Total quality management : key concepts and case studies Kiran, D.R.

otal Quality Management: Key Concepts and Case Studies provides the full range of management principles and practices that govern the quality function. The book covers the fundamentals and background needed, as well as industry case studies and comprehensive topic coverage, making it an invaluable reference to both the novice and the more experienced individual.

Front Cover; Total Quality Management: Key Concepts and Case Studies; Copyright; Contents; About the Author; Foreword; Preface; Acknowledgments; About the Book; Chapter 1: Total Quality Management; 1.1 What Is Quality?; 1.2 Quality Definitions; 1.3 Quotes on Quality; 1.4 The Scale of Quality; 1.5 The Paradigm of TQM; 1.6 How can Effective TQM Change the Situation?; 1.7 Quality of Design Versus Quality of Conformance; 1.8 Changing Criteria of Quality; 1.9 The Five Approaches to Quality; 1.10 PDCA Cycle; 1.11 When to Use the PDCA Cycle; 1.12 Variations of PDCA Terminology 1.13 Deming's Fourteen Points to Improve Quality1.14 Deming System of Profound Knowledge; 1.15 Juran Quality Trilogy; 1.16 Conclusion; Further Reading; Chapter 2: Evolution of Total Quality Management; 2.1 Introduction; 2.2 The Historical Development of TQM; 2.2.1 Operative Quality Control; 2.2.2 Foreman Quality Control; 2.2.3 Inspection Quality Control; 2.2.3.1 Patrol Inspection; 2.2.3.2 Process Control; 2.2.3.3 Source Inspection; 2.2.3.4 Supplier Partnership; 2.2.4 Statistical Quality Control; 2.2.4.1 Sampling Inspection; 2.2.5 Total Quality Control 2.3 Quality Management in the Japanese Scenario2.4 Post-Deming/Juran Quality Scenario; 2.5 Conclusion; Further Reading; Chapter 3: Quality Gurus; 3.1 Wilfredo Pareto; 3.2 Walter A. Shewhart; 3.3 Edwards Deming; 3.4 Joseph Juran; 3.5 Armand Feigenbaum; 3.6 Prasanta Chandra Mahalanobis; 3.7 Shigeo Shingo; 3.8 Taichi Ohno; 3.9 Kaoru Ishikawa; 3.10 Genichi Taguchi; 3.11 Phillip B. Crosby; 3.12 Yoshio Kondo; 3.13 Shigeru Mizuno; 3.14 Yoji Akao; 3.15 Noriaki Kano; 3.16 Masaaki Imai; 3.17 Claus Möller; 3.18 Blanton Godfrey; 3.19 Clarence Irwing Lewis; 3.20 David Garvin; 3.21 Dorian Shainin 3.22 Edward de Bono3.23 Eliyahu M. Goldratt; 3.24 Eugene L. Grant; 3.25 Bill Conway; 3.26 Yasutoshi Washio; Further Reading; Chapter 4: Leadership and TQM; 4.1 What is Leadership?; 4.2 Definitions for Leadership; 4.3 Theories of Leadership; 4.4 Leadership Categories; 4.5 Leadership and Goal Setting; 4.6 Characteristics of Quality Leaders; 4.7 Warren Bennis Principles of Great Teams; 4.8 The Seven Habits of Highly Effective Leaders; 4.9 The Ten Commandments of cGMPs (Current Good Manufacturing Practices); 4.10 Fifty Insights for CEOs; 4.11 Fifteen Thoughts of Chanakya 4.12 Wilkie's Leadership Qualities4.13 Leadership Responsibilities; 4.14 Moral Leadership; 4.15 Contributors for Moral Leadership; 4.16 Role of Top Management in Quality Management; 4.17 Leadership and Knowledge of Psychology; 4.18 Case Studies on Leadership Qualities; 4.19 Some Quotations on Leadership; 4.20 Conclusion; Further Reading; Chapter 5: Scientific Management; 5.1 TQM and Scientific Management; 5.2 The Industrial Revolution; 5.3 Evolution of Management Thinking; 5.4 Phases of Growth of Management Thinking; 5.5 Early Pioneers in Management Thinking- Pre-19th Century.