Senior Management And Quality

Fin Rooney

Description

"Not just another quality tools book. I wish all senior managers would read this...Anyone who is interested in how quality is embedded in all aspects of business should get this book."
Holly Hickmanbr Director, Customer Quality, Constellium
In this original and practical book, Fin Rooney strips back the myths surrounding quality. He goes back to original principles in deciding what quality means, and then proceeds to show how it can have a positive influence on all departments. He suggests that every department should have quality objectives in order to generate a quality culture.
This book will change how you look at quality. You will see how you can use it to drive improvement, cost savings, and better profitability in your organization. It will look at using quality not just as a tool for making good products or delivering a good service, but as a strategic weapon in the marketplace. Full of helpful questions and thought-provoking ideas, Senior Management and Quality will ensure you have interesting conversations with senior managers and how they view quality. For senior managers, it gives a framework for devising a coordinated quality strategy, involving every department in quality, and showing how an embedded quality strategy can create virtuous circles of improvement.
Among many features, this book:
Explains how we can turn our quality departments and staff into a strategic, value-adding service
Gives a neater definition of ‘quality' that can be applied to any department in any organization
Shows the relationships between quality and suppliers, customers, and internal departments
Addresses the issues that can arise with the department that is the most important one in determining product quality: R&D
Reassesses our view of company and quality objectives
Reviews the role of quality personnel, and how we can use them as internal consultants
Investigates how quality can influence training and change management
Takes a fresh look at objectives and metrics, and the problems and contradictions with some of the common ones in use
Looks at some of the deficiencies with Six Sigma
With over 30 years in quality, Fin Rooney has put together the results of that experience in the real business world and come up with a practical approach to using quality as a way to improve your organization's performance in all areas.

Sujets

• Business
• Qualité, hygiène, sécurité, environnement
• Gestion et management
• Economics
• Leadership

Informations

• Publié par: ASQ Quality Press
• Date de parution: 12 janvier 2018
• Nombre de lectures: 0
• EAN13: 9781953079145
• Langue: English

Extrait

Senior Management and Quality
How to Leverage Quality for Profit
Fin Rooney
ASQ Quality Press Milwaukee, Wisconsin
Also available from ASQ Quality Press:
We Move Our Own Cheese!: A Business Fable About Championing Change Victor E. Sower and Frank K. Fair
Making Change in Complex Organizations George K. Strodtbeck III
Lean Acres: A Tale of Strategic Innovation and Improvement in a Farm-iliar Setting Jim Bowie
Making Change Work: Practical Tools for Overcoming Human Resistance to Change Brien Palmer
Office Kaizen: Transforming Office Operations into a Strategic Competitive Advantage William Lareau
The Quality Toolbox, Second Edition Nancy R. Tague
Root Cause Analysis: Simplified Tools and Techniques, Second Edition Bjørn Andersen and Tom Fagerhaug
The Certified Six Sigma Green Belt Handbook, Second Edition Roderick A. Munro, Govindarajan Ramu, and Daniel J. Zrymiak
The Certified Manager of Quality/Organizational Excellence Handbook, Fourth Edition Russell T. Westcott, editor
The Certified Six Sigma Black Belt Handbook, Third Edition T.M. Kubiak and Donald W. Benbow
The ASQ Auditing Handbook, Fourth Edition J.P. Russell, editor
The ASQ Quality Improvement Pocket Guide: Basic History, Concepts, Tools, and Relationships Grace L. Duffy, editor
To request a complimentary catalog of ASQ Quality Press publications, call 800-248-1946, or visit our Web site at http://www.asq.org/quality-press .
American Society for Quality, Quality Press, Milwaukee, WI 53203
© 2018 by ASQ. All rights reserved. Published 2017. Printed in the United States of America.
23 22 21 20 19 18 5 4 3 2 1
Library of Congress Cataloging in Publication Control Number: 2017052438
No part of this book may be reproduced in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher.
Director, Quality Press and Programs: Ray Zielke Managing Editor: Paul Daniel O’Mara Sr. Creative Services Specialist: Randy L. Benson
ASQ Mission: The American Society for Quality advances individual, organizational, and community excellence worldwide through learning, quality improvement, and knowledge exchange.
Attention Bookstores, Wholesalers, Schools, and Corporations: ASQ Quality Press books, video, audio, and software are available at quantity discounts with bulk purchases for business, educational, or instructional use. For information, please contact ASQ Quality Press at 800-248-1946, or write to ASQ Quality Press, P.O. Box 3005, Milwaukee, WI 53201-3005.
To place orders or to request ASQ membership information, call 800-248-1946. Visit our Web site at www.asq.org/quality-press .



List of Chapters
List of Figures and Tables
Preface
Introduction
Chapter 1 What Is Quality?
So What is Quality ?
Another Definition of Quality
Quality and Product Features
Quality and Benefits
Quality and Value
Chapter 2 Quality and Strategy
Quality and the Management Team
Chapter 3 Quality Culture
Chapter 4 Quality and Customers
Chapter 5 Quality and Organization Objectives
Dr. Deming’s 14 Points for Management
Chapter 6 Quality Objectives
Chapter 7 The Role of Departments
Chapter 8 The Role of the Quality Department
Chapter 9 Quality and Its Relationship with Other Departments
Operations
Design
Engineering
Sales and Marketing
Finance
Human Resources
IT
Purchasing, Logistics, and Supply Chain Management
Chapter 10 Quality and Suppliers, Logistics and Supply Chain Management
Supplier Selection
Purchasing
Receiving, Identification, and Storage
Supplier Development
Chapter 11 Quality and Change Management
Chapter 12 Quality and Training
Chapter 13 Quality Management Systems (QMS)
Chapter 14 Auditing
Who Should Conduct Audits?
General Auditing Tips and Requirements
Chapter 15 Quality and Lean Management
Chapter 16 Six Sigma
Chapter 17 Risk Management
Appendix 1 Definitions of Quality
Appendix 2 A Generic History of Quality
Appendix 3 Traditional Key Performance Indicators for Quality
Appendix 4 Flow Chart Procedure Template
Appendix 5 Risk Tool–Failure Mode and Effects Analysis (FMEA)
Appendix 6 Abbreviations
Appendix 7 Quality Tools
Bibliography
About the Author

List of Figures and Tables
Figure 1
Quality department diagram
Figure 2
Restaurant quality example
Figure 3
Definitions of quality
Table 1
Strategy and quality
Figure 4
Porter’s model of competitive forces
Figure 5
Organization vision
Figure 6
Organization vision flowchart
Table 2
SEEQS approach
Figure 7
Metric tree for on-time shipments
Table 3
Dataset 1
Table 4
Dataset 2
Table 5
Data table
Graph 1
Quantity of defects
Graph 2
Percentage of defects
Figure 8
Basic process diagram
Figure 9
Greiner’s model of organizational growth
Figure 10
Traditional communications triangle
Figure 11
Traditional communications triangle with extra link
Figure 12
New communications triangle—consultation with B or informing B
Figure 13
Supplier categories
Figure 14
A quality management system (QMS)
Table 6
Typical risk management table
Figure 15
Flowchart procedure template
Table 7
FMEA (Failure Mode and Effects Analysis)

Preface
T he whole area of quality is one that has undergone significant change in the last 50 years. Many new ideas and philosophies have been promoted, and many have fallen out of favor. Others have been superseded or improved.
Quality can be a nebulous concept at the best of times, but in the business world, it has also had a very restrictive meaning— usually one related to product quality. Because of this limited definition, the area of quality has usually remained under the function of Operations, and thus has not been sufficiently leveraged for the competitive advantage it can generate.
The aim of this book is: To give a strategic overview of quality for senior management; To show how the core concepts of quality can help improve organizations; To give senior managers the data not only to hold beneficial reviews among their colleagues, but also to hold useful discussions and reviews with those further down the organization chain; To revisit our thinking on quality—what it is, what its function is, who is responsible for it, and how it should be measured.
Some of the questions covered in this book include: What is quality? How can we use quality and the Quality department to improve our organization? How can the Quality department interact with other departments to generate improvements? Should there be a separate Quality department, when most of us would agree that “quality” should exist in all departments? Does the mere existence of a Quality department create a silo culture, where all non-conformances tend to be seen as the responsibility of the Quality department? What is the role of a Quality department if everyone is responsible for quality? How can we best use the Quality department in our dealings with suppliers and customers?
This is not a book about quality tools and techniques, though some of these are briefly discussed. There is a whole industry publishing these on a monthly basis (just like management and leadership publications). This does not mean that some of the new ideas are inferior; my concern is that the new tools are often added to existing ones, and I feel there is scope to replace some of the existing tools with better ones.
The book has a bias towards manufacturing, but I have tried to cover the service industry also. It is my hope that readers can apply the ideas, information, and examples to their own organizations, whether manufacturing- or service-based.
Also, although this book focuses on quality, some of the main themes can be applied to other support functions such as Human Resources, Health and Safety, Environment, and IT.
I have used the abbreviation QA (Quality Assurance) to refer to the Quality department.
NOTES As a strong supporter of continual improvement, I am open to suggestions and comments from readers who wish to let me know about errors or omissions from this book. I would also be grateful if readers were to send me their own thoughts on what is expressed in this book, their own lessons learn