5th Edition

Total Quality Management and Operational Excellence Text with Cases

    556 Pages 269 Color & 1 B/W Illustrations
    by Routledge

    556 Pages 269 Color & 1 B/W Illustrations
    by Routledge

    556 Pages 269 Color & 1 B/W Illustrations
    by Routledge

    The notion of 'Quality' in business performance has exploded since the publication of the first edition of this classic text in 1989. Today there is a plethora of performance improvement frameworks including lean–Six Sigma and the latest version of ISO 9001, offering an often confusing variety of ways to achieve business excellence.

    Quality guru John Oakland’s famous TQM model, in many ways a precursor to these frameworks, has evolved to become the ultimate holistic overview of performance improvement strategy. Incorporating the frameworks that succeeded it, the revised model redefines Quality by:

    • Accelerating change
    • Reducing cost
    • Protecting reputation

    The popular, practical, jargon-free writing style, along with ten supporting case studies, effortlessly ties the model to its real-life applications, making it easy to understand how to apply what you’ve learned to your practices and achieve sustainable competitive advantage.

    Guiding readers through the language of TQM and OpEx and all their recent developments, including data analytics, this book sets out a clear way to manage change. This exciting update of a classic is all the busy student or professional will need to begin understanding how to manage Quality and achieve Operational Excellence.

    Part 1: The Foundations of TQM  1. Understanding Quality  2. Models and Frameworks for Total Quality Management  3. Leadership and Commitment  Part 2: Planning  4. Policy, strategy and goal deployment  5. Partnerships and resources  6. Design for quality  Part 3: Performance 7. Performance measurement frameworks  8. Self-assessment, audits and reviews  9. Benchmarking and Change Management  Part 4: Processes  10. Process management  11. Process re-design/engineering  12. Quality management systems  13. Continuous improvement – the basics  14. Continuous improvement – more advanced (incl Taguchi & Six Sigma)  15. Continuous improvement – lean systems  Part 5: People  16. Human resource management  17. Culture change through teamwork  18. Communication, innovation and learning  Part 6: Implementation  19. Implementing TQM



    John S. Oakland is Chairman of The Oakland Group and Head of its Research and Education Division. John is also Emeritus Professor of Business Excellence and Quality Management at Leeds University Business School, UK. Over the past 40 years he has researched, taught and consulted in all aspects of quality management, operational excellence, strategic process management and business improvement in thousands of organizations.

    Robert J. Oakland is Director of The Oakland Group. Robert works across the globe helping organizations improve the quality, cost and delivery of their products and services. His expertise is in bridging the gap between technology, operations and leadership teams to solve complex quality issues and ensure real change happens.

    Michael A. Turner is Head of Profession at the Chartered Quality Institute (CQI). Previously, he was the Director of The Oakland Group, working globally to help organizations design and implement programmes to improve the quality, cost and delivery of products and services. He has worked on a range of projects to help organizations solve complex quality and operational issues.

    "As CEOs we strive for continuous improvements in our organisations through better planning, better management of people and better processes. The 5th Edition of TQM by Oakland is an important part of a managers’ toolkit to deliver Quality by understanding the customer needs and to help us satisfy those needs."Basil Scarsella, CEO UK Power Networks

    "Quality without a system supporting its methods and tools has little chance of providing great value. Oakland's work on TQM is the closest thing to a complete approach to quality and has been very helpful in my own work. The writing style doesn’t just say ‘what’ but has a good balance of ‘how.’ I highly recommend this book." Jerry J. Mairani, American Society for Quality Past President/Chairman

    "An essential read for anyone who wants to make a difference in their organization. Oakland has the ability to demystify Quality in a clear and concise way, the case studies offer excellent learning examples for the translation of theory into practice."Ian Mitchell FCQI CQP, Quality Director, Network Rail UK/Chairman Board of trustees CQI

    "Retaining its handbook feel to help turn theory smoothly into organisational practice and superior performance, this 5th edition is a timely reappraisal of quality management and competitiveness in the contemporary context of evolving customer expectations, expanding societal demands and the tsunami of data." Vince Desmond, Chief Executive of the Chartered Quality Institute