1. business and industrial
2. manufacturing

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 PUBLISHING
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First edition published 1990 by Philip Alan
Second edition published 1994 by Prentice Hall Europe
Third edition published 1999 by Blackwell Publishing Ltd
Fourth edition published 2003
Fifth edition published 2007
7 2012
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 2007
658.5′62—dc22
2007003786
A catalogue record for this title is available from the British Library.
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Contents
List of figures
List of tables and boxes
List of standards
List of abbreviations
List of contributors
Preface
Part 1
Chapter 1
Chapter 2
xiv
xvii
xix
xxi
xxv
xxvii
The Development, Introduction and Sustaining
of Total Quality Management (TQM)
TQM: An Overview
B. G. DALE, A. VAN DER WIELE
1
3
AND
J. D.
VAN
IWAARDEN
Introduction
What is Quality?
Why is Quality Important?
The Evolution of Quality Management
The Key Elements of TQM
Summary: Developing TQM
3
4
12
23
30
34
The Role of Management in TQM
B. G. DALE, A. VAN DER WIELE AND J. D.
39
VAN
IWAARDEN
Introduction
The Need for Senior Managers to Get Involved in TQM
What Senior Managers Need to Know about TQM
What Senior Managers Need to Do about TQM
The Role of Middle Managers
The Role of First-Line Managers
Summary
39
40
45
48
55
56
56
vi
Contents
Chapter 3
The Received Wisdom on TQM
B. G. DALE, A. VAN DER WIELE AND J. D.
58
VAN
IWAARDEN
58
58
60
62
64
65
66
67
68
69
71
73
Introduction
Crosby
Deming
Feigenbaum
Juran
Are the Approaches of these Gurus Different?
Imai
Ishikawa
Shingo
Taguchi
Japanese-Style Total Quality
Summary
Chapter 4
Chapter 5
Chapter 6
The Introduction of TQM
B. G. DALE, A. VAN DER WIELE
75
AND
J. D.
VAN
IWAARDEN
Introduction
Change and Continuous Improvement
Forces for Change
How Do Companies Get Started?
Approaches to TQM
Summary
75
76
77
80
81
86
A Framework for the Introduction of TQM
B. G. DALE, A. VAN DER WIELE AND J. D. VAN IWAARDEN
88
Introduction
Organizing
Systems and Techniques
Measurement and Feedback
Changing the Culture
Use of the Framework
Summary and Outcomes
88
91
95
97
101
105
108
Levels of TQM Adoption
B. G. DALE AND D. M. LASCELLES
111
Introduction
Level 1 – Uncommitted
Level 2 – Drifters
Level 3 – Tool-Pushers
Level 4 – Improvers
Level 5 – Award-Winners
111
112
115
118
121
122
Contents vii
Level 6 – World-Class
Summary
123
126
Sustaining TQM
B. G. DALE
127
Introduction
TQM Sustaining Audit Tool: Development and
Methodology
Category 1 – Internal/External Environment
Category 2 – Management Style
Category 3 – Policies
Category 4 – Organization Structure
Category 5 – Process of Change
Summary
127
Part 2
The Business Context of TQM
149
Chapter 8
Policy Deployment
R. G. LEE AND B. G. DALE
151
Introduction
Definitions: Policy Deployment
What is Policy Deployment?
What Policy Deployment is Not
The Policy Deployment Process
A Check-Reflect-Improve-Scrutinize-Pass (CRISP)
Approach to Policy Deployment
Summary
151
153
155
158
160
Quality Costing
B. G. DALE
176
Introduction
Definition and Categorization of Quality Costs
Collecting Quality Costs
Some Cost Aspects of Manufacturing Industry
Reporting Quality Costs
Uses of Quality Costs
Summary
176
177
181
186
190
192
197
Managing People
A. WILKINSON AND A. BROWN
200
Introduction
QM: The HR Concerns
200
200
Chapter 7
Chapter 9
Chapter 10
129
131
135
137
138
142
147
167
173
viii
Contents
Chapter 11
Chapter 12
Part 3
Chapter 13
The Two Sides of QM
QM and the Management of People
HR Policies and Practices
Employee Involvement
Organizational Culture
Diversity
Training and Education
Selection
Appraisal
Pay
Employee Well-Being
Industrial Relations
Employment Security
Integration
Summary
202
203
206
206
209
211
212
214
215
217
219
221
223
223
228
Managing Service Quality
B. R. LEWIS
234
Introduction
The Service Environment
Defining Service Quality
The Role of Personnel in Service Delivery
Service Delivery
Summary
234
235
237
244
247
253
Supplier Development
B. G. DALE AND B. BURNES
258
Introduction
Long-Term Issues of Partnership
Barriers to Developing Partnerships
Conditions of Partnership
The Issues to be Considered in Partnership
The Process of Partnership
Potential Difficulties of Operating Partnerships
Summary
258
259
261
263
265
268
271
271
Quality Management Systems, Tools and
Techniques
275
Quality Management Systems
B. G. DALE
279
Introduction
What is Quality Assurance?
279
279
Contents ix
Chapter 14
Chapter 15
What is a Quality Management System?
The Development of Quality Management System
Standards
The ISO 9000 Series of Standards: An Overview
Implementation Guidelines for ISO 9001
Quality Management System Assessment and
Registration
ISO 9000 Series Registration: A Model for Small
Companies
Benefits and Limitations of the ISO 9000 Series
of Standards
Summary
280
Integrated Management Systems
G. WILKINSON AND B. G. DALE
310
Introduction
The Case for Integration and Some of the Problems
The ISO 9001/ISO 14001 Matrix
Interlinked Systems
The EFQM Model
A Comparative Analysis of the Current Integration
Models
The Key Integration Issues
An Integrated Management Systems Model
Summary
310
311
317
323
325
Tools and Techniques: An Overview
B. G. DALE
336
Introduction
Selecting Tools and Techniques
Difficulties and Issues Relating to the Use of Tools
and Techniques
Problem-Solving Methodology
Checklists
Flowcharts
Checksheets
Tally Charts and Histograms
Graphs
Pareto Analysis
Cause-and-Effect Diagrams
Brainstorming
Scatter Diagrams and Regression Analysis
The Seven Management Tools
336
337
282
287
291
294
296
299
306
327
327
329
331
341
342
345
347
349
352
353
355
357
359
361
362
x
Contents
Chapter 16
Chapter 17
Chapter 18
Housekeeping
Departmental Purpose Analysis
Mistake-Proofing
Total Productive Maintenance
Summary
370
371
375
377
379
Quality Function Deployment
I. FERGUSON AND B. G. DALE
382
Introduction
Understanding Customer Needs
The QFD Road: The Main Steps
Deploying Customer Needs into Product and
Process Definition
The Benefits of the Four-Stage Approach
QFD and the Service Sector
Difficulties Associated with QFD
Implementation of QFD
Summary
382
384
386
Design of Experiments
I. FERGUSON AND B. G. DALE
402
Introduction
Methods of Experimentation
Taguchi: An Overview of his Approach
Achieving Robust Design: An Example from Tile
Manufacturing
Steps in Experimental Design
Summary
402
403
409
Failure Mode and Effects Analysis
J. R. ALDRIDGE AND B. G. DALE
425
Introduction
What is Failure Mode and Effects Analysis?
Development of a Design FMEA
Development of a Process FMEA
Analysis of Failure Data
Recommended Actions for Design and Process FMEA
Background to the Use of FMEA at Allied Signal
Automotive
Developing the Use of FMEA at Allied Signal
Automotive
Summary
425
425
431
432
433
434
394
396
397
397
399
400
410
414
423
434
436
439
Contents xi
Chapter 19
Chapter 20
Chapter 21
Statistical Process Control
B. G. DALE AND P. SHAW
441
Introduction
What is Statistical Process Control?
The Development of Statistical Process Control
Some Basic Statistics: Averages and Measures of
Dispersion
Variation and Process Improvement
Variable and Attribute Data
Data-Collection
Construction of Control Charts Using Variables Data
Interpreting a Variables Control Chart
Construction of Control Charts Using Attribute Data
Construction and Interpretation of Control Charts:
Dos and Don’ts
Process Capability
Implementation of SPC
Difficulties Experienced in Introducing and
Applying SPC
Summary
441
442
443
Six Sigma
A. VAN DER WIELE, J. D.
AND A. R. T. WILLIAMS
469
VAN
444
445
448
449
451
452
456
457
458
462
464
467
IWAARDEN, B. G. DALE
Introduction
What Does Six Sigma Mean?
Six Sigma Prerequisites
Six Sigma Core Elements
Structured Problem-Solving Approaches
Success of Six Sigma
Summary
469
471
472
473
475
477
478
Benchmarking
R. LOVE and B. G. DALE
480
Introduction
Company Background
Why Benchmarking?
Success Factors
Difficulties and Pitfalls
Key Lessons
Summary
480
483
484
485
488
490
493
xii
Contents
Chapter 22
Chapter 23
Chapter 24
Chapter 25
Business Process Re-engineering
J. MACDONALD AND B. G. DALE
496
Introduction
Approaches Used in BPR
The Principles of BPR
Risks and Benefits of BPR
Implementation of BPR
BPR Methodology
Summary
496
498
500
501
502
504
506
Teams and Teamwork
B. G. DALE, A. VAN DER WIELE
510
AND
J. D.
VAN
IWAARDEN
Introduction
The Role of Teams in Continuous Improvement
Types of Teams
Differences between Teams
Commonalities between Teams
Evaluation of Teams
Team Competition
Guidelines for Developing Effective Teams
Summary
510
511
512
516
516
520
525
526
528
Self-Assessment, Models and Quality Awards
B. G. DALE, A. VAN DER WIELE AND J. D. VAN IWAARDEN
531
Introduction
Quality, TQM and Excellence
Award Models
The Self-Assessment Process
Success Factors for Self-Assessment
Difficulties with Self-Assessment
Summary
531
534
537
546
551
554
555
Improvement Approaches
A. VAN DER WIELE, J. D. VAN IWAARDEN, B. G. DALE
AND A. R. T. WILLIAMS
559
Introduction
Five Modern Improvement Approaches
Approaches: Systematically Defined
Approach 1: Total Quality Management
Approach 2: Total Productive Maintenance
Approach 3: Lean Manufacturing
559
559
560
563
564
565
Contents xiii
Approach 4: Business Process Re-engineering
Approach 5: Six Sigma
Analysis of the Approaches
Managerial Implications: Which Improvement
Approach is Best?
Summary
566
567
568
Part 4
TQM through Continuous Improvement
577
Chapter 26
Managing Quality: New Challenges
J. D. VAN IWAARDEN, A. VAN DER WIELE, B. G. DALE
AND A. R. T. WILLIAMS
579
Introduction
Developments
‘Old’ Quality Management
‘New’ Quality Management
Summary
579
579
581
582
587
Managing Quality: Epilogue
B. G. DALE, A. VAN DER WIELE
589
Chapter 27
AND
J. D.
VAN
570
572
IWAARDEN
Introduction
The Importance of Quality
TQM: A Continuous Process
Measuring Progress towards TQM
TQM Issues which Need to be Considered in
the Future
Summary
589
589
590
591
Index
606
595
603
Figures
1.1
1.2
1.3
1.4
1.5
1.6
2.1
2.2
2.3
3.1
4.1
5.1
5.2
5.3
5.4
5.5
5.6
6.1
8.1
8.2
8.3
8.4
8.5
8.6
8.7
9.1
13.1
13.2
13.3
The inside/outside specification dilemma
Design tolerance and process variation relationship
Quality improvement: a continuous process
The four levels in the evolution of TQM
A detection-based quality system
A prevention-based quality system
The customer–supplier network
The quality improvement process
A typical framework for policy deployment
Design of experiments: liner bond strength
Market-led paradigm of TQI
The TQM framework
TQM training matrix
Culture change grid
TQM grid
TQM framework: feature assessment
TQM framework: organizing section
Levels of TQM adoption
An example of the policy management system
NSK-RHP top-level policy deployment annual plan
NSK-RHP environmental policy
The plan-do-check-act cycle
Key points of the visual display of policy deployment for a
section
The policy deployment wheel
A CRISP approach to policy deployment
Increasing quality awareness and improvement activities
Quality system development
An active quality management system regime
Quality improvement and the ISO 9000 series
8
9
23
24
27
28
43
44
52
70
77
89
94
103
106
107
107
111
152
162
163
165
167
168
170
196
292
297
302
List of Figures xv
14.1
14.2
14.3
14.4
14.5
14.6
14.7
15.1
15.2
15.3
15.4
15.5
15.6
15.7
15.8
15.9
15.10
15.11
15.12
15.13
15.14
15.15
15.16
15.17
15.18
15.19
15.20
16.1
16.2
16.3
16.4
The components of an integrated EMS/TQM system
Model of an integrated standard
Model of aligned standards
Simple graphical model of a system
Graphical model of an IMS based on ISO 9001 and
ISO 14001
The European model for Total Quality Management (1996)
A model of an integrated quality, environment and health
and safety management system
The use of quality management tools and techniques
Incremental improvement through the use of quality
management tools and techniques
The effects of influences on continuous improvement
Flowchart: non-conformance identification and
preventative action process
Quality management activity planning: quality
improvement idea – customer needs awareness
Checksheet: gluing/stitching department
Tally chart: effluent analysis – pH
Histogram: effluent analysis – pH
Line graph: right-first-time production
Bar chart: right-first-time production
Reason for QC failures
Pareto analysis: reasons for returned goods
Cause-and-effect analysis: purchasing department
non-value-added work analysis
Scatter plot: effluent analysis: solids/chemical oxygen demand
Relationship diagram: shrinkbag handling ability
Affinity diagram: typical difficulties encountered with new
product formulation
Systematic diagram: waste elimination
L-type matrix: eliminating non-value-added work – purchasing
department
An example of a bottleneck engineering problem solved
by the PDPC method
Arrow diagram: project quality noticeboards – project
management
Integration and relationship of techniques
The house of quality
Gathering the voice of the customer and interpreting it
into customer needs
Developing customer needs from analysis of customer
statements
321
321
322
323
324
326
330
339
340
342
348
350
351
352
353
354
354
355
356
358
361
363
364
366
367
368
370
384
388
389
390
xvi
List of Figures
16.5
16.6
16.7
17.1
17.2
17.3
17.4
17.5
18.1
18.2
18.3
18.4
18.5
19.1
19.2
19.3
21.1
21.2
24.1
24.2
24.3
24.4
24.5
24.6
25.1
Customer needs deployed into product and process definition
Quality function deployment and reliability
Example of a service QFD deploying clinical evaluations
into the hospital organization
Tile manufacture: a reconstruction based on a 1953
problem of Ina Seito
Tile manufacture: location in oven carrier
Tile manufacture: production sequence
Tile manufacture: measured length and width prior to
experiment
Using an orthogonal array for noises being studied
Potential failure mode and effects analysis (process FMEA)
Q-map: design FMEA
Q-map: process FMEA
Structure of a design FMEA team
Structure of a process FMEA team
Ford Motor Company process control chart
Control chart demonstrating ‘out of control’ condition
Control chart demonstrating ‘in control’ condition
The United Utilities benchmarking process
Gap analysis
Baldrige criteria for performance excellence framework:
a systems perspective
The EFQM excellence model
Self-assessment: general process
Approaches used in the self-assessment process
The minimum characteristics that a company should exhibit,
pre-adoption of prescribed approaches to self-assessment
TQM-related characteristics associated with individual
self-assessment approaches
The Interconnection Pyramid
395
396
398
411
411
411
412
416
428
429
430
436
438
446
454
455
484
493
541
545
550
552
553
554
561
Tables and Boxes
Tables
1.1
1.2
5.1
7.1
8.1
10.1
11.1
14.1
14.2
14.3
15.1
15.2
15.3
15.4
15.5
16.1
17.1
17.2
17.3
17.4
17.5
Levels of service performance requirements
Customers willing to pay for quality
TQM framework: a summary
TQM sustaining categories and issues
Main similarities and differences between policy
deployment and MBO
An audit tool to facilitate self-assessment of HR policies
and practices
Measuring service expectations and perceptions
Integration in four areas of literature: a comparison and
summary of the findings
Sub-clause linkages between ISO 9001:1994 and
ISO 14001:1996
A comparison of the IMS models
An assessment grid for a health check: (a) recognition
and use grid; (b) application grid
Checklist: quality management systems
The 5s evaluation form
Departmental purpose analysis: sales office main tasks –
suppliers
Departmental purpose analysis: sales office main tasks –
customers
Customer need, design feature and target value matrix
The full factorial method
A typical Fisher array
Experimental layout: powder granulation
Results of experimental runs
Calculation of means
7
17
90
128
159
226
243
315
318
328
343
346
372
374
376
392
404
405
407
407
407
xviii
List of Tables and Boxes
17.6
17.7
17.8
17.9
17.10
17.11
17.12
17.13
19.1
19.2
20.1
23.1
24.1
24.2
Analysis of the experiment: means
Analysis of the experiment: results
Case study: experimental design for tile manufacture
Experimental layout and runs
Response table: mean
Case study: release times for an anti-depressant compound
Experimental layout and runs
Analysis leading to prediction of 1.49:9.004
Main difficulties experienced in the implementation of SPC
The difficulties encountered in applying SPC
Six sigma and defects per million opportunities
Differences between quality circles and yield improvement
teams
Benefits of the self-assessment process
Quality award criteria
408
408
413
413
413
421
422
422
465
466
471
517
533
539
Boxes
1.1
3.1
3.2
3.3
3.4
23.1
23.2
24.1
Customer service facts
Crosby’s 14-step quality improvement programme
Deming’s 14 points for management
Feigenbaum’s 10 benchmarks for total quality success
The Juran method
Team fitness check
Scoring guidelines
Difficulties experienced with the self-assessment
process
13
59
61
63
64
522
526
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 Standardisation 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: British
Standards Institution.
BS 8600 (1999), Complaints Management Systems: Design and Implementation. 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 Specification. 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 Quality
Assurance Geneva: International Organization for Standardization.
ISO 9000 (2000), Quality Management Systems: Guidance for Performance
Improvements. Geneva: International Organization for Standardization.
ISO 9001 (1994), Quality Systems: Model for Quality Assurance in Design,
Development, Production, Installation and Servicing. Geneva: International
Organization for Standardization.
ISO 9001 (2000), Quality Management Systems: Requirements. Geneva:
International Organization for Standardization.
ISO 9004 (2000), Quality Management Systems: Guidelines for Performance
Improvements. Geneva: International Organization for Standardization.
ISO 14001 (1996), Environmental Management Systems: Specification with
Guidance for Use. Geneva: International Organization for Standardization.
ISO 14001 (2004), Environmental Management Systems – Requirements with guidance for use. Geneva: International Organization for Standardization.
ISO 19011 (2002), Guidelines for Quality and/or Environmental Management
Systems 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 with
Guidance for Use. Geneva: International Organization for Standardization.
ISO 19011 (2002), Guidelines on Quality and Environmental Auditing.
Geneva: International Organization for Standardization.
Abbreviations
ABC
APQP
AQ+
AQA
AQAP
AQL
ASI
ASQ
B2B
BCS
BEX
BPM
BPR
BQF
BSI
BSS
BU
CAD
Activity-Based Costing
Advanced Product
Quality Planning
Aeroquip Quality Plus
Australian Quality
Award
Allied Quality Assurance
Publications
Acceptable Quality
Level
American Supplier
Institute
American Society for
Quality
Business-to-Business
British Calibration
Service
Business Excellence
Business Process
Management
Business Process
Re-engineering
British Quality
Foundation
British Standards
Institution
British Standards
Society
Business Unit
Computer-Aided Design
CAM
Computer-Aided
Manufacture
CANDO
Cleanliness,
Arrangement, Neatness,
Discipline and
Orderliness
CEDAC
Cause-and-Effect
Diagrams with Addition
of Cards
CEN
European Committee
for Standardization
CENELEC European Committee
for Electrotechnical
Standardization
CEO
Chief Executive Officer
CIPD
Chartered Institute of
Personnel and
Development
CPA
Critical Path Analysis
Cpk
Process Capability
Index
CRIP
Catch, Reflect, Improve,
Pass
CRISP
Catch-Reflect-ImproveScrutinize-Pass
CSA
Canadian Standards
Association
CWQC
Company-Wide Quality
Control
DFSS
Design for Six Sigma
xxii
List of Abbreviations
DHU
DMAIC
DMADV
DOE
DPA
DPMO
DPU
DTI
EC
EDI
EFQM
EMAS
EMS
EOQ
EPSRC
EQA
ERP
EVA
FMEA
FPL
FTA
GAO
GE
Defects per Hundred
Units
Define, Measure,
Analyse, Improve and
Control
Define, Measure,
Analyse, Design and
Verify
Design of Experiments
Departmental Purpose
Analysis
Defects Per Million
Opportunities
Defects Per Unit
Department of Trade
and Industry
European Commission
Electronic Data
Interchange
European Foundation
for Quality Management
Eco-Management and
Audit System
Environmental
Management System
European Organization
for Quality
Engineering and
Physical Sciences
Research Council
European Quality
Award
Enterprise Resources
Planning
Economic Value Added
Failure Mode and
Effects Analysis
Florida Power and Light
Company
Fault Tree Analysis
General Accounting
Office
General Electric
GM
HR
HRM
ICA
IMS
IQA
ISO
IT
JIPE
JIPM
JIS
JIT
JUSE
KJ
KPI
LSL
MBNQA
MBO
MITI
MOD
MRS
MRO
MRP II
NACCB
General Manager
Human Resources
Human Resources
Management
Interim Containment
Actions
Integrated Management
Systems
Institute of Quality
Assurance
International
Organization for
Standardization
Information Technology
Japanese Institute of
Plant Engineers
Japanese Institute of
Plant Maintenance
Just-In-Sequence
Just-In-Time
Japanese Union of
Scientists and Engineers
Kawakita Jiro
Key Performance
Indicator
Lower Specification
Limit
Malcolm Baldrige
National Quality Award
Management By
Objectives
Ministry of International
Trade and Industry
Ministry of Defence
Mutual Recognition
Agreement
Maintenance, Repair and
Operating
Manufacturing
Resources Planning
National Accreditation
Council for Certification
Bodies
List of Abbreviations xxiii
NAMAS
NATLAS
NATO
NIST
np
NWW
OEM
OH
OHSAS
OH&SMS
O&M
p charts
PAF
PAL
PAT
PDCA
PDPC
PDSA
PERA
PERT
PIMS
PKI
PM
National Measurement
Accreditation Service
National Testing
Laboratory Accreditation
Service
North Atlantic Treaty
Organization
National Institute of
Technology
Number Defective Charts
North West Water
Original Equipment
Manufacturer
Occupational Health
Occupational Health
and Safety Series
Occupational Health
and Safety Management
Systems
Organization and
Method
Proportion/percentage
charts
Prevention-AppraisalFailure
Pooling, Allying and
Linking Across
Organizations
Project Action Team
Plan-Do-Check-Act
Process Decision
Programme Chart
Plan-Do-Study-Act
Production Engineering
Research Association
Programme Evaluation
and Review Technique
Profit Impact of Market
Strategy
Public Key
Infrastructure
Preventative
Maintenance
POC
PONC
Ppk
PPM
PRP
QA
QCD
QCs
QFD
QM
QMS
Q-MAP
QSATs
QSG
QUENSH
RADAR
R&D
RPN
RPQ
SABAC
SDT
SLA
SMEs
SMED
Price of Conformance
Price of NonConformance
Preliminary Process
Capability Index
Parts Per Million
Performance-Related
Pay
Quality Assurance
Quality Cost and
Delivery
Quality Circles
Quality Function
Deployment
Quality Management
Quality Management
System
Quality Management
Activity Planning
Quality Service Action
Teams
Quality Steering Group
Quality Environment
Safety Health
Results, Approach,
Deployment,
Assessment and
Review
Research and
Development
Risk Priority Number
Relative Perceived
Quality
Society of British
Aerospace Companies
Supplier Development
Team
Service-Level
Agreement
Small and MediumSized Enterprises
Single Minute Exchange
of Die
xxiv
List of Abbreviations
SMMT
SMS
S/N
SPC
SQA
STA
SWOT
TARP
TOPS
Society of Motor
Manufacturers and
Traders
Safety Management
Systems
Signal-to-Noise
Statistical Process
Control
Supplier Quality
Assurance
Success Tree Analysis
Strengths,
Weaknesses,
Opportunities and
Threats
Technical Assistance
Research Programmes
Team-Orientated
Problem-Solving
TOR
TPM
TQ
TQC
TQM
TQMSAT
TQSG
UKAS
USL
VFO
YIT
Terms of Reference
Total Productive
Maintenance
Total Quality
Total Quality Control
Total Quality
Management
Total Quality
Management Sustaining
Audit Tool
Total Quality Steering
Group
United Kingdom
Accreditation Service
Upper Specification
Limit
Vital Few Objectives
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, he
has been its co-editor for over 23 years. He has authored several other books
including, 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 (3rd
edition, 1999).
Ton van der Wiele is Associate Professor of Quality Management and
Performance Improvement at RSM Erasmus University, Rotterdam. He obtained
his PhD degree from Erasmus University in 1998, and his main research
interests are in Quality Management, Performance Improvement, Management
Consultancy and E-business. Co-editor of the International Journal of Quality
and 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 and
Performance Improvement at RSM Erasmus University, Rotterdam. He
obtained his PhD degree from Erasmus University in 2006, and his main
research interests are in Quality Management issues in the automotive industry.
He has published over 15 papers in international journals and presented his research
at the Academy of Management conference, IEEE engineering management conference, and the Australian and New Zealand Academy of Management conference. He is associate editor of the International Journal of Quality and
Reliability Management.
xxvi
List of Contributors
The contributors
John Aldridge is Quality Manager with Siemens Standard Drives, Congleton, UK.
Allan Brown is Professor of Human Resources Management, Edith Cowan
University, Perth, Australia.
Bernard Burnes is Senior Lecturer in Operations Management, Manchester
Business School, University of Manchester, UK.
Ian Ferguson is Managing Director of Ferguson Associates, Birmingham, UK.
David Lascelles is Managing Director of David Lascelles Associates, Carrington
Business 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 of
Loughborough, UK.
George Wilkinson was Operations Manager, British Telecom, Manchester, UK.
Roger Williams is Professor of Business and Management, Erasmus University,
Rotterdam, The Netherlands.
Preface
The first edition of Managing Quality sold well and the second and third editions sold even more copies which, according to the publisher, is unusual for a
book of this type. The fourth edition has become one of the leading textbooks
worldwide on Quality Management. The fifth edition builds on the success of
these previous editions.
In the book the term total quality management (TQM) is used to describe
the process of transformation by which all parts of the organization have a focus
on quality with the ultimate objective of customer satisfaction and delight. Some
people argue that the term TQM has fallen out of use, with directors and managers regarding it as a fallen star and a jaded concept. They have then moved
on 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 TQM
journey but struggling to ensure that the initiative survives and that benefits
are still being derived. Another set of companies has carried on operating to the
principles of TQM, sometimes unknowing, under the umbrella of what are
perceived to be more fashionable themes such as excellence and organizational
performance improvement. However, irrespective of what an organization terms
an initiative, quality as a competitive reality in the global marketplace remains
as powerful as it was when the first edition was launched. There is little doubt
that in many companies and industries the issue of improvement in the quality
of products and services remains urgent. Therefore in this book we are sticking
to the term TQM.
In the spirit of continuous improvement a major revision of the book has been
undertaken with some chapters having undergone extensive revision and additional chapters introduced to reflect developments in the field. For example, new
material has been introduced on: quality management improvement approaches;
six sigma; and the latest developments and trends in quality management, such
as e-business, outsourcing and risk management. In addition, there has been some
xxviii Preface
reordering and reconfiguration of material and changes to terminology, and one
chapter has been dropped.
The book is a very comprehensive TQM text and has developed a track record
and following amongst students, academics and practitioners. Its purpose is to
provide 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, techniques and systems which are associated with the concept. The feedback indicates 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 discipline. People studying for professional examinations which involve considerations 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 detail
of 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 University
Rotterdam and elsewhere have assisted in this task. We have tried to achieve a
balance between the number of contributions from practitioners and those from
the academic community; the views and ideas expressed by both parties are
supportive of each other. We believe this mixture of approaches under one cover
adds to the value of the book.
We hope readers will read the whole book to gain an understanding of the
breadth and depth of TQM. However, most of the chapters do stand alone and
readers may choose to dip into the book in order to learn more about a particular 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 an
organization can use to assist it in the introduction and development of the concept. An attempt has been made in the text to cover the main aspects and functions of TQM, from identifying customer needs and requirements through to
quality planning, supply and subcontract, human resources, and production/
operations. While there is nothing particularly radical in the text, the book does
cover the main concepts and issues currently being debated and considered
by business leaders throughout the world. The academic contributors have also
outlined some of their recent research findings. We do hope that readers will
find some new ideas and angles on subjects which have been brought to their
attention.
The brief given to the contributors was to keep the level of technical detail
to a minimum and to write in non-specialist language. This is much easier in
some 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 the
content is clear and free from confusing jargon.