Managing Quality

Managing Quality

Fifth Edition

EDITED BY

Barrie G. Dale, Ton van der Wiele and Jos van Iwaarden

© 1999, 2003, 2007 by Blackwell Publishing Ltd

BLACKWELL PUBLISHING350 Main Street, Malden, MA 02148-5020, USA9600 Garsington Road, Oxford OX4 2DQ, UK550 Swanston Street, Carlton, Victoria 3053, Australia

The right of Barrie G. Dale, Ton van der Wiele and Jos van Iwaarden to be identified as the authorsof the editorial material in this work has been asserted in accordance with the UK Copyright, Designs,and Patents Act 1988.

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First edition published 1990 by Philip AlanSecond edition published 1994 by Prentice Hall EuropeThird edition published 1999 by Blackwell Publishing LtdFourth edition published 2003Fifth edition published 2007

Library of Congress Cataloging-in-Publication Data

Managing quality / edited by Barrie G. Dale, Ton van der Wiele, and Jos van Iwaarden. – 5th ed.

p. cm.Includes bibliographical references and index.ISBN 978-1-4051-4279-3 (pbk. : alk. paper) 1. Engineering—Management.

2. Total quality management. I. Dale, B. G. II. Wiele, Anthony van der.III. Iwaarden, Jos van.

TA190.M38 2007658.5′62—dc22

2007003786

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Contents

List of figures xivList of tables and boxes xviiList of standards xixList of abbreviations xxiList of contributors xxvPreface xxvii

Part 1 The Development, Introduction and Sustaining of Total Quality Management (TQM) 1

Chapter 1 TQM: An Overview 3B. G. DALE, A. VAN DER WIELE AND J. D. VAN IWAARDEN

Introduction 3What is Quality? 4Why is Quality Important? 12The Evolution of Quality Management 23The Key Elements of TQM 30Summary: Developing TQM 34

Chapter 2 The Role of Management in TQM 39B. G. DALE, A. VAN DER WIELE AND J. D. VAN IWAARDEN

Introduction 39The Need for Senior Managers to Get Involved in TQM 40What Senior Managers Need to Know about TQM 45What Senior Managers Need to Do about TQM 48The Role of Middle Managers 55The Role of First-Line Managers 56Summary 56

vi Contents

Chapter 3 The Received Wisdom on TQM 58B. G. DALE, A. VAN DER WIELE AND J. D. VAN IWAARDEN

Introduction 58Crosby 58Deming 60Feigenbaum 62Juran 64Are the Approaches of these Gurus Different? 65Imai 66Ishikawa 67Shingo 68Taguchi 69Japanese-Style Total Quality 71Summary 73

Chapter 4 The Introduction of TQM 75B. G. DALE, A. VAN DER WIELE AND J. D. VAN IWAARDEN

Introduction 75Change and Continuous Improvement 76Forces for Change 77How Do Companies Get Started? 80Approaches to TQM 81Summary 86

Chapter 5 A Framework for the Introduction of TQM 88B. G. DALE, A. VAN DER WIELE AND J. D. VAN IWAARDEN

Introduction 88Organizing 91Systems and Techniques 95Measurement and Feedback 97Changing the Culture 101Use of the Framework 105Summary and Outcomes 108

Chapter 6 Levels of TQM Adoption 111B. G. DALE AND D. M. LASCELLES

Introduction 111Level 1 – Uncommitted 112Level 2 – Drifters 115Level 3 – Tool-Pushers 118Level 4 – Improvers 121Level 5 – Award-Winners 122

Contents vii

Level 6 – World-Class 123Summary 126

Chapter 7 Sustaining TQM 127B. G. DALE

Introduction 127TQM Sustaining Audit Tool: Development and

Methodology 129Category 1 – Internal/External Environment 131Category 2 – Management Style 135Category 3 – Policies 137Category 4 – Organization Structure 138Category 5 – Process of Change 142Summary 147

Part 2 The Business Context of TQM 149

Chapter 8 Policy Deployment 151R. G. LEE AND B. G. DALE

Introduction 151Definitions: Policy Deployment 153What is Policy Deployment? 155What Policy Deployment is Not 158The Policy Deployment Process 160A Check-Reflect-Improve-Scrutinize-Pass (CRISP)

Approach to Policy Deployment 167Summary 173

Chapter 9 Quality Costing 176B. G. DALE

Introduction 176Definition and Categorization of Quality Costs 177Collecting Quality Costs 181Some Cost Aspects of Manufacturing Industry 186Reporting Quality Costs 190Uses of Quality Costs 192Summary 197

Chapter 10 Managing People 200A. WILKINSON AND A. BROWN

Introduction 200QM: The HR Concerns 200

viii Contents

The Two Sides of QM 202QM and the Management of People 203HR Policies and Practices 206Employee Involvement 206Organizational Culture 209Diversity 211Training and Education 212Selection 214Appraisal 215Pay 217Employee Well-Being 219Industrial Relations 221Employment Security 223Integration 223Summary 228

Chapter 11 Managing Service Quality 234B. R. LEWIS

Introduction 234The Service Environment 235Defining Service Quality 237The Role of Personnel in Service Delivery 244Service Delivery 247Summary 253

Chapter 12 Supplier Development 258B. G. DALE AND B. BURNES

Introduction 258Long-Term Issues of Partnership 259Barriers to Developing Partnerships 261Conditions of Partnership 263The Issues to be Considered in Partnership 265The Process of Partnership 268Potential Difficulties of Operating Partnerships 271Summary 271

Part 3 Quality Management Systems, Tools and Techniques 275

Chapter 13 Quality Management Systems 279B. G. DALE

Introduction 279What is Quality Assurance? 279

Contents ix

What is a Quality Management System? 280The Development of Quality Management System

Standards 282The ISO 9000 Series of Standards: An Overview 287Implementation Guidelines for ISO 9001 291Quality Management System Assessment and

Registration 294ISO 9000 Series Registration: A Model for Small

Companies 296Benefits and Limitations of the ISO 9000 Series

of Standards 299Summary 306

Chapter 14 Integrated Management Systems 310G. WILKINSON AND B. G. DALE

Introduction 310The Case for Integration and Some of the Problems 311The ISO 9001/ISO 14001 Matrix 317Interlinked Systems 323The EFQM Model 325A Comparative Analysis of the Current Integration

Models 327The Key Integration Issues 327An Integrated Management Systems Model 329Summary 331

Chapter 15 Tools and Techniques: An Overview 336B. G. DALE

Introduction 336Selecting Tools and Techniques 337Difficulties and Issues Relating to the Use of Tools

and Techniques 341Problem-Solving Methodology 342Checklists 345Flowcharts 347Checksheets 349Tally Charts and Histograms 352Graphs 353Pareto Analysis 355Cause-and-Effect Diagrams 357Brainstorming 359Scatter Diagrams and Regression Analysis 361The Seven Management Tools 362

x Contents

Housekeeping 370Departmental Purpose Analysis 371Mistake-Proofing 375Total Productive Maintenance 377Summary 379

Chapter 16 Quality Function Deployment 382I. FERGUSON AND B. G. DALE

Introduction 382Understanding Customer Needs 384The QFD Road: The Main Steps 386Deploying Customer Needs into Product and

Process Definition 394The Benefits of the Four-Stage Approach 396QFD and the Service Sector 397Difficulties Associated with QFD 397Implementation of QFD 399Summary 400

Chapter 17 Design of Experiments 402I. FERGUSON AND B. G. DALE

Introduction 402Methods of Experimentation 403Taguchi: An Overview of his Approach 409Achieving Robust Design: An Example from Tile

Manufacturing 410Steps in Experimental Design 414Summary 423

Chapter 18 Failure Mode and Effects Analysis 425J. R. ALDRIDGE AND B. G. DALE

Introduction 425What is Failure Mode and Effects Analysis? 425Development of a Design FMEA 431Development of a Process FMEA 432Analysis of Failure Data 433Recommended Actions for Design and Process FMEA 434Background to the Use of FMEA at Allied Signal

Automotive 434Developing the Use of FMEA at Allied Signal

Automotive 436Summary 439

Contents xi

Chapter 19 Statistical Process Control 441B. G. DALE AND P. SHAW

Introduction 441What is Statistical Process Control? 442The Development of Statistical Process Control 443Some Basic Statistics: Averages and Measures of

Dispersion 444Variation and Process Improvement 445Variable and Attribute Data 448Data-Collection 449Construction of Control Charts Using Variables Data 451Interpreting a Variables Control Chart 452Construction of Control Charts Using Attribute Data 456Construction and Interpretation of Control Charts:

Dos and Don’ts 457Process Capability 458Implementation of SPC 462Difficulties Experienced in Introducing and

Applying SPC 464Summary 467

Chapter 20 Six Sigma 469A. VAN DER WIELE, J. D. VAN IWAARDEN, B. G. DALE

AND A. R. T. WILLIAMS

Introduction 469What Does Six Sigma Mean? 471Six Sigma Prerequisites 472Six Sigma Core Elements 473Structured Problem-Solving Approaches 475Success of Six Sigma 477Summary 478

Chapter 21 Benchmarking 480R. LOVE and B. G. DALE

Introduction 480Company Background 483Why Benchmarking? 484Success Factors 485Difficulties and Pitfalls 488Key Lessons 490Summary 493

xii Contents

Chapter 22 Business Process Re-engineering 496J. MACDONALD AND B. G. DALE

Introduction 496Approaches Used in BPR 498The Principles of BPR 500Risks and Benefits of BPR 501Implementation of BPR 502BPR Methodology 504Summary 506

Chapter 23 Teams and Teamwork 510B. G. DALE, A. VAN DER WIELE AND J. D. VAN IWAARDEN

Introduction 510The Role of Teams in Continuous Improvement 511Types of Teams 512Differences between Teams 516Commonalities between Teams 516Evaluation of Teams 520Team Competition 525Guidelines for Developing Effective Teams 526Summary 528

Chapter 24 Self-Assessment, Models and Quality Awards 531B. G. DALE, A. VAN DER WIELE AND J. D. VAN IWAARDEN

Introduction 531Quality, TQM and Excellence 534Award Models 537The Self-Assessment Process 546Success Factors for Self-Assessment 551Difficulties with Self-Assessment 554Summary 555

Chapter 25 Improvement Approaches 559A. VAN DER WIELE, J. D. VAN IWAARDEN, B. G. DALE

AND A. R. T. WILLIAMS

Introduction 559Five Modern Improvement Approaches 559Approaches: Systematically Defined 560Approach 1: Total Quality Management 563Approach 2: Total Productive Maintenance 564Approach 3: Lean Manufacturing 565

Contents xiii

Approach 4: Business Process Re-engineering 566Approach 5: Six Sigma 567Analysis of the Approaches 568Managerial Implications: Which Improvement

Approach is Best? 570Summary 572

Part 4 TQM through Continuous Improvement 577

Chapter 26 Managing Quality: New Challenges 579J. D. VAN IWAARDEN, A. VAN DER WIELE, B. G. DALE

AND A. R. T. WILLIAMS

Introduction 579Developments 579‘Old’ Quality Management 581‘New’ Quality Management 582Summary 587

Chapter 27 Managing Quality: Epilogue 589B. G. DALE, A. VAN DER WIELE AND J. D. VAN IWAARDEN

Introduction 589The Importance of Quality 589TQM: A Continuous Process 590Measuring Progress towards TQM 591TQM Issues which Need to be Considered in

the Future 595Summary 603

Index 606

Figures

1.1 The inside/outside specification dilemma 81.2 Design tolerance and process variation relationship 91.3 Quality improvement: a continuous process 231.4 The four levels in the evolution of TQM 241.5 A detection-based quality system 271.6 A prevention-based quality system 282.1 The customer–supplier network 432.2 The quality improvement process 442.3 A typical framework for policy deployment 523.1 Design of experiments: liner bond strength 704.1 Market-led paradigm of TQI 775.1 The TQM framework 895.2 TQM training matrix 945.3 Culture change grid 1035.4 TQM grid 1065.5 TQM framework: feature assessment 1075.6 TQM framework: organizing section 1076.1 Levels of TQM adoption 1118.1 An example of the policy management system 1528.2 NSK-RHP top-level policy deployment annual plan 1628.3 NSK-RHP environmental policy 1638.4 The plan-do-check-act cycle 1658.5 Key points of the visual display of policy deployment for a

section 1678.6 The policy deployment wheel 1688.7 A CRISP approach to policy deployment 1709.1 Increasing quality awareness and improvement activities 19613.1 Quality system development 29213.2 An active quality management system regime 29713.3 Quality improvement and the ISO 9000 series 302

List of Figures xv

14.1 The components of an integrated EMS/TQM system 32114.2 Model of an integrated standard 32114.3 Model of aligned standards 32214.4 Simple graphical model of a system 32314.5 Graphical model of an IMS based on ISO 9001 and

ISO 14001 32414.6 The European model for Total Quality Management (1996) 32614.7 A model of an integrated quality, environment and health

and safety management system 33015.1 The use of quality management tools and techniques 33915.2 Incremental improvement through the use of quality

management tools and techniques 34015.3 The effects of influences on continuous improvement 34215.4 Flowchart: non-conformance identification and

preventative action process 34815.5 Quality management activity planning: quality

improvement idea – customer needs awareness 35015.6 Checksheet: gluing/stitching department 35115.7 Tally chart: effluent analysis – pH 35215.8 Histogram: effluent analysis – pH 35315.9 Line graph: right-first-time production 35415.10 Bar chart: right-first-time production 35415.11 Reason for QC failures 35515.12 Pareto analysis: reasons for returned goods 35615.13 Cause-and-effect analysis: purchasing department

non-value-added work analysis 35815.14 Scatter plot: effluent analysis: solids/chemical oxygen demand 36115.15 Relationship diagram: shrinkbag handling ability 36315.16 Affinity diagram: typical difficulties encountered with new

product formulation 36415.17 Systematic diagram: waste elimination 36615.18 L-type matrix: eliminating non-value-added work – purchasing

department 36715.19 An example of a bottleneck engineering problem solved

by the PDPC method 36815.20 Arrow diagram: project quality noticeboards – project

management 37016.1 Integration and relationship of techniques 38416.2 The house of quality 38816.3 Gathering the voice of the customer and interpreting it

into customer needs 38916.4 Developing customer needs from analysis of customer

statements 390

xvi List of Figures

16.5 Customer needs deployed into product and process definition 39516.6 Quality function deployment and reliability 39616.7 Example of a service QFD deploying clinical evaluations

into the hospital organization 39817.1 Tile manufacture: a reconstruction based on a 1953

problem of Ina Seito 41117.2 Tile manufacture: location in oven carrier 41117.3 Tile manufacture: production sequence 41117.4 Tile manufacture: measured length and width prior to

experiment 41217.5 Using an orthogonal array for noises being studied 41618.1 Potential failure mode and effects analysis (process FMEA) 42818.2 Q-map: design FMEA 42918.3 Q-map: process FMEA 43018.4 Structure of a design FMEA team 43618.5 Structure of a process FMEA team 43819.1 Ford Motor Company process control chart 44619.2 Control chart demonstrating ‘out of control’ condition 45419.3 Control chart demonstrating ‘in control’ condition 45521.1 The United Utilities benchmarking process 48421.2 Gap analysis 49324.1 Baldrige criteria for performance excellence framework:

a systems perspective 54124.2 The EFQM excellence model 54524.3 Self-assessment: general process 55024.4 Approaches used in the self-assessment process 55224.5 The minimum characteristics that a company should exhibit,

pre-adoption of prescribed approaches to self-assessment 55324.6 TQM-related characteristics associated with individual

self-assessment approaches 55425.1 The Interconnection Pyramid 561

Tables and Boxes

Tables

1.1 Levels of service performance requirements 71.2 Customers willing to pay for quality 175.1 TQM framework: a summary 907.1 TQM sustaining categories and issues 1288.1 Main similarities and differences between policy

deployment and MBO 15910.1 An audit tool to facilitate self-assessment of HR policies

and practices 22611.1 Measuring service expectations and perceptions 24314.1 Integration in four areas of literature: a comparison and

summary of the findings 31514.2 Sub-clause linkages between ISO 9001:1994 and

ISO 14001:1996 31814.3 A comparison of the IMS models 32815.1 An assessment grid for a health check: (a) recognition

and use grid; (b) application grid 34315.2 Checklist: quality management systems 34615.3 The 5s evaluation form 37215.4 Departmental purpose analysis: sales office main tasks –

suppliers 37415.5 Departmental purpose analysis: sales office main tasks –

customers 37616.1 Customer need, design feature and target value matrix 39217.1 The full factorial method 40417.2 A typical Fisher array 40517.3 Experimental layout: powder granulation 40717.4 Results of experimental runs 40717.5 Calculation of means 407

xviii List of Tables and Boxes

17.6 Analysis of the experiment: means 40817.7 Analysis of the experiment: results 40817.8 Case study: experimental design for tile manufacture 41317.9 Experimental layout and runs 41317.10 Response table: mean 41317.11 Case study: release times for an anti-depressant compound 42117.12 Experimental layout and runs 42217.13 Analysis leading to prediction of 1.49:9.004 42219.1 Main difficulties experienced in the implementation of SPC 46519.2 The difficulties encountered in applying SPC 46620.1 Six sigma and defects per million opportunities 47123.1 Differences between quality circles and yield improvement

teams 51724.1 Benefits of the self-assessment process 53324.2 Quality award criteria 539

Boxes

1.1 Customer service facts 133.1 Crosby’s 14-step quality improvement programme 593.2 Deming’s 14 points for management 613.3 Feigenbaum’s 10 benchmarks for total quality success 633.4 The Juran method 6423.1 Team fitness check 52223.2 Scoring guidelines 52624.1 Difficulties experienced with the self-assessment

process 555

Standards

The standards listed here are referred to within this book. Copies of the standards can be obtained from BSI, London or ISO, Geneva.

British Standards

BS EN 12973 (2000), Value Management. London: British Standards Institution.BS EN ISO 9000 (2000), Quality Management Systems: Fundamentals and

Vocabulary. London: British Standards Institution.BS EN ISO 9001 (2000), Quality Management Systems. London: British

Standards Institution.BS EN ISO 9001 (2000), Quality Management Systems: Requirements. London:

British Standards Institution.BS EN ISO 9004 (2000), Quality Management Systems: Guidance for

Performance Improvements. London: British Standards Institution.BS 4778 (1991), Quality Vocabulary, part 2: Quality Concepts and Related

Definitions. London: British Standards Institution.BS 5760 (1991), Reliability of Systems, Equipment and Components, Part 5: Guide

to Failure Modes, Effects and Criticality Analysis (FMEA) and FMECA.London: British Standards Institution.

BS 600 (1935), The Application of Statistical Methods to Industrial Standard-isation and Quality Control. London: British Standards Institution.

BS 600R (1942), Quality Control Charts. London: British Standards Institution.BS 6143 (1990), Guide to the Economics of Quality, part 2: Prevention Appraisal

and Failure Model. London: British Standards Institution.BS 6143 (1992), Guide to the Economics of Quality, part 1: Process Cost Model.

London: British Standards Institution.BS 7000 (1989), Design Management Systems, part 1: Guide to Managing

Product Design. London: British Standards Institution.

xx List of Standards

BS 7782 (1994), Control Charts: General Guide and Introduction (ISO7870: 1993).London: British Standards Institution.

BS 7785 (1994), Shewhart Control Charts (ISO8258: 1991). London: BritishStandards Institution.

BS 8600 (1999), Complaints Management Systems: Design and Implemen-tation. London: British Standards Institution.

BS 8800 (1996), Guide to Occupational Health and Safety Management Systems.London: British Standards Institution.

BSI-OHSAS 18001 (1999), Occupational Health and Safety Series Specifica-tion. London: British Standards Institution.

International Standards

Note that the ISO series is designated BS EN ISO in the UK and Europe.

ISO 8402: Part 1 (1994), Vocabulary, Quality Management and QualityAssurance Geneva: International Organization for Standardization.

ISO 9000 (2000), Quality Management Systems: Guidance for PerformanceImprovements. Geneva: International Organization for Standardization.

ISO 9001 (1994), Quality Systems: Model for Quality Assurance in Design,Development, Production, Installation and Servicing. Geneva: InternationalOrganization for Standardization.

ISO 9001 (2000), Quality Management Systems: Requirements. Geneva:International Organization for Standardization.

ISO 9004 (2000), Quality Management Systems: Guidelines for PerformanceImprovements. Geneva: International Organization for Standardization.

ISO 14001 (1996), Environmental Management Systems: Specification withGuidance for Use. Geneva: International Organization for Standardization.

ISO 14001 (2004), Environmental Management Systems – Requirements with guid-ance for use. Geneva: International Organization for Standardization.

ISO 19011 (2002), Guidelines for Quality and/or Environmental ManagementSystems Auditing. Geneva: International Organization for Standardization.

ISO 10013 (2001), Guidelines for Developing Quality Manuals. Geneva:International Organization for Standardization.

ISO 14001 (2004), Environmental Management Systems: Specification withGuidance for Use. Geneva: International Organization for Standardization.

ISO 19011 (2002), Guidelines on Quality and Environmental Auditing.Geneva: International Organization for Standardization.

Abbreviations

ABC Activity-Based CostingAPQP Advanced Product

Quality PlanningAQ+ Aeroquip Quality PlusAQA Australian Quality

AwardAQAP Allied Quality Assurance

PublicationsAQL Acceptable Quality

LevelASI American Supplier

InstituteASQ American Society for

QualityB2B Business-to-BusinessBCS British Calibration

ServiceBEX Business ExcellenceBPM Business Process

ManagementBPR Business Process

Re-engineeringBQF British Quality

FoundationBSI British Standards

InstitutionBSS British Standards

SocietyBU Business UnitCAD Computer-Aided Design

CAM Computer-AidedManufacture

CANDO Cleanliness,Arrangement, Neatness,Discipline andOrderliness

CEDAC Cause-and-EffectDiagrams with Additionof Cards

CEN European Committeefor Standardization

CENELEC European Committeefor ElectrotechnicalStandardization

CEO Chief Executive OfficerCIPD Chartered Institute of

Personnel andDevelopment

CPA Critical Path AnalysisCpk Process Capability

IndexCRIP Catch, Reflect, Improve,

PassCRISP Catch-Reflect-Improve-

Scrutinize-PassCSA Canadian Standards

AssociationCWQC Company-Wide Quality

ControlDFSS Design for Six Sigma

xxii List of Abbreviations

DHU Defects per HundredUnits

DMAIC Define, Measure,Analyse, Improve andControl

DMADV Define, Measure,Analyse, Design andVerify

DOE Design of ExperimentsDPA Departmental Purpose

AnalysisDPMO Defects Per Million

OpportunitiesDPU Defects Per UnitDTI Department of Trade

and IndustryEC European CommissionEDI Electronic Data

InterchangeEFQM European Foundation

for Quality ManagementEMAS Eco-Management and

Audit SystemEMS Environmental

Management SystemEOQ European Organization

for QualityEPSRC Engineering and

Physical SciencesResearch Council

EQA European Quality Award

ERP Enterprise ResourcesPlanning

EVA Economic Value AddedFMEA Failure Mode and

Effects AnalysisFPL Florida Power and Light

CompanyFTA Fault Tree AnalysisGAO General Accounting

OfficeGE General Electric

GM General ManagerHR Human ResourcesHRM Human Resources

ManagementICA Interim Containment

ActionsIMS Integrated Management

SystemsIQA Institute of Quality

AssuranceISO International

Organization forStandardization

IT Information TechnologyJIPE Japanese Institute of

Plant EngineersJIPM Japanese Institute of

Plant MaintenanceJIS Just-In-SequenceJIT Just-In-TimeJUSE Japanese Union of

Scientists and EngineersKJ Kawakita JiroKPI Key Performance

IndicatorLSL Lower Specification

LimitMBNQA Malcolm Baldrige

National Quality AwardMBO Management By

ObjectivesMITI Ministry of International

Trade and IndustryMOD Ministry of DefenceMRS Mutual Recognition

AgreementMRO Maintenance, Repair and

OperatingMRP II Manufacturing

Resources PlanningNACCB National Accreditation

Council for CertificationBodies

List of Abbreviations xxiii

NAMAS National MeasurementAccreditation Service

NATLAS National TestingLaboratory AccreditationService

NATO North Atlantic TreatyOrganization

NIST National Institute ofTechnology

np Number Defective ChartsNWW North West WaterOEM Original Equipment

ManufacturerOH Occupational HealthOHSAS Occupational Health

and Safety SeriesOH&SMS Occupational Health

and Safety ManagementSystems

O&M Organization andMethod

p charts Proportion/percentagecharts

PAF Prevention-Appraisal-Failure

PAL Pooling, Allying andLinking AcrossOrganizations

PAT Project Action TeamPDCA Plan-Do-Check-ActPDPC Process Decision

Programme ChartPDSA Plan-Do-Study-ActPERA Production Engineering

Research AssociationPERT Programme Evaluation

and Review TechniquePIMS Profit Impact of Market

StrategyPKI Public Key

InfrastructurePM Preventative

Maintenance

POC Price of ConformancePONC Price of Non-

ConformancePpk Preliminary Process

Capability IndexPPM Parts Per MillionPRP Performance-Related

PayQA Quality AssuranceQCD Quality Cost and

DeliveryQCs Quality CirclesQFD Quality Function

DeploymentQM Quality ManagementQMS Quality Management

SystemQ-MAP Quality Management

Activity PlanningQSATs Quality Service Action

TeamsQSG Quality Steering GroupQUENSH Quality Environment

Safety HealthRADAR Results, Approach,

Deployment, Assessment and Review

R&D Research andDevelopment

RPN Risk Priority NumberRPQ Relative Perceived

QualitySABAC Society of British

Aerospace CompaniesSDT Supplier Development

TeamSLA Service-Level

AgreementSMEs Small and Medium-

Sized EnterprisesSMED Single Minute Exchange

of Die

xxiv List of Abbreviations

SMMT Society of MotorManufacturers andTraders

SMS Safety ManagementSystems

S/N Signal-to-NoiseSPC Statistical Process

ControlSQA Supplier Quality

AssuranceSTA Success Tree AnalysisSWOT Strengths,

Weaknesses,Opportunities andThreats

TARP Technical AssistanceResearch Programmes

TOPS Team-OrientatedProblem-Solving

TOR Terms of ReferenceTPM Total Productive

MaintenanceTQ Total QualityTQC Total Quality ControlTQM Total Quality

ManagementTQMSAT Total Quality

Management SustainingAudit Tool

TQSG Total Quality SteeringGroup

UKAS United KingdomAccreditation Service

USL Upper SpecificationLimit

VFO Vital Few ObjectivesYIT Yield Improvement

Teams

Contributors

The editors

Barrie G. Dale is Professor of Quality Management at Manchester Business School.Founder of the International Journal of Quality and Reliability Management, hehas been its co-editor for over 23 years. He has authored several other booksincluding, The Road to Quality (1993), Quality Improvement through Standards(2nd edition, 1994), Managing Quality and Human Resources (2nd edition, 1997),Working in Partnership (1998), Managing Business Improvement and Quality(1998), Total Quality Management Blueprint (1999) and Quality Costing (3rdedition, 1999).

Ton van der Wiele is Associate Professor of Quality Management andPerformance Improvement at RSM Erasmus University, Rotterdam. He obtainedhis PhD degree from Erasmus University in 1998, and his main research interests are in Quality Management, Performance Improvement, ManagementConsultancy and E-business. Co-editor of the International Journal of Qualityand Reliability Management and European editor of Managing Service Quality,van der Wiele has worked in the field for more than twenty years.

Jos van Iwaarden is Assistant Professor of Quality Management andPerformance Improvement at RSM Erasmus University, Rotterdam. Heobtained his PhD degree from Erasmus University in 2006, and his mainresearch interests are in Quality Management issues in the automotive industry.He has published over 15 papers in international journals and presented his researchat the Academy of Management conference, IEEE engineering management con-ference, and the Australian and New Zealand Academy of Management confer-ence. He is associate editor of the International Journal of Quality andReliability Management.

The contributors

John Aldridge is Quality Manager with Siemens Standard Drives, Congleton, UK.

Allan Brown is Professor of Human Resources Management, Edith CowanUniversity, Perth, Australia.

Bernard Burnes is Senior Lecturer in Operations Management, ManchesterBusiness School, University of Manchester, UK.

Ian Ferguson is Managing Director of Ferguson Associates, Birmingham, UK.

David Lascelles is Managing Director of David Lascelles Associates, CarringtonBusiness Park, Manchester, UK.

Roy Lee is Squadron Leader, Support Management Group, Royal Air Force, Wyton,UK.

Barbara Lewis is Professor of Marketing, Manchester Business School,University of Manchester, UK.

Rory Love is Quality Engineer, Alexanders Ltd., Falkirk, UK.

John Macdonald is Managing Director of John Macdonald Associates, Surrey,UK.

Peter Shaw was TQM Project Officer, Manchester School of Management,UMIST, UK.

Adrian Wilkinson is Professor of Human Resource Management, University ofLoughborough, UK.

George Wilkinson was Operations Manager, British Telecom, Manchester, UK.

Roger Williams is Professor of Business and Management, Erasmus University,Rotterdam, The Netherlands.

xxvi List of Contributors

Preface

The first edition of Managing Quality sold well and the second and third edi-tions sold even more copies which, according to the publisher, is unusual for abook of this type. The fourth edition has become one of the leading textbooksworldwide on Quality Management. The fifth edition builds on the success ofthese previous editions.

In the book the term total quality management (TQM) is used to describethe process of transformation by which all parts of the organization have a focuson quality with the ultimate objective of customer satisfaction and delight. Somepeople argue that the term TQM has fallen out of use, with directors and man-agers regarding it as a fallen star and a jaded concept. They have then movedon to what they perceive to be newer, more fashionable concepts (for example,excellence, benchmarking, business process re-engineering and customer focus).Other companies are persevering in their attempts to make progress on their TQMjourney but struggling to ensure that the initiative survives and that benefits are still being derived. Another set of companies has carried on operating to theprinciples of TQM, sometimes unknowing, under the umbrella of what are perceived to be more fashionable themes such as excellence and organizationalperformance improvement. However, irrespective of what an organization termsan initiative, quality as a competitive reality in the global marketplace remainsas powerful as it was when the first edition was launched. There is little doubtthat in many companies and industries the issue of improvement in the qualityof products and services remains urgent. Therefore in this book we are stickingto the term TQM.

In the spirit of continuous improvement a major revision of the book has beenundertaken with some chapters having undergone extensive revision and addi-tional chapters introduced to reflect developments in the field. For example, newmaterial has been introduced on: quality management improvement approaches;six sigma; and the latest developments and trends in quality management, suchas e-business, outsourcing and risk management. In addition, there has been some

xxviii Preface

reordering and reconfiguration of material and changes to terminology, and onechapter has been dropped.

The book is a very comprehensive TQM text and has developed a track recordand following amongst students, academics and practitioners. Its purpose is toprovide the reader with an appreciation of the concepts and principles of TQM.It has proved to be a wide-ranging source of reference for the many tools, tech-niques and systems which are associated with the concept. The feedback indi-cates that the book has been useful to industrialists, management consultants,academics, and undergraduate and postgraduate students from a variety of disciplines; TQM is not the special province of one group of people or one dis-cipline. People studying for professional examinations which involve considera-tions of quality have also benefited from use of the book.

In a book of this size and format it is not easy to decide the depth and detailof the text, what is to be put in and what is to be left out, and who should contribute. The comments from reviews and users of the previous editions and the views of colleagues at Manchester Business School, Erasmus UniversityRotterdam and elsewhere have assisted in this task. We have tried to achieve abalance between the number of contributions from practitioners and those fromthe academic community; the views and ideas expressed by both parties are supportive of each other. We believe this mixture of approaches under one coveradds to the value of the book.

We hope readers will read the whole book to gain an understanding of thebreadth and depth of TQM. However, most of the chapters do stand alone andreaders may choose to dip into the book in order to learn more about a par-ticular subject.

The subject of TQM is vast. There are many issues and interfaces to consider,and there are a considerable number of tools, techniques and systems which anorganization can use to assist it in the introduction and development of the con-cept. An attempt has been made in the text to cover the main aspects and func-tions of TQM, from identifying customer needs and requirements through toquality planning, supply and subcontract, human resources, and production/ operations. While there is nothing particularly radical in the text, the book doescover the main concepts and issues currently being debated and considered by business leaders throughout the world. The academic contributors have alsooutlined some of their recent research findings. We do hope that readers willfind some new ideas and angles on subjects which have been brought to theirattention.

The brief given to the contributors was to keep the level of technical detailto a minimum and to write in non-specialist language. This is much easier insome subjects than others, but we believe that this objective has been achieved,and hope the reader will find that the structure of the book is logical and thecontent is clear and free from confusing jargon.