e-book

Quality Management Essentials

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If we follow the evolution of quality management from its early beginnings, we
find that the foundations were laid centuries ago but developed along different
strands. Focusing initially on checking final product against standards in an
ever-increasing quest to eliminate product failure, quality management thinking
moved upwards from the work place through all disciplines until it could
go no further. For many years, the supporting functions were excluded if they
did not directly contribute to the achievement of product quality. But when
it arrived in the boardroom it became more difficult to distinguish quality
issues from non-quality issues. There emerged the concept of little “q” and big
“Q”. Little “q” is only concerned with the saleable goods and services and the
directly related processes, functions, customers, suppliers and costs. Big “Q” is
concerned with business outputs and all processes, functions, stakeholders and
costs. It became apparent that every function of the business contributes to
business outcomes (outputs
+ impacts) and that every function influenced in
some way the ability of the organization to create and retain satisfied customers.
It was soon realized that business survival depended on its relationships
with employees, suppliers, shareholders, and society in general – that
these parties all have an interest in the business and that their needs and expectations
are important in the quest to create and retain satisfied customers for its
products and services.

Throughout this evolution the terminology has lagged behind the thinking.
Inspection evolved into quality control, which evolved into quality assurance.
But this was not enough, along came Total Quality Management in an attempt to
focus on big “Q” while quality assurance focused on little “q”. Unfortunately
TQM was not well understood and resulted in many misconceived but well
meaning initiatives. It did not quite bridge the intellectual gap between quality
management and general management so remained the interest of a few specialists.
The EFQM Excellence Model has to some extent bridged this gap but
this is an assessment framework rather than a management philosophy.

The question is whether we really need to use the word “quality” at all and
that prolonging its use is detrimental to our quest. Every time we use the term
quality, our listeners or readers may be thinking little “q” not big “Q”.
This book attempts to take the reader on several journeys in order to explain
the concepts, principles and thinking behind the tenets of quality management
and the practical methodologies that have emerged to implement them. We
weave a path that embraces both little q and big Q and take a detour or two to
address misconceptions and alternative theories but maintain a focus on big Q.
Throughout the book there is an armoury of questions, tools and techniques to
enable students, practitioners and managers to build a case for change and convince
top management of a need for change.

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Informasi Detail

Judul Seri

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No. Panggil

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Penerbit

Oxford : Elsevier Limited., 2007

Deskripsi Fisik

ix, 212 Hlm.

Bahasa

English

ISBN/ISSN

978-0-75-066786-9

Klasifikasi

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Tipe Isi

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Tipe Media

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Tipe Pembawa

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Edisi

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Subjek

MANAJEMEN MUTU

Info Detail Spesifik

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Pernyataan Tanggungjawab

agus

Versi lain/terkait

Lampiran Berkas

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