Fundamentals of Total Quality Management

357 Pages·2007·2.43 MB·English

Fundamentals of
Total Quality Management

Fundamentals of
Total Quality Management
Process analysis and improvement

Jens J.Dahlgaard
Division of Quality and Human Systems Engineering,
Linköping University,
Sweden
Kai Kristensen
Aarhus School of Business,
Aarhus, Denmark
and
Gopal K.Kanji
Centre for Quality and Innovation,
Sheffield Hallam University,
Sheffield, UK

LONDON AND NEW YORK
Text © Jens J. Dahlgaard, Kai Kristensen and Gopal K. Kanji 2002
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The right of Jens J. Dahlgaard, Kai Kristensen and Gopal K. Kanji to be
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First published in 1998 by:
Taylor & Francis
This edition published in the Taylor & Francis e-Library, 2007.
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please go to www.eBookstore.tandf.co.uk.”
Transferred to Digital Printing 2005
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A catalogue record for this book is available from the British Library
ISBN 0-203-93002-9 Master e-book ISBN
ISBN 0 7487 7293 6 (Print Edition)
Contents

Preface x

Part One Fundamentals of Total Quality Management
1

1 Introduction 3
2 Historical evolution of Total Quality Management 7
3 Some definitions of quality 11
3.1 Exceptional 12
3.2 Perfection or consistency 12
3.3 Fitness for purpose 13
3.4 Value for money 13
3.5 Transformative 13
3.6 Conclusion 14
4 Philosophy, principles and concepts of TQM 16
4.1 The foundation and the four sides of the TQM pyramid 17
4.2 Focus on the customer and the employee 22
4.3 Focus on facts 26
4.4 Continuous improvements 32
4.5 Everybody’s participation 35
5 Quality management systems and standardization 42
5.1 The concept of system 42
5.2 Quality management systems 43
5.3 Joharry’s new window on standardization and causes of quality failures 45
5.4 Standardization and creativity 53
5.5 ISO 9000 and BS 5750—a stepping stone to TQM? 55
6 The European Quality Award 60
6.1 The background to the European Quality Award 61
6.2 The model 62
6.3 Assessment criteria 64
6.4 Experiences of the European Quality Award 66

Part Two Methods of Total Quality Management 70

7 Tools for the quality journey 72
7.1 The quality story 72
7.2 The seven+ tools for quality control 74
7.3 Check sheets 76
7.4 The Pareto diagram 78
7.5 The cause-and-effect diagram and the connection with the Pareto

diagram and stratification 80
7.6 Histograms 85
7.7 Control charts 89
7.8 Scatter diagrams and the connection with the stratification principle 104
7.9 Case example: problem solving in a QC circle using some of the seven

tools (Hamanako Denso) 105
7.10 Flow Charts 113
7.11 Relationship between the tools and the PDCA cycle 117
8 Some new management techniques 119
8.1 Matrix data analysis 120
8.2 Affinity analysis 124
8.3 Matrix diagrams 126
8.4 Prioritization matrices and analytical hierarchies 129
8.5 An example 134
9 Measurement of quality: an introduction 138
10 Measurement of customer satisfaction 144
10.1 Introduction 144
10.2 Theoretical considerations 144
10.3 A practical procedure 146
11 Measurement of employee satisfaction 154
11.1 Set up focus with employees to determine relevant topics 154
11.2 Design the questionnaire including questions about both evaluation

and importance for each topic 155
11.3 Compile presentation material for all departments andpresent the

material to the departments 157
11.4 Carry out the survey 157
11.5 Report at both total and departmental level 157
11.6 Form improvement teams 159
11.7 Hold an employee conference 159
12 Quality checkpoints and quality control points 160
13 Quality measurement in product development 163
13.1 Definition of the quality concept from a measurement point of view 163
13.2 Direct measurement of quality 164
13.3 Indirect measurement of quality 170
14 Quality costing 183
14.1 The concept of TQM and quality costs 183
14.2 A new method to estimate the total quality costs 186
14.3 Advantages and disadvantages of the new method to estimate total

quality costs 190
14.4 Quality cost measurement and continuous improvements 192
15 Benchmarking 196
15.1 What is benchmarking? 197
15.2 What can be benchmarked? 200
15.3 How is benchmarking carried through? 203

Part Three Process Management and Improvement 207

16 Leadership, policy deployment and quality motivation 209
16.1 Introduction 209
16.2 The PDCA Leadership Model—a model for policy deployment 209
16.3 Leadership and quality motivation 212
16.4 Conclusion 222
17 Implementation process 224
17.1 Introduction 224
17.2 Four stages of implementation 224
17.3 Plan 224
17.4 Do 227
17.5 Check 228
17.6 Act 232
18 Quality culture and learning 235
18.1 Introduction 235
18.2 The concept of culture 236
18.3 Organizational theory and corporate culture 237
18.4 Corporate culture 237
18.5 Classifying a culture 240
18.6 Corporate and quality culture 242
18.7 Working with quality culture 246
18.8 Quality culture, quality improvement and TQM 249
18.9 Quality learning 253
18.10 Conclusion 257
19 Milliken Denmark A/S case studies: leadership, participation and

quality costing 260
19.1 Context, imperatives for change and objectives for quality

management 260
19.2 History of quality management 263
19.3 Measurement of quality costs (the results of quality management) 275
19.4 Conclusion 283
20 International Service System A/S case studies: the winning hand 286
20.1 Changing for the future—adhering to our core beliefs: preface by

Group Chief Executive Waldemar Schmidt 286
20.2 Context, imperatives for change and objectives for quality

management 288
20.3 History of quality management 291
20.4 Some results 311
20.5 Conclusion 315

Appendix A 317
Appendix B 318
Index 320