, service operations management, and operations strategy.

Subject Categories

BISAC Subject Codes/Headings:
BUS000000
BUSINESS & ECONOMICS / General
BUS070050
BUSINESS & ECONOMICS / Industries / Manufacturing Industries
TEC020000
TECHNOLOGY & ENGINEERING / Manufacturing