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Total Quality Management
Key Concepts and Case Studies
1st Edition - October 28, 2016
Author: D.R. Kiran
Language: English
Paperback ISBN:9780128110355
9 7 8 - 0 - 1 2 - 8 1 1 0 3 5 - 5
eBook ISBN:9780128110362
9 7 8 - 0 - 1 2 - 8 1 1 0 3 6 - 2
Total 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 funda…Read more
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Total 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.
Aspects of quality control that are widely utilized in practice are combined with those that are commonly referred to on University courses, and the latest developments in quality concepts are also presented. This book is an ideal quick reference for any manager, designer, engineer, or researcher interested in quality.
Features two chapters on the latest ISO standards
Includes an introduction to statistics to help the reader fully grasp content on statistical quality control
Contains case studies that explore many TQM themes in real life situations
Reference for Certified Quality Engineers, Reliability Engineers, Managers, Designers, Engineers, Operations Personnel. Also a useful intro for researchers with a non-management background
About the Author
Foreword
Preface
Acknowledgments
About the Book
Chapter 1: Total Quality Management: An Overview
Abstract
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 Quality
1.14 Deming System of Profound Knowledge
1.15 Juran Quality Trilogy
1.16 Conclusion
Chapter 2: Evolution of Total Quality Management
Abstract
2.1 Introduction
2.2 The Historical Development of TQM
2.3 Quality Management in the Japanese Scenario
2.4 Post-Deming/Juran Quality Scenario
2.5 Conclusion
Chapter 3: Quality Gurus
Abstract
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 Bono
3.23 Eliyahu M. Goldratt
3.24 Eugene L. Grant
3.25 Bill Conway
3.26 Yasutoshi Washio
Further Reading
Chapter 4: Leadership and TQM
Abstract
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 Qualities
4.13 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
Chapter 5: Scientific Management
Abstract
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
5.6 Concepts of Scientific Management
5.7 Specific Aims of Scientific Management
5.8 Advantages of Scientific Management
5.9 Misconceptions of Scientific Management
5.10 Resistance to Scientific Management
5.11 Conclusion
Chapter 6: System Approach to Management Theory
Abstract
6.1 Development of System Approach
6.2 What is a System?
6.3 Definition of a System
6.4 Types of Systems
6.5 Components of a System
6.6 Elements of Control in System Approach
6.7 Effect of Environment on the Systems
6.8 Open and Closed Systems
6.9 Systems and Subsystems
6.10 Relationship Between the Systems and Subsystems
6.11 Combination of Subsystems
6.12 The Management Cube
6.13 Planning Pyramid
6.14 Summary of the Features of Management as a System
6.15 Decision Theory
6.16 Problem Analysis and Decision-Making
6.17 Characteristics of Decision-Making
6.18 Situations Under Which Decisions are Taken
6.19 Classifications of Decisions
6.20 Different Approaches to Decision-Making
6.21 Bias in Decision-Making
6.22 Decision Tree
6.23 Systematic Decision-Making
6.24 Proper Management Decision and Proper Engineering Design
6.25 Conclusion
Chapter 7: Strategic Planning
Abstract
7.1 Introduction
7.2 Business Plans
7.3 Strategic Planning
7.4 Methodologies for Strategic Planning
7.5 Situational Analysis
7.6 Hoshin Kanri
7.7 Definitions of Strategic Planning
7.8 Strategic Planning Elements
7.9 Besterfield’s Seven Steps of Strategic Planning
7.10 Strategy Development and Strategy Deployment
7.11 Effectiveness of the Strategic Planning
7.12 The Four Perspectives for Translating Strategy into Operating Process
7.13 Quality Planning
7.14 Contingency Theory
7.15 Organizing for Strategic Planning
7.16 Leavitt's Diamond
7.17 Mission and Vision Statements
7.18 Caution in the Application of Strategic Planning
7.19 Conclusion
Chapter 8: Cost of Quality
Abstract
8.1 Introduction
8.2 Forces Leading to the Concept
8.3 The Categories of Quality Costs
8.4 Hidden Quality Costs
8.5 Cost of Lost Opportunities
8.6 Service Costs
8.7 Tangible and Intangible Costs
8.8 Visible Costs and Invisible Costs
8.9 Quality Cost Data
8.10 Case Studies on Research Done in the Area of Quality Costing
8.11 Suggested Model for Quality Costing
8.12 Sources for Collecting Quality Cost Data
8.13 Uses of Quality Cost Analysis
8.14 Pareto Principle
8.15 Quality Conformance Level
8.16 Top Management Role in Containing Quality Costs
8.17 Quality and Safety
8.18 Responsibility of Top Management for Product Safety
8.19 Case Study on Quality Cost
8.20 Conclusion
Chapter 9: Organization for TQM
Abstract
9.1 Why Organization?
9.2 What Needs to Be Organized in the Quality Function?
9.3 Principles of Organization
9.4 Classes of Organizational Structures
9.5 Organization for the Quality Function
9.6 Centralized Organization
9.7 Decentralized Organization
9.8 Matrix Type of Organization
9.9 Factors to Be Considered in Deciding the Manpower Requirement
9.10 Size and Type of an Organization
9.11 Conclusion
Chapter 10: Customer Satisfaction
Abstract
10.1 Sellers’ Market Versus Buyers’ Market
10.2 Customer is King
10.3 Position of the Customer in an Organization
10.4 Customer’s Perception of Quality
10.5 Types of Customers
10.6 Internal Customers
10.7 Customer Satisfaction
10.8 Customer Delight
10.9 Kano Model of Customer Satisfaction
10.10 American Customer Satisfaction Index
10.11 Customer Retention
10.12 Customer Loyalty
10.13 Factors for Establishing Loyal Customers
10.14 Customer Attrition
10.15 How Companies Lose Their Customers
10.16 Customer Surveys
10.17 Customer and Quality Service
10.18 The Key Elements of Service Quality
10.19 Customer Retention Versus Employee Morale
10.20 Action to be Taken to Handle Customer Complaints
10.21 Healthy Practices by Customer Focused Organizations
10.22 Customer Code of Ethics to be Followed
10.23 Recently Held International Quality Symposia
10.24 Conclusion
Chapter 11: Total Employee Involvement
Abstract
11.1 What is Total Employee Involvement?
11.2 Motivation
11.3 Employee Involvement Strategies
11.4 Teamwork
11.5 Empowerment
11.6 Participative Management
11.7 Effect of Worker Representation on Productivity
11.8 How to Successfully Implement a Change
11.9 Theodore Kinni’s Eight Tips for Achieving Motivated Workforce
11.10 Benefits of Employee Involvement
11.11 Role of Senior Management in Employee Involvement
11.12 Recognition and Rewards
11.13 Forms of Recognition and Rewards
11.14 Criteria for Effective Recognition of Employees
11.15 Advantages of Effective Rewarding Systems
11.16 Conclusion
Appendix A Case Study on Worker Involvement
Chapter 12: Supplier Partnership
Abstract
12.1 Introduction
12.2 Traditional Versus TQM Oriented Vendor Relations
12.3 Partnership Definition
12.4 Strategic Partnership
12.5 Principles of Customer/Supplier Relations
12.6 The Three Primary and Necessary Requirements for Partnering
12.7 Multiple Supplier Partnership
12.8 Advantages of Supplier Partnership
12.9 Supplier Selection
12.10 Vendor Rating
12.11 Criteria for Evaluation
12.12 The Partnership Indices
12.13 Supplier Certification
12.14 Benefits of Supplier Rating
12.15 Lean Inspection Through Supplier Partnership
12.16 Vendor Managed Inventory
12.17 Retailer Supplier Partnership
12.18 Impact of Supplier Partnership on Inventory Norms
12.19 Conclusion
Chapter 13: Total Productive Maintenance
Abstract
13.1 Introduction
13.2 The Meaning of TPM
13.3 Evolution of TPM
13.4 Definitions of TPM
13.5 TPM is an Extension of TQM
13.6 TPM Starts With Cleaning
13.7 The Seven Types of Abnormalities
13.8 The Eight Pillars of TPM
13.9 The Five Zeros of TPM
13.10 Why Operatives Fail to Adapt TPM as a Way of Life?
13.11 What Can TPM Achieve?
13.12 Overall Equipment Effectiveness (OEE)
13.13 The Six Losses From Poor OEE
13.14 The Three Levels of Autonomous Maintenance in TPM
13.15 The Five Goals of TPM
13.16 Procedure for the Implementation of TPM
13.17 Maintenance Work Sampling
13.18 Conclusion
Checklist for JIPE’s Productive Maintenance Excellence Award
Chapter 14: Quality Awards
Abstract
14.1 Why Quality Awards?
14.2 International Quality Awards
14.3 International Quality Award Trio
14.4 Deming Application Prize
14.5 Malcolm Baldrige National Quality Award
14.6 European Quality Prizes
14.7 Australian Business Excellence Award
14.8 Canadian Award for Business Excellence (CABE)
14.9 Rajiv Gandhi National Quality Award
14.10 Golden Peacock National Quality Award
14.11 IMC-Ramakrishna Bajaj National Quality Award (IMCRBNQA)
14.12 China Quality Award
14.13 National Quality/Business Excellence Awards in Different Countries
14.14 Basic Differences Among the Award Trio
14.15 Conclusion
Appendix 14.1 Recipients of Deming Application Prizes From 1998
Appendix 14.2 Some International Awards Including Quality Awards
Appendix 14.3 Recipients of Rajiv Gandhi National Quality Award
Appendix 14.4 Recipients of NIQR Awards in 2014
Appendix 14.5 Recipients of Golden Peacock Awards
Chapter 15: Quality Circles
Abstract
15.1 What is a Quality Circle?
15.2 Origin of Quality Circles
15.3 The American Scenario
15.4 The Indian Scenario
15.5 Significance of Quality Circles
15.6 Objectives of Quality Circles
15.7 Nature of Problems That Can be Solved by Quality Circles
15.8 Ten Conditions for Successful Quality Circles
15.9 Road Map to be followed in a Quality Circle Meeting
15.10 Characteristics of an Effective Quality Circle Meeting
15.11 Structure of a Quality Circle
15.12 Conclusion
Chapter 16: Fundamentals of Statistics— Part I
Abstract
16.1 Definition of Statistics
16.2 Role of Statistics in Analysis
16.3 Limitation of Statistics
16.4 Elements of Statistical Techniques
16.5 Methods of Collecting Data
16.6 Data Classification
16.7 Data Presentation
16.8 Population Versus Sample
16.9 Attributes and Variables
16.10 Graphs
16.11 Single Dimensional Diagrams—Bar Charts
16.12 Innovative Graphs
16.13 Frequency Graphs
16.14 Ogive
16.15 “Z” Chart
16.16 Lorenz Curves
16.17 Frequency Distribution
16.18 Central Tendency
16.19 Measures of Central Tendency
16.20 Mean or an Average
16.21 Arithmetic Mean
16.22 Geometric Mean, Quadratic Mean, and Harmonic Mean
16.23 Median
16.24 Mode
16.25 Dispersion
16.26 Range
16.27 Mean Deviation
16.28 Standard Deviation
16.29 Skewness
16.30 Kurtosis
16.31 Conclusion
Chapter 17: Fundamentals of Statistics— Part II
Abstract
17.1 Correlation
17.2 Regression
17.3 Relation between Correlation and Regression
17.4 Sampling Theory
17.5 Probability
17.6 Laws of Probability
17.7 Conclusion
Chapter 18: Process Capability
Abstract
18.1 Statistical Process Control
18.2 Why Control Charts?
18.3 Reasons for Variations
18.4 Process Capability
18.5 Process Capability Index
18.6 One-Sided and Two-Sided Specifications
18.7 Taguchi Capability Index
18.8 Recommended Minimum Values of Cpk
18.9 Conclusion
Chapter 19: Inward Inspection
Abstract
19.1 Definitions of Inspection
19.2 Objectives of Inspection
19.3 Steps Involved in Inspection
19.4 Classifications of Inspection Methods
19.5 Source Inspection
19.6 Inward Inspection
19.7 Single and Double Sampling Inspection
19.8 In Process Inspection and Final Inspection
19.9 Tools of Inspection
19.10 Normal Jobs of a Quality Control Inspector
19.11 Requirements of an Inspector
19.12 Conclusion
Chapter 20: Seven Traditional Tools of TQM
Abstract
20.1 Introduction
20.2 Check Sheets and Checklists
20.3 Histogram or Bar Graph
20.4 Scatter Diagram
20.5 Control Chart
20.6 Pareto Principle
20.7 Cause and Effect Diagram
20.8 Flow Charts
20.9 Conclusion
Process Chart
Outline Process Chart
Flow Process Chart
Flow Diagram
Chapter 21: The Seven Modern Tools of TQM
Abstract
21.1 The Seven Traditional Tools of TQM
21.2 The Seven Modern TQM Tools
21.3 Affinity Diagram (KJ Method)
21.4 Interrelationship Diagraph
21.5 Tree Diagram
21.6 Prioritization Matrix
21.7 Process Decision Program Chart
21.8 Activity Network Diagram
21.9 Single Minute Exchange of Dies
21.9.3 Factors Stressed Upon by Shigeo Shingo, the Originator of SMED
21.10 Force Field Analysis
21.11 Criteria Rating Form
21.12 Models That Can be Used to Represent a Problem
21.13 Other Analytical Testing Methods for Safety
21.14 Conclusion
Chapter 22: Kaizen and Continuous Improvement
Abstract
22.1 What is Kaizen?
22.2 Significance of Kaizen in Continuous Improvement
22.3 Why Continuous Improvement?
22.4 Some Illustrations of the Continuous Process Improvements
22.5 Kaizen is the Umbrella
22.6 Requirements for Continuous Improvement
22.7 Industrial Engineering Principles vs. Kaizen Principles
22.8 Importance of Creativity
22.9 Creative Methodology
22.10 The Principles of Creativity
22.11 Brainstorming
22.12 Six Thinking Hats
22.13 Primary and Secondary Questions
22.14 Develop
22.15 Define
22.16 Install
22.17 Maintain
22.18 Checklist for Operation Examination
22.19 Other Continuous Improvement Techniques
22.20 Case Studies on Kaizen Applications
22.21 Some Quotations on Change
22.22 Conclusion
Chapter 23: 5S
Abstract
23.1 Introduction
23.2 Explanation of the 5Ss
23.3 9-Step Procedure for Implementing 5S
23.4 5S Audit Sheet
23.5 An Easy Way of Remembering the 5S Terms
23.6 Conclusion
Chapter 24: Six Sigma
Abstract
24.1 Introduction
24.2 Definitions of Six Sigma
24.3 History of Six Sigma
24.4 Required Skills for Black Belted Experts in Six Sigma
24.5 The Concept of Six Sigma in the Context of TQM
24.6 Origin of This Confusion Between Statistical 6σ and TQM Six Sigma
24.7 Six Sigma According to General Electric
24.8 The Values of the Defect Percentages
24.9 Methodologies for Six Sigma
24.10 DMAIC Methodology for Six Sigma
24.11 DMADV
24.12 Detailed Methodology of DMAIC
24.13 Organizing for Six Sigma
24.14 Software Used for Six Sigma
24.15 The Case Study of Mumbai Dabbawalas
24.16 Conclusion
Chapter 25: Lean Management
Abstract
25.1 What is Lean Management?
25.2 Components of Lean Management
25.3 Definitions on Lean Management
25.4 Evolution of Lean Concept
25.5 The House of Lean Management
25.6 What can Lean Management Achieve?
25.7 Increased Reliability with Lean Management
25.8 The Eight Losses in Manufacturing Leading to Lean Management
25.9 The 5 Key Drivers in Lean Management System
25.10 The 8 Ps of Lean Thinking
25.11 Lean Enterprise Implementation Processes and Tools
25.12 Road Map for Lean Management
25.13 Illustration of a Pit Shop Maintenance Situation
25.14 Conclusion
Chapter 26: Failure Modes and Effects Analysis
Abstract
26.1 Uncertainties During Development
26.2 Failure Modes and Effects Analysis
26.3 History of the Development of FMEA
26.4 Multiple Causes and Effects Involved in FMEA
26.5 Types of FMEA’s
26.6 When to Use FMEA
26.7 Basic Terms of Reference in FMEA
26.8 Risk Priority Number
26.9 Procedure for FMEA
26.10 Responsibility for Action
26.11 Benefits of FMEA
26.12 FMEA Software
26.13 Conclusion
Chapter 27: Reliability Engineering
Abstract
27.1 Functional Reliability
27.2 General Causes for Poor Reliability
27.3 Distinguishing Between Quality and Reliability
27.4 What is RBM?
27.5 Bath Tub Characteristics
27.6 Basics of RBM
27.7 Principles of Reliability Engineering
27.8 House of Reliability
27.9 Types of Failures
27.10 Severity of Failures
27.11 Statistical Distribution Curves of Failures
27.12 Probability Density Function
27.13 Procedure of Establishing Reliability Based Product Quality
27.14 Reliability Prediction
27.15 Monte Carlo Simulation
27.16 Markov Analysis
27.17 Conclusion
Chapter 28: Business Process Reengineering
Abstract
28.1 History of Business Process Reengineering
28.2 Definitions of Business Process Reengineering
28.3 Business Process Reengineering as a TQM Technique
28.4 The Role of Information Technology
28.5 Methodology for BPR (Fig. 28.1)
28.6 Process Reengineering Life Cycle Approach for BPR
28.7 Criticism Against BPR
28.8 Satisfactory Underperformance
28.9 The Sweet and Sour Cycle
28.10 Business Process Management
28.11 Conclusion
Chapter 29: Benchmarking
Abstract
29.1 What is Benchmarking?
29.2 Definitions for Benchmarking
29.3 Types of Benchmarking
29.4 Some of the Parameters That Can be Benchmarked
29.5 General Concept of Benchmarking
29.6 Phases of Benchmarking
29.7 Stage of Benchmarking
29.8 Different Approaches to Benchmarking
29.9 Tips for the Consultants
29.10 Costs of Benchmarking
29.11 Advantages of Benchmarking
29.12 Limitations of Benchmarking
29.13 Professional Associations and Institutions Exclusively for Benchmarking
29.14 Conclusion
Chapter 30: Quality Function Deployment
Abstract
30.1 Why Quality Function Deployment?
30.2 Definitions of QFD
30.3 History of QFD
30.4 Issues That Would be Addressed by QFD
30.5 The Four Phases of QFD
30.6 Building a House of Quality
30.7 Voice of the Customer
30.8 Voice of the Organization
30.9 Framework for House of Quality
30.10 Building Up of House of Quality
30.11 Procedure for QFD
30.12 Benefits of QFD
30.13 Conclusion
Chapter 31: Quality Loss Function
Abstract
31.1 What is Quality Loss?
31.2 Precision vs. Accuracy
31.3 History of the Development of the Concept of the Loss Function
31.4 Taguchi Philosophy
31.5 Quality Loss Function
31.6 Off-Line Quality Control Rule for Manufacturing
31.7 Design of Experiments
31.8 Robustification
31.9 Noise Variables
31.10 Case Study
31.11 Conclusion
Chapter 32: Design for Quality
Abstract
32.1 Design for Quality
32.2 Design for Six Sigma
32.3 Acronyms for Methodologies Akin to DMAIC
32.4 DMADV
32.5 Scope of DFSS
32.6 Six Sigma Versus DFSS
32.7 Benefits of DFSS
32.8 Conclusion
Chapter 33: Value Engineering
Abstract
33.1 What is Value Engineering?
33.2 Definitions of Value Engineering
33.3 History of Value Engineering
33.4 What is Value?
33.5 Value Analysis
33.6 Objectives of Value Engineering
33.7 Typical Benefits of Value Engineering Projects
33.8 Functions of a Product as the Customer Wants It
33.9 Functional Value of a Product Versus Other Values
33.10 Methodology of Value Engineering
33.11 Function Analysis System Technique
33.12 Case Study
33.13 Conclusion
Chapter 34: ISO 9000 Quality Systems
Abstract
34.1 Need for Quality Management Systems
34.2 International Organization for Standardization
34.3 ISO 9000 Series of Quality Standards
34.4 Evolution of ISO 9000 Family of Standards
34.5 ISO/TS16949
34.6 QS-9000 Series
34.7 Requirements as Specified by ISO 9000
34.8 Bureau of Indian Standards
34.9 Vision and Mission Statement
34.10 Mission Statement
34.11 Objectives, Goals, and Action Plans
34.12 SOP—Standard Operating Procedures
34.13 Specific Features of ISO 9004
34.14 Steps to be Followed for Getting ISO Certification
34.15 Benefits of ISO 9001-2000 and TS 16949 Quality Systems
34.16 ISO 9000:2005
34.17 2015 Revision of ISO 9000 Series
34.18 The Six Stages of the Release of the 2015 Revision
34.19 Revision of ISO 9000 in 2015
34.20 Conclusion
Chapter 35: ISO 14000 Quality Systems
Abstract
35.1 Introduction
35.2 Evolution of the ISO Standards on Environmental Issues
35.3 Global Environmental Issues
35.4 Magna Carta on Environment
35.5 International Initiatives on Environmental Issues
35.6 Evolution of ISO 14000 Series
35.7 Water Footprint
35.8 The Benefits of ISO 14000
35.9 Engineer’s Role in Environment Protection
35.10 Principles of Green Design
35.11 Basic Approaches for Resolving Environmental Problems
35.12 Guidelines for Social Responsibility
35.13 5 Rs of Wastage Utilization
35.14 Conclusion
Chapter 36: Terminology Used in Japanese Management Practices
Abstract
36.1 Introduction
36.2 Some of the Terminologies Cited in This Chapter
36.3 History of Development of Japanese Management Practices
36.4 Quality Circles
36.5 Kaizen
36.6 GenchiGenbutsuGenjitsu
36.7 Monozukuri and Hitozukuri
36.8 Nemawashi
36.9 Heijunka
36.10 3 Mu Checklists
36.11 Four Wives and one Husband
36.12 CREW
36.13 5 Management Objectives of Factory Management
36.14 5 Zus
36.15 Poka Yoke
36.16 Andon and Hanedashi
36.17 Jidhoka
36.18 ChakuChaku
36.19 5 S
36.20 Six Sigma
36.21 Gemba Walk
36.22 WarusaKagen
36.23 Single Minute Exchange of Die
36.24 Just in Time
36.25 Kanban
36.26 HoshinKanri
36.27 NichijoKanri
36.28 Kata
36.29 Total Productive Maintenance
36.30 Pecha-kucha
36.31 DakaraNani
36.32 Kanso, Shizen, and Shibumi
36.33 OkyaKusoma
36.34 Conclusion
Annexure I: University Syllabi
1 Anna University – BE (MECH/PROD) - GE 406 - Total Quality Management
2 Anna University for MBA - GE2022 - Total Quality Management
3 Jawaharlal Nehru Technological University – Hyderabad
4 Visvesvaraya Technological University, Belgaum - 06IM72 Total Quality Management
5 Pune University - 406D - Quality Management
6 Sivaji Univ. Kolhapur, BE MECH, Total Quality Management
7 Uttar Pradesh Technical University - EME-041: Total Quality Management
8 M.J.P. Rohilkhand University, Bareilly: MBA(GEN.) CN-405 Total Quality Management
9 VTU - Total Quality Management
10 Mahatma Gandhi University, Meghalaya
11 West Bengal University - ME 821: Total Quality Management
12 Madras University for Master of Business Administration
13 Tamil Nadu Open University MBA - MSP 61 - Total Quality Management Paper
14 Indian Institute of Plant Engineers - Diploma in Plant Engineering & Management
15 Middle East Technical University
16 Prince Sultan University
17 St. Martin University, Washington State
18 University of Kokybės Vadybos (Lithuanian University)
19 University of Hradec Kralove & University of Pardubice (Czechoslovakia)
20 Cork Institute of Technology
21 A. AU & BPGTQM as a Course with 3 Quality Related Papers
22 B QE 9112 Total Quality Management
23 C QE 9122 Quality by Design
Bibliography
Index
No. of pages: 580
Language: English
Edition: 1
Published: October 28, 2016
Imprint: Butterworth-Heinemann
Paperback ISBN: 9780128110355
eBook ISBN: 9780128110362
DK
D.R. Kiran
D.R Kiran has forty years of experience in both industry and academia. He has held a range of management positions including Planning Manager of Rallifan (CF division), World Bank Adviser/Instructor for Transport Managers in Tanzania, and the Principal of PMR Institute of Technology, Chennai. In Universities he has taught subjects including Total Quality Management, Professional Ethics and Maintenance Engineering Management. He is the author of 2 books, and numerous journal articles, and was presented with the coveted Bharat Excellence Award and Gold Medal for Excellence in Education in New Delhi in 2006.
Affiliations and expertise
International Consultant in Industrial Engineering and Management, India