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Publié par | ASQ Quality Press |
Date de parution | 19 décembre 2002 |
Nombre de lectures | 0 |
EAN13 | 9781636940557 |
Langue | English |
Poids de l'ouvrage | 1 Mo |
Informations légales : prix de location à la page 0,2800€. Cette information est donnée uniquement à titre indicatif conformément à la législation en vigueur.
Extrait
From Quality
to Business
Excellence
A Systems Approach
to ManagementAlso Available from ASQ Quality Press:
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The Change Agents’ Handbook: A Survival Guide for
Quality Improvement Champions
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Kari Tuominen
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Customer Centered Six Sigma: Linking Customers,
Process improvement, and Financial Results
Earl Naumann and Steven H. Hoisington
ISO 9001:2000 for Small and Medium Sized Businesses
Herbert C. Monnich, Jr.
The Certified Quality Manager Handbook, Second Edition
Duke Okes and Russell T. Westcott, editors
To request a complimentary catalog of ASQ Quality Press publications,
call 800-248-1946, or visit our Web site at http://qualitypress.asq.org .From Quality
to Business
Excellence
A Systems Approach
to Management
Charles G. Cobb
ASQ Quality Press
Milwaukee, WisconsinFrom Quality to Business Excellence
Charles G. Cobb
Library of Congress Cataloging-in-Publication Data
Cobb, Charles G., 1945–
From quality to business excellence : a systems approach to management
/ Charles G. Cobb.
p. cm.
Includes bibliographical references (p. ) and index.
ISBN 0-87389-578-9
1. Total quality management. 2. Organizational effectiveness. I. Title.
HD62.15.C563 2003
658.4'013—dc21
2002156211
© 2003 by ASQ
All rights reserved. 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.
10987654321
ISBN 0-87389-578-9
Publisher: William Tony
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Project Editor: Paul O’Mara
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Special Marketing Representative: David Luth
ASQ Mission: The American Society for Quality advances individual and organizational
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http://qualitypress.asq.org
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E-mail: authors@asq.orgDedication and
Acknowledgements
would like to dedicate this book to the memory of Professor Charley
Osborne. Charley was my faculty adviser at Babson College when I didImuch of the studies and research that ultimately led to this book.
Charley was a man of unbounded energy, enthusiasm, and vision. He
received numerous faculty awards at Babson for the inspiring leadership he
provided to many students. He fought bravely against Lou Gehrig’s disease
(ALS) and passed away late in 2001. He will be sadly missed by the many
people he inspired, including me.
I want to acknowledge the faculty and staff of Babson College, where I
received a Certificate in Advanced Management in 1998. Babson is noted
among business schools for entrepreneurship and encourages students to
develop and explore new ideas. A number of people on the Babson faculty
encouraged me and helped me to develop many of the ideas in this book.
Dave Kopcso was one of my professors at Babson and jointly wrote a paper
with me on the Microsoft “.Net” architecture that was used as the basis of
the section in this book on “Standards-Based Business Processes and
Systems.” Dave’s courses always “pushed” the envelope of new technology
and helped students see how to apply it to business situations. Bob Reck
was also a big inspiration early in my studies at Babson in the reengineering
area, and Donna Stoddard sponsored the work I did as a research associate
on ERP systems that is the basis of some of the material in chapter 7.
There are many people who contributed to the development of the
ideas in this book that I would like to specifically recognize:
• Jerry Butler—Jerry has been my manager at several points in my
career and has given me a lot of good advice and mentoring over
the years. In particular, he was the Vice President of Operations at
Brite Voice Systems when I was working for him as the Director of
vvi Dedication and Acknowledgments
Quality, and he knows first hand how difficult this is to put into
actual practice. Jerry’s advice and input in the development of this
book has been invaluable.
• Lav Gandhi, Bill Bishop, and Dorothy Crooks are colleagues of
mine who fully understand these concepts and are working to put
them into practice through the Ellicott Group and the Business
Excellence Group. They reviewed the manuscript for this book and
made a number of contributions to its content. Bill led a very large
business system project with Daimler-Chrysler Services Asia
Pacific that is documented in Chapter 4.
Numerous other people reviewed the manuscript for this book and
provided helpful comments, suggestions, and inputs, including:
• Mike Katzorke and Bryan Blunt at Cessna Aircraft
• Marty Lustig and Robin Carlson at Sprint
• Leanne McAlister at Daimler-Chrysler Services Asia Pacific
• Gene Hutchison at SBC
• Roger Quayle at OMI
• Marty Snyder at Avaya
• Jack Aiken; Steve Curran; and my wife, Donna Caswell-Cobb
I also want to acknowledge the many customers I have worked with
over the past four years who have given me the opportunity to work with
them and to put some of these ideas into practice. And, finally, I want to
acknowledge the many quality professionals and management consultants
who have developed the foundation of knowledge that exists today. This
book builds on the ideas of many others and synthesizes those ideas into an
overall vision. Without their work and contribution, this book would not
have been possible.Table of Contents
Preface . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . xi
1. Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1
Historical Background and Trends . . . . . . . . . . . . . . . . . . . . . . 2
The Evolution of the “Systems” Approach
to Quality Management . . . . . . . . . . . . . . . . . . . . . . . . . . . 2
Converging Trends . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
AVision for the Future . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10
The Importance of Systems Thinking . . . . . . . . . . . . . . . . 10
Designing Integrated Management Systems . . . . . . . . . . . 12
Examples of Integrated Management Systems . . . . . . . . . . . . . 17
Sprint . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17
Cessna Aircraft . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17
2. Quality Standards Background . . . . . . . . . . . . . . . . . . . . . . . 21
ISO 9000 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21
General Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22
Evolution of the ISO 9000 Standard . . . . . . . . . . . . . . . . . 23
The Year 2000 Version of the
ISO 9000 Standard . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25
Industry-specific ISO 9000 Variations . . . . . . . . . . . . . . . 27
Malcolm Baldrige Criteria for Performance Excellence . . . . . . 27
Comparison of ISO 9000 and Baldrige . . . . . . . . . . . . . . . . . . . 30
Compliance vs. Continuous Improvement Standards . . . . . . . . 32
3. Management Approach 35
Leadership and Management Balance . . . . . . . . . . . . . . . . . . . . 37
Shift to a Customer Focus . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 41
The Role of Customer Value . . . . . . . . . . . . . . . . . . . . . . . 42
Value Disciplines . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 43
viiviii Table of Contents
Shift to a Process-Centered Orientation . . . . . . . . . . . . . . . . . . 46
Shift to a Systems Thinking Approach . . . . . . . . . . . . . . . . . . . 48
Creation of a Learning Organization Environment . . . . . . . . . . 54
4. Designing Integrated Management Systems . . . . . . . . . . . . . 59
The Role of Quality Standards and Best Practices . . . . . . . . . . 62
Enterprise Modeling and Process Mapping . . . . . . . . . . . . . . . . 68
Enterprise Modeling . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 68
Process Mapping . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 69
An Example—Daimler-Chrysler Financial Services
Asia/Pacific . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 71
Lifecycle Models . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 82
Technology Lifecycles . . . . . . . . . . . . . . . . . . . . . . . . . . . 83
Product/Project Lifecycles . . . . . . . . . . . . . . . . . . . . . . . . 85
The Value of a Lifecycle Model . . . . . . . . . . . . . . . . . . . . 88
Implementation Strategies . . . . . . . . . . . . . . . . . . . . . . . . . 90
5. Strategic Planning, Alignment, and Metrics . . . . . . . . . . . . . 93
The Role of a Strategic Plan . . . . . . . . . . . . . . . .