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Total Quality Management

Overview of attention for book
Cover of 'Total Quality Management'

Table of Contents

  1. Altmetric Badge
    Book Overview
  2. Altmetric Badge
    Chapter 1 Quality and statistical concepts
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    Chapter 2 Quality and people
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    Chapter 3 TQM — does it always work?
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    Chapter 4 A comparison of TQM-performance in the Nordic and East Asian countries
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    Chapter 5 W. Edwards Deming (1900-1993): the man and his message
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    Chapter 6 Upsizing the organization by attractive quality creation
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    Chapter 7 TQM-leadership
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    Chapter 8 The development of a generic model for the implementation of TQM
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    Chapter 9 Business process re-engineering — the route to integrating TQM into the business strategy
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    Chapter 10 Total quality management and people empowerment
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    Chapter 11 Total quality: its origins and its future
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    Chapter 12 Effective TQM implementation: critical issues
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    Chapter 13 Total quality management and the role of statistics
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    Chapter 14 Different strokes for different folks — the collapse of prevailing wisdom
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    Chapter 15 Successfully combining TQM with business process re-engineering
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    Chapter 16 A performance measurement concept for business process management
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    Chapter 17 Consumer driven quality standards: do we need them? can we get them?
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    Chapter 18 Quality culture in the manufacturing industries of Hong Kong
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    Chapter 19 Total quality in purchasing
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    Chapter 20 The quality chain: a total quality approach to external and internal supply chain management
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    Chapter 21 The introduction of TQM to industry in Mexico
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    Chapter 22 TQM and Maqiladoras of Mexico
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    Chapter 23 An organizational approach to effective statistical process control
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    Chapter 24 Orthogonal array design of experiments for analysis of key performance parameter of transformer
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    Chapter 25 Strategic planning through quality policy deployment: a benchmarking approach
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    Chapter 26 Quality and business policy — conflict or synergy?
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    Chapter 27 Quality strategy: Chinese experiences
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    Chapter 28 Leadership assessment and development for total quality
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    Chapter 29 Integrated quality management: redefining ‘total’ in TQM
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    Chapter 30 Key issues in introducing and promoting TQM
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    Chapter 31 Strategic planning within the U.S. Department of the Navy
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    Chapter 32 Turning strategy into decisive action
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    Chapter 33 Management by luck — or is it rational to learn economics?
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    Chapter 34 TQM in financial services industry
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    Chapter 35 Business improvemen through self-assessment — a case study from financial services
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    Chapter 36 TQM in the NHS: rhetoric or reality?
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    Chapter 37 Measuring service quality in local government
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    Chapter 38 Quality management in an Inner London substance misuse service 1991–94
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    Chapter 39 The portability of the SERVQUAL scale to the public sector
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    Chapter 40 An ‘ecological’ approach to total quality management — a case study from NHS outpatient clinics
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    Chapter 41 TQM in knowledge intensive organizations
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    Chapter 42 Strategies for total quality management — the case of the Swedish forest product industry
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    Chapter 43 Feeling the pinch: is TQM being squeezed out of the NHS?
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    Chapter 44 Promoting TQM to small and medium industries in Malaysia
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    Chapter 45 Process orientation as a basis for organizational learning
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    Chapter 46 Is systematic quality assurance fulfilling its role in TQM?
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    Chapter 47 The quality of the training process
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    Chapter 48 Preparing the ground for organizational learning: graduate training programme in Japanese organizations in Hong Kong
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    Chapter 49 Quality costs: PAF and the process model — are they compatible?
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    Chapter 50 Methodology and uncertainty — necessities for quality learning
  52. Altmetric Badge
    Chapter 51 Does ISO 9000 limit companies in flexibility to changes
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    Chapter 52 National differences in quality system certification — a study of the problems, causes and solutions
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    Chapter 53 The impact of ISO 9000 on the professional practices of internal auditing
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    Chapter 54 The quality question: does quality organization create, or destroy, quality life?
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    Chapter 55 Integration of continuous improvement with business practice
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    Chapter 56 Changing management thinking: the key to success with TQM
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    Chapter 57 Minimizing the cost of re-work in assembly
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    Chapter 58 Simplifying the statistics in control charts
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    Chapter 59 TQM and Markor: competitive or companionable business philosophies?
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    Chapter 60 Approaching zero-defects through optimal operator matching
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    Chapter 61 TQM, maintenance and plant availability — present trends and future needs
  63. Altmetric Badge
    Chapter 62 Quality in the software world
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    Chapter 63 The external element of total quality management — working with competitors and not against them, with special reference to marketing to China
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    Chapter 64 Improving the performance of a chemical process by quality design
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    Chapter 65 Simultaneous optimization of multiple responses for robust design
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    Chapter 66 Quality improvement through statistical thinking, or ‘What has a Statistician got to do with TQM?’
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    Chapter 67 Capability and non-normality
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    Chapter 68 Control theory and quality management
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    Chapter 69 The use of SPC in the papermaking industry
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    Chapter 70 Queueing system of the service industry — a TQM approach
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    Chapter 71 Some tools to control the technological innovation process
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    Chapter 72 The role of statistical methodogies in the study or quality design of apparatuses and production systems
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    Chapter 73 A spectral approach to SPC
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    Chapter 74 More effective use of control charts
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    Chapter 75 Linking the planning, assessment, and budget process for quality improvement: implication for leadership
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    Chapter 76 TQM in education
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    Chapter 77 Introducing TQM in a new university: practical lessons
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    Chapter 78 Quality in universities
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    Chapter 79 Treading the quality path: a progress report from Aston University
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    Chapter 80 TQM in two Canadian university settings
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    Chapter 81 Creating quality communities of learners through total quality management
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    Chapter 82 Using the criteria and process of the Malcolm Baldrige National Quality Award for improving educational instituations
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    Chapter 83 The appliction of quality management principles to school improvement in Sheffield
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    Chapter 84 Benchmarking with COMPASS for increasing competitiveness
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    Chapter 85 Measuring business excellence
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    Chapter 86 Experiences of the implementation of TQM
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    Chapter 87 Benchmarking — the essential phase of preparation
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    Chapter 88 Applying the European Quality Award in Greece: a pilot study
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    Chapter 89 Preparing for benchmarking: an effective benchmarking strategy
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    Chapter 90 An investigation into the use of benchmarking within quality programmes
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    Chapter 91 Developing a culture for benchmarking in the Middle East: what are the most critical factors?
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    Chapter 92 Achieving a competitive edge through continuous quality improvement
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    Chapter 93 Putting quality into practice in the public sector
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    Chapter 94 Ford engineering and quality improvement programme
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    Chapter 95 The route to world class service
  97. Altmetric Badge
    Chapter 96 Implementation of the total quality management concept within space business
  98. Altmetric Badge
    Chapter 97 Pictures from data making good statistical analysis accessible
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    Chapter 98 Slab loading at Redcar Ore Terminal
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    Chapter 99 Increasing the effective utilization of statisical techniques within the Havant Division of IBM (UK)
  101. Altmetric Badge
    Chapter 100 Managing with quality: a cultural perspective and a system to enhance performance
  102. Altmetric Badge
    Chapter 101 TQM — a three dimensional model for changing the organizational culture, and performance quality
  103. Altmetric Badge
    Chapter 102 Quality management — do we believe in it ‘totally?’
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    Chapter 103 The effects of total quality management on humanside performance criteria
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    Chapter 104 TQM programmes: some pitfalls to avoid
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    Chapter 105 Should a change programme be ‘culture’ or ‘protocol’ driven?
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    Chapter 106 The 5 S’s: the foundation of total quality management
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    Chapter 107 TQM in well established Chinese state-owned enterprises and in Taiwanese public enterprises — different ecomonic systems caused different performance?
  109. Altmetric Badge
    Chapter 108 Getting across the quality message
Overall attention for this book and its chapters
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Title
Total Quality Management
Published by
Springer Netherlands, December 2012
DOI 10.1007/978-94-011-0539-2
ISBNs
978-9-40-104240-6, 978-9-40-110539-2
Editors

Kanji, Gopal K.

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Mendeley readers

The data shown below were compiled from readership statistics for 6 Mendeley readers of this research output. Click here to see the associated Mendeley record.

Geographical breakdown

Country Count As %
Unknown 6 100%

Demographic breakdown

Readers by professional status Count As %
Researcher 3 50%
Unspecified 2 33%
Student > Ph. D. Student 1 17%
Readers by discipline Count As %
Unspecified 3 50%
Engineering 3 50%

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