Building Quality Management Systems : Selecting the Right Methods and Tools book cover
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Building Quality Management Systems
Selecting the Right Methods and Tools





ISBN 9781466564992
Published June 25, 2013 by Productivity Press
202 Pages 20 B/W Illustrations

 
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Book 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 book supplies 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

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Author(s)

Biography

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.

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