Quality Assurance Books

Book SynopsisAs its name implies, the aim of Systems Design and Engineering: Facilitating Multidisciplinary Development Projects is to help systems engineers develop the skills and thought processes needed to successfully develop and implement engineered systems. Such expertise typically does not come through study but from action, hard work, and cooperation. To that end, the authors have chosen a hands-on approach for presenting material rather than concentrating on theory, as so often is the case in a classroom setting.This attractive and accessible text is a mix of theory and practical approach, illustrated with examples that have enough richness and variability to hold your attention. Models are presented for controlling the design, change, and engineering processes. Various aspects of systems engineering and methods providing the big picture at system level are discussed. In some ways, you can think of the book as a compact starter's kit for systems engineers.Trade Review"The book is a beautiful mix of theory and practical approach, illustrated with adequate examples to illustrate systems engineering (SE) and keep the reader attracted/interested throughout the reading experience. Various aspects of SE and methods providing the big picture at system level are discussed. In particular, professionals are invited to contact the authors to help in developing and maturing the SE field."—Rikus Eising, Dean Emeritus, Faculty of Engineering Technology, University of TwenteTable of ContentsIntroduction. Systems Engineering Process. Systems Thinking Tracks. System Design Tools. Systems Engineer at Work. Bibliography. Appendix A: TRIZ. Appendix B: Types of Failure Modes and Effect Analysis. Appendix C: Document Template. Index.

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Book SynopsisAndy Brophy is a lean & innovation facilitator who has been working in the lean field for the past twelve years in domains including manufacturing, hospital, software development, hospitality, food and financial services. He is Director of the consultancy business Lean 2 Innovative Thinking. Andy holds a 1st Class MSc in Lean Operations and is a Six Sigma Black Belt. In 2010 he published a co-authored book with John Bicheno called Innovative Lean.   http://www.lean2innovativethinking.com/  Table of Contents Part I: Getting started: Lean orientation and diagnostic phase Chapter 1 Lean management Chapter 2 Hoshin Kanri strategy deployment Chapter 3 Value stream mapping Part II: Lean transformation practices Chapter 4 Lean methods and tools (part I) Chapter 5 Lean methods and tools (part II) Chapter 6 Lean methods and tools (part III) Chapter 7 Lean methods and tools (part IV) Chapter 8 Lean methods and tools (part V) Chapter 9 Lean methods and tools (part VI) Part III: Leading the Lean transformation Chapter 10 Developing the Lean culture Chapter 11 The technical side of sustaining Lean Chapter 12 The people side of sustaining Lean Chapter 13 Putting it all together: The Lean Roadmap to Transformation References and further reading Glossary Appendix Index

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Book SynopsisOffers guidance in understanding a typical organizational structure of any type of technical firm or company. This book features numerous hands-on examples of typical projects from representative industries and organizations of various kinds.Trade Review"Project Engineering is an excellent reference work on the basis of launching an engineering career amd staying on the right course. Project Engineering was written with two goals in mind: helping the freshly minted engineer survive his or her first foray into the workforce and aiding the established working engineer as he or she seeks to advance to a leadership oisition. Beginning with a description of the scope of a project engineer's typical areas of responsilbiliy, Plummer noted that they run the gamut from core planning to safety, risk management, cost control, and scheduling." --Civil Engineering, Ray BertTable of Contents1. When Opportunity Knocks2. What Do Project Engineers Do?3. A Crash Course in Management4. How Projects Work5. Learning Project Engineering on the Job: A Case Study6. Skills That Can Get You Ahead7. Things That Can Get You Fired8. International Business Skills9. Advice from the Pros10. Approach the Job with Confidence

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Book SynopsisThis book covers both the hard and soft issues regarding contract management. As well as looking at for example how to hold an inaugural meeting or deal with a contractual claim, we also discuss the nature of the relationship with the contractor, looking at both adversarial and collaborative models as well as measures you might take to motivate the contractor. This second edition contains many examples of good and bad practices in the context of contract management, as well as additional chapters relating to Developing Scopes of Work, Leasing Contracts and International Contracting. The book is written from the standpoint of getting it right first time; we view good contract management as a positive adding-value process. Nevertheless, the book does not shy away from the fact that things do and will go wrong, and therefore there are also chapters on dispute resolution and legal issues that might affect the individual managing the contract. It is clear from reports from IACCM, government bodies and private sector research that there is scope for substantial savings through good contract management. It is a professional discipline that should be carried out by professionals, which should lead to better contractor performance.Table of ContentsForeword Preface Chapter 1 Introduction to Contract Management and Administration Chapter 2 An Overview of the Contracting Process Chapter 3 Scopes of Work and Specifications Chapter 4 Risks, Value and Contract Classification Chapter 5 Types of Contract Chapter 6 Contract Management and Administration Chapter 7 Tendering Methodology Chapter 8 Measuring Contract Performance Chapter 9 Relationship Management and Contractor Motivation Chapter 10 Legal Aspects of Contracting Chapter 11 Variations and Claims Chapter 12 Dispute Resolution and ADR Chapter 13 Public Sector Contracting Chapter 14 Equipment Leasing Contracts Chapter 15 International Contracting Chapter 16 Digital Contracts Chapter 17 Contract Close-out Author Biographies Index

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Book SynopsisWith 30 years of driving Lean transformations under his beltboth in-house at Danaher and as the founder of Lean HorizonsMark C. DeLuzio has a vantage point across a variety of industries. He often hears the challenges Lean leaders face now that they've been implementing Lean for a decade or more. They are concerned that they aren't getting the results they used to, and they don't know why. Most leaders believe their problems are unique to their company, but Mark sees more commonalities than differences. Flatlined: Why Lean Transformations Fail and What to Do About It draws on the author's experience as the original pioneer of the most successful Lean business system next to Toyota, as well as his progress over the past 18 years in helping companies replicate what Danaher achieved. Mark DeLuzio knows you need an actionable approach to make rapid shifts, not theory. With this book, Mark DeLuzio gives you: the reasons why companies are now flatlining with LTrade Review"Mark DeLuzio merges the basics of running an excellent business with the basics of developing an excellent lean enterprise. If you are truly interested in success, it lies in Flatlined."- Jim Huntzinger, President and Founder, Lean Frontiers "In addition to offering executives a concise, step-wise plan for reviving comatose Lean efforts, Flatlined will also be useful to leaders who are new to Lean management."- Dr. Bob Emiliani, Professor of Lean Leadership, Author "As Lean Management rapidly approaches its tipping point, Mark DeLuzio is the right person to give it a final nudge. Whether you want to jump to the front of the leadership line or leapfrog your company’s transition to greatness, read Flatlined now. You will never think about organizational life in the same way again." - Jim Hudson, author of The 21 Invincible Laws of Lean Leadership "Through Mark DeLuzio’s unique experience in the Lean community, he has learned what does and doesn’t work in any business environment."- Jerry Solomon – Former Vice President, MarquipWardUnited; Lean Accounting Pioneer "Mark DeLuzio stands among the pioneers in his field as living proof of the power of Continuous Improvement—even after 30 years as a practitioner and advisor." - Clifford F. Ransom II, President of Ransom Research, Inc.Table of ContentsChapter 1 Why Companies Have Flatlined................................................1 Chapter 2 The Solution in Five Steps...........................................................7 Chapter 3 Step 1: Shift the Lean Mindset for Sustainable Results..........13 Chapter 4 Step 2: Default to the Basics......................................................27 Chapter 5 Step 3: Align Your Lean Transformation with Strategy........41Chapter 6 Step 4: Make Lean an Enterprise Endeavor............................59Chapter 7 Step 5: Use Lean Principles to Evolve Your Company’s Culture.........................................................................................75Chapter 8 Conclusion...................................................................................93Addendum What You Must Have in Place for Your Lean Transformation........................................................................103

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Book SynopsisFor courses in Quality Management.   Navigating Quality Management With A Unifying Framework Foster’s Managing Quality: Integrating the Supply Chain, Sixth Edition offers readers a thorough introduction to quality management by presenting a supply chain theme as the unifying framework for quality improvement. The supply chain thread enhances the integration of systems with customers, suppliers, technology, and people. The colorful, stunning text appeals to visual learners and grabs readers’ attention at the outset.   The Sixth Edition elicits a theme of “currency” while offering updated vignettes and references to remain state-of-the-art. The new edition is selectively edited and enhanced with new content that maintains its scope and withstands pivotal points in each section. Managing Quality keeps a competitive advantage by sustaining and building on cutting ¿Table of ContentsPart 1: Understanding Quality Concepts 1. Differing Perspectives on Quality 2. Quality Theory 3. Global Supply Chain Quality and International Quality Standards PART 2: Designing and Assuring Quality 4. Strategic Quality Planning 5. The Voice of the Customer 6. The Voice of the Market 7. Quality and Innovation in Product and Process Design 8. Designing Quality Services 9. Managing Supplier Quality in the Supply Chain 9. Appendix: Acceptance Sampling PART 3: Implementing Quality 10. The Tools of Quality 11. Statistically Based Quality Improvement for Variables 12. Statistically Based Quality Improvement for Attributes 13. Six Sigma Management and Lean Tools PART 4: Forever Improving the Quality System 14. Managing Quality Improvement Teams and Projects 15. Implementing and Validating the Quality System Appendix Glossary Index

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Book SynopsisJ.C. Larreche is Professor at INSEAD, the famous international business school, where he holds the Alfred H. Heineken Chair. It was as a student at Stanford that he was first nicknamed J.C. by his friends. It was also there, in the midst of Silicon Valley, that he developed an interest in the way some firms achieve exceptional growth while others don't. Since then, his research, teaching, and consulting activities have focused on the discovery of systematic and practical ways to help businesses achieve quality growth that is not only exceptional but also sustainable.   J.C. has always combined his academic life with a business career, and is particularly sensitive to the practical day-to-day realities which executives have to deal with. He is a renowned consultant with leading global corporations, most of them listed in the global Fortune 500. Aged just 36, J.C. was appointed a nonexecutive director of tTable of Contents Preface xxi PART I Discovering Momentum 1 Chapter 1The Power of Momentum 3 Where’s the Impetus? 3 What’s Holding Us Back? 4 Pushers, Plodders, and Pioneers 5 Momentum-Powered Firms 9 The Power of Momentum in Action 11 Wal-Mart 11 Toyota 12 Join the Momentum League 14 Chapter 2 The Source of Momentum 15 The Day Gary Kildall Went Flying 15 The Source of Microsoft’s Momentum 16 How Value Is Created 17 Where Is the Unlimited Potential? 19 Drivers of Momentum Strategy 21 Exploring the Customer’s Space 21 Crafting “Power” Offers 22 Mobilizing for Growth 23 Momentum Strategy at Work: The iPod 24 How Momentum Growth Opens a New Efficiency Frontier 25 Moving from Compensating to Momentum Strategy 26 Less Is More, More for Less 27 Unlock Your Unlimited Potential 28 Chapter 3 The Road to Momentum 29 Vasella’s Eureka Moment 29 The Momentum-Powered Firm in Action 30 The Results Momentum Can Deliver 31 The Twin Engines of Momentum 32 Momentum Design 34 Momentum Execution 36 Momentum Design at Skype 38 Momentum Execution at Skype 41 Making Momentum Systematic 44 PART II Designing Momentum 47 Chapter 4 Compelling Insights 49 IBM Is Listening Again 49 The Value-Origination Blind Spot 50 Virgin Atlantic 51 Customer Insights 52 3M: Post-it Notes 53 Alcoa Packaging: Fridge Pack 53 Dassault: The Falcon 7X Aircraft 54 The Systematic Discovery of Compelling Insights 54 The Knowing-Doing Discovery Path 57 The Listening Discovery Path 58 The Learning Discovery Path 58 The White Discovery Path 59 The Exploration Process 60 Guiding Exploration 60 Enabling Exploration 63 Explore the World for Insights 65 Chapter 5 Compelling Value 69 What Women Want 69 What Does a Customer Value? That Depends 70 Customer Myopia 72 The Customer Value Map 73 Delighting Customers 74 Abusing Customers 76 What’s It Worth? How Customers See Value 77 The Customer Value Wedge 78 Financial Customer Value 80 Functional Customer Value 81 Intangible Customer Value 82 Emotional Customer Value 82 Let the Customer See Better Value 84 The Golden Pathway to Increased Customer Value 85 Go Deep, Be Compelling 87 Chapter 6 Compelling Equity 89 The Man Who Taught an Old Dog New Tricks 89 The Concept of Compelling Equity 90 Transaction Myopia 92 Lifetime Value: The First Step in Correcting Transaction Myopia 94 The Customer Equity Wedge 96 Financial Customer Equity 97 Functional Customer Equity 98 Intangible Customer Equity 99 Emotional Customer Equity 100 The Customer Equity Map 102 Optimizing Customer Equity 104 The Three Paths of Customer-Equity Optimization 104 Zero-in on Customers Who Drive Momentum 106 Chapter 7 Power Offer Design 109 A Bank That Doesn’t Like Banking 109 What Is a Power Offer? 110 Exploring for Customer Traction 112 From Exploration to Design of a Power Offer 114 The Compelling Value Path to the Power Offer 115 The Compelling Equity Path to the Power Offer 118 The Pillars of a Power Offer 120 Compelling Proposition 123 Compelling Target 124 Power Crafting 125 The Virtuous Circle of Power Offer Design 127 Design for Traction 129 PART III Executing Momentum Chapter 8 Power Offer Execution 133 A Tape Recorder That Didn’t Record 133 The Execution of the Power Offer 134 From Product Focus to Value Focus 135 Momentum as a New Business Model 135 The Dynamic Evolution of Power Offers 137 The Business Value of Momentum 140 The Chain Reaction of the Power Offer 143 The Virtuous Circle of Momentum 143 Breaking the Vicious Circles 146 Building and Sustaining Momentum 147 Understand the Emotional Drivers of Momentum 147 Implement a Systematic Action Roadmap to Momentum 148 Turn Traction into Momentum 150 Chapter 9 Vibrant Satisfaction 153 Moments of Truth 153 Why Vibrant? 154 The Emotions Beneath Satisfaction 155 “Dissatisfaction Inside” 155 Why Intensity Matters 156 Champions and Desperados 158 Satisfaction Metrics 159 Top Box Ambition 160 The Impact of Vibrant Satisfaction 162 Aiming for Vibrant Satisfaction 163 Strategies for Vibrant Satisfaction 164 Mobilize for Vibrant Satisfaction 165 Detect Sources of Dissatisfaction 166 Convert Unsatisfied Customers 168 Nothing Less Than Vibrant 172 Chapter 10 Vibrant Retention 175 For Want of a Key 175 Loyals and Runaways 176 The Emotions Beneath Retention 177 “Freedom Inside” 177 “Temptation Outside” 178 Retention Metrics 179 The Business Impact of Retention 180 Vibrant Retention 182 Passive Retention Forced Retention 185 Vibrant Retention 187 Strategies for Vibrant Retention 188 Mobilize for Vibrant Retention 188 Detect Sources of Defection 189 Convert Defecting Customers 190 Nothing Less Than Vibrant 192 Chapter 11 Vibrant Engagement 195 Harry Potter and the Exceptionally Engaged Readers 195 Advocates and Detractors 196 Why “Vibrant” Engagement? 197 The Human Nature of Engagement 197 “Belonging Inside” 197 “Broadcasting Outside” 199 Ambitious Engagement Metrics 200 The Business Value of Engagement 201 Accelerator I: Boosted Compelling Value 201 Accelerator II: Boosted Compelling Equity 202 Accelerator III: Boosted Customer Acquisition 203 The Richness of Vibrant Engagement 204 Paid-For Value and Ambient Value 205 The Customer Engagement Portfolio 206 Strategies for Vibrant Engagement 208 Mobilize for Vibrant Engagement 208 Detecting Sources of Engagement 209 Converting for Vibrant Engagement 210 Competing in the Momentum-Powered League 212 Nothing Less Than Vibrant 214 PART IV Total Momentum 217 Chapter 12 Internal Momentum 219 Give Me a Squiggly! 219 Mobilizing the Energy Within 220 Building Internal Momentum 221 Compelling Employee Insights 221 Compelling Employee Value 223 Compelling Employee Equity 224 Employee Power Offers 224 Vibrant Employee Satisfaction 225 Vibrant Employee Retention 226 Vibrant Employee Engagement 227 The Momentum Culture 228 The Customer Spirit: “The Real Battlefield Is Outside” 230 The Competitive Spirit: “Outsmarting Your Opponent” 231 Internal Momentum in Crises 231 Wal-Mart’s German Fiasco 232 Johnson & Johnson and the Tylenol Crisis 232 The Best of Human Nature 235 Harness Your People Power 236 Chapter 13 Momentum Leadership 239 Can You Ski the Face? 239 Generating and Directing Momentum 240 The Momentum-Leadership Ladder 241 Momentum Leadership 243 Momentum Leadership 245 Momentum Leadership 248 Tips for Aspiring Momentum Leaders 252 Commit to Value Origination 253 Practice Momentum Concepts Continuously with Your Contacts 254 Have Respect for People 255 Spend Quality Time with Customers, Employees, and Stakeholders 256 Be Momentum Consistent 257 It Starts with You 258 Chapter 14 Epilogue 261 Seizing the Unlimited Potential 262 The Momentum Journey 262 Our Momentum Future 264 Bibliography 267 Endnotes 281 Index 313

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Book SynopsisGeorge Anderson is a program director for Microsoft and an adjunct professor and guest lecturer for several universities. George holds Stanford Innovation & Entrepreneurship as well as Innovation Leadership credentials, PMI's Wicked Problem Solving and Prosci's Change Practitioner certifications, an MBA with a focus in Human Resource Management, and a PhD in Applied Management and Decision Sciences. As a program director, George assembles and leads global tech teams that help organizations transform themselves. George's architects and consultants provide the technology and business skills necessary to design and develop business-enabling technology solutions, and George and his project managers provide the leadership, governance, and communications necessary to deliver those solutions. In these ways, George's teams solve problems that drive meaningful change and measurable value. George knows first-hand the power of thinking and executing differently tTable of ContentsForeword Preface Prologue PART I: Design Thinking Basics Hour 1: Design Thinking Explained Thinking Slower to Deliver Faster A Process for Progress: Popular Design Thinking Models Our Design Thinking Model for Tech The Battle Between Perfection and Time The What: Techniques and Exercises The How: The Design Thinking Cycle for Progress The When: Ambiguity, Complexity, and Uncertainty The Why: Better Practices and Faster Outcomes The Who: Design Thinking by Technology Role Design Thinking in Action: Real-world Tech Examples What Not to Do: Lessons Learned the Hard Way Summary Workshop Hour 2: A Design Thinking Model for Tech Human-Centered Thinking Design Thinking in Four Phases What Not to Do: Exclusively Left to Right Summary Workshop Hour 3: Design Thinking for Small Audiences Design Thinking for Me Learning More Quickly Thinking and Problem Solving Coping with Ambiguity Prioritizing Next Best Steps for Uncertainty Executing More Effectively What Not to Do: This Isn't for Me Summary Workshop Hour 4: Resilient and Sustainable Teams Design Thinking for Tech Team Alignment Design Thinking for Sustainable Teams Responsibly Operating at Speed What Not to Do: The Archipelago Effect Summary Workshop Hour 5: Visible and Visual Teamwork Making Teamwork Visible and Visual Tools for Visual Collaboration Executing a Design Thinking Exercise What Not to Do: Keeping It All Inside Summary Workbook PART II: Understanding Broadly Hour 6: Understanding the Lay of the Land Listening and Understanding Assessing the Broader Environment Understanding and Articulating Value What Not to Do: Ignore the Culture Fractals Summary Workshop Hour 7: Connecting with the Right People A Framework for Finding and Prioritizing People Exercises for Stakeholder Mapping and Prioritization Exercises and Techniques for Engaging Stakeholders What Not to Do: Stick to the Happy Path Summary Workbook Hour 8: Learning and Empathizing From Stakeholders to Personas Three Types of Empathy A 360-Degree Model for Empathizing A Recipe for Empathizing What Not to Do: Ignore the 20 Percent Summary Workshop Hour 9: Identifying the Right Problem Identifying and Understanding a Problem Three Exercises for Problem Identification Techniques and Exercises for Problem Validation What Not to Do: Jump In! (to the Wrong Problem) Summary Workshop PART III: Thinking Differently Hour 10: Introduction to Thinking Differently Ideation and Thinking for Problem Solving Divergent and Convergent Thinking Warm-ups for Thinking Differently Techniques for Clearing the Mind What Not to Do: Stay Convergent! Summary Workshop Hour 11: Guardrails for Thinking Creatively Constraints and Guardrails Simple Guardrails for Thinking Differently Exercises for Thinking Through Risks Crazy Techniques for Extreme Thinking What Not to Do: Avoid the Silly-Sounding Stuff Summary Workshop Hour 12: Exercises for Increasing Creativity Creativity and Thinking Techniques and Exercises for Creative Thinking What Not to Do: Concluding Thinking Too Early Summary Workshop Hour 13: Exercises for Reducing Uncertainty Next-Step Thinking for Uncertain Situations Reducing Uncertainty and Ambiguity Working Through Uncertainty and What's Next What Not to Do: The Brute-Force Path Summary Workshop Hour 14: Thinking for Problem Solving From Ideas to Potential Solutions Visual Exercises for Problem Solving What Not to Do: Skimp on Brainstorming Summary Workshop PART IV: Delivering Value Hour 15: Cross-Teaming and Communicating for Outcomes Cross-Boundary Teaming for Collaboration Techniques for Working Across Teams Techniques for Communications Challenges What Not to Do: Using Words When a Picture Is Needed Summary Workshop Hour 16: Prototyping and Solutioning by Doing The Prototyping and Solutioning Mindset Making Progress versus Solving the Entire Problem Techniques for Making Planned Progress What Not to Do: Ignoring the Inverse Power Law Summary Workshop Hour 17: Solutioning Small and Fast The Progress Mindset: Showing Up and Starting Small Realizing Value Through Objectives and Key Results Starting Small and Delivering Fast Techniques for Delivering and Executing to Think For a Limited Time Only What Not to Do: The Forever MVP Summary Workshop Hour 18: Delivering Value at Velocity Delivery Techniques for Increasing Value Velocity Team Considerations for Velocity Change Control Considerations for Velocity What Not to Do: Shrink Sprints to Speed Up Summary Workshop PART V: Iterating for Progress Hour 19: Testing for Validation The Testing Mindset Traditional Types of Testing Testing Techniques for Learning and Validating Testing Tools for Feedback What Not to Do: Automate Everything Summary Workshop Hour 20: Feedback for Continuous Improvement Simple Feedback Techniques Strategic Feedback and Reflection Techniques What Not to Do: Wait for Late Feedback Summary Workshop Hour 21: Deploying for Progress Avoiding Perfection Traps Novel Techniques for Making Progress Edge Case Techniques for Deploying and Realizing Value What Not to Do: Deploying Too Soon Summary Workshop Hour 22: Operating at Scale Techniques and Exercises for Effective Scaling Operational Resiliency Techniques Techniques for Sustaining Systems and Value What Not to Do: The Scale versus Features Mandate Summary Workshop Hour 23: Making Change Sticky Change Management and Adoption The Four-Phase Change Process Methods for Creating Awareness Techniques for Providing Purpose Driving Readiness Through Design Thinking Four Techniques for Adopting Change Techniques for Timing Change What Not to Do: Change Management Can Wait Summary Workshop Hour 24: Design Thinking for Project Velocity Project Management Velocity Leadership and Governance Stakeholders and Expectations Development Approach Risk Management Schedule Management Managing Scope Delivery and Quality Communications and Collaboration What Not to Do: No Courage, No Future Summary Workshop Appendix A: Case Study Quiz Answers Appendix B: Summary of Design Thinking Techniques and Exercises Appendix C: Design Thinking in Action (by the Hour) References 9780137933037 TOC 10/10/2022

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Book SynopsisAvedis Donabedian''s name is synonymous with quality of medical care. He unravelled the mystery behind the concept by defining it in clear operational terms and provided detailed blueprints for both its measurement (known as quality assessment) and its improvement (known as quality assurance). Many before him claimed that quality couldn''t be defined in concrete objective terms. He demonstrated that quality is an attribute of a system which he called structure, a set of organized activities which he called process, and an outcome which results from both. In this book Donabedian tells the full story of quality assessment and assurance in simple, clear terms. He defines the meaning of quality, explicates its components, and provides clear and systematic guides to its assessment and enhancement. His style is lucid, succinct, systematic and yet personal, almost conversational.Trade Review"The book provides an excellent and refreshing summary statement of his scholarly articles and three-volume work in defining, monitoring, and assessing quality in healthcare...he provides a valuable example of how important it is to formulate a conceptual framework in the effort to improve the quality of healthcare."--Doody'sTable of ContentsINTRODUCTION ; 1. The Components of Quality in Health Care ; 2. Determining What to Monitor ; 3. Determining Priorities in Monitoring ; 4. Selecting Approaches to Assessing Performance ; 5. Formulating Criteria and Standards ; 6. Obtaining the Necessary Information ; 7. Choosing When and How to Monitor ; 8. Constructing a Monitoring System ; 9. Bringing About Behaviour Change ; 10. The Effectiveness of Quality Monitoring

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Book SynopsisThis volume focuses on the decentralization of governance and finances with the ultimate intent being to strengthen the panchayat level of governance, and thereby make more effective the delivery of the many critical functions assigned to them.

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Book SynopsisISO 9000 is a comprehensive set of international standards for quality management and quality assurance. These standards ensure that companies effectively document all aspects of their quality management to show transparency and efficiency within all processes. They are not industry specific and pertain to organizations of any size. Continuous improvement is a key facet of the ISO 9001 standard (the particular standard that specifies requirements for a quality management system), but it does not explain how to implement or maintain this improvement. Lean production methodologies surely provide this crucial and tactical information. Adding Lean production methodologies to quality management systems effectively focuses these improvement activities. In the long run, it will save companies much time and money.This book, written in the novel format, discusses the symbiotic relationship between ISO 9001 and Lean as both can be seamlessly integrated. It shows hoTable of ContentsAbout the Author. Preface. Chapter 1 AOP: Acronym-o-phobia. Chapter 2 The Real Issue. Chapter 3 ISO What?Chapter 4 Lean on Me When You’re Not Strong. Chapter 5 It’s Not Always Bad to Bring Work Home with You. Chapter 6 One for All and All for One. Chapter 7 Friends at Last. Chapter 8 Keep Things Rolling. Chapter 9 Letting off Some Steam. Chapter 10 Getting Total Leadership Buy-In. Chapter 11 History Repeats Itself; Historians Repeat Each Other. Chapter 12 Excellence in Leadership.

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Book SynopsisThis book shows how to overcome the traditional thinking in silos that limits the dominant change management approaches.Trade Review"Erik Hollnagel has always been ahead of the curve, and here he is again. A book about safety without the s-word—only to replace it with another s-word! Synesis not only unifies everything relevant about organizational performance, it sums up Erik's decades of remarkable, substantive contributions to our field." - Prof. Sidney W. A. Dekker. Griffith University, Brisbane, Australia"Some people are lumpers, trying to build a world of high-level categories. Others are splitters, seeing fine-grained detail and multiple types wherever they look. Few of us can be both, but as with everything he does, Erik Hollnagel shows he can. Synesis integrates huge amounts of detail about organisational life without losing the particulars. It’s an idea destined to become widely used, like so many of his contributions." - Prof. Jeffrey Braithwaite, Macquarie University, Sydney, Australia"If we take seriously a 21st century truism that change never starts because it never stops, a book that makes change challenges more comprehensible and change processes more manageable cannot be timelier or more important. Synesis is an invaluable must read for those seeking to change organizational systems through a pragmatic blend of theory and practice." - Kathleen M. Sutcliffe Bloomberg Distinguished Professor Johns Hopkins University, Baltimore, Maryland, USA"This thought-provoking book challenges the long-held beliefs that problems in productivity, quality, safety and reliability of production systems can be solved in isolation, each with its own special measures. It argues that problems in production systems are due to feeble human efforts to get the system working rather than to random cause and that a less fragmented mindset therefore is required. I recommend this book for all interested in the improvement of productivity, quality, reliability and safety in practice as well as in theory." - Bo Bergman, Professor Emeritus, Quality Sciences, Chalmers, SwedenTable of Contents1. A fragmented view 2. Historical reasons for the fragmented view 3. Psychological reasons for the fragmented view 4. Fundamentals of change management 5. Fragmented change management 6. Synetic change management 7. A nexus of necessary knowledge

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Book SynopsisThe halal industry is a fast-growing industry due to demographics and industry expansion. Halal certification of products, outlets, and services is essential for doing business in Muslim-majority countries. This book shares the building blocks of professional halal business management, covering halal certification, halal supply chain management, branding and marketing, and halal risk and reputation management. Drawing on years of academic research and advisory experience, the book provides practical advice and guidance on how best to organise and upscale your halal business operations. Successful companies in the halal industry are those that embrace halal excellence by design. Halal excellence is a process â a pursuit of excellence. Halal business management is beyond halal certification, and needs to address supply chain management, branding and marketing, and risk and reputation management. Halal excellence needs measurement through adopting the right key performance indicators, to protecting your halal reputation and licence to operate in Muslim markets.This book gives proven, practical strategies to guide you in the halal industry. The book is for all organisations involved in serving Muslim markets, and also serves as a coursebook for graduate and postgraduate education in halal business management.Trade Review"Halal is beautifully simple, yet complicated at the same time. Professor Tieman’s skilled voice adds another vignette to the gestalt of this growing phenomenon"- Professor Jonathan A.J. Wilson, author of Halal Branding"This book is written by an expert who understands the complexity of halal and has widely contributed to the subject through his previous publications. Halal Business Management offers a practical guide for organisations and professionals serving Muslim markets." - Professor Mohammad Hashim Kamali, Professor and Founding CEO, International Institute of Advanced Islamic Studies, Malaysia"If you want to enrich your halal business management knowledge and experiences, you need this book. It gives you proven, practical strategies to guide you and it has triggered fundamental improvement around the globe. The excellent ideas in this book are based on Prof. Dr. Marco Tieman long experiences as an international consultant and lecturer of halal supply chain management. This book also reader-friendly and reflects the world of the practices while presented case studies offer inspiring models of halal excellence achievement." - Dr. H. Sapta Nirwandar, Vice Minister of Tourism and Creative Economy, Republic of Indonesia (2011-2014) and Chairman of Indonesia Halal Lifestyle Center"This publication is the first course outline for Halal Business Management to help decide whether or not to introduce Halal certification, and the best practices connected to it, into your business plan; or how to excel at it if you are already Halal certified. It also highlights the weak areas that need to be addressed, with emphasis on training throughout the organisation for end-to-end Halal assurance. I would suggest beginning with the Epilogue where you can read the overview of the course, and then decide your answer to the final question: Are you ready for Halal Excellence?" - Salama Evans, Managing Editor, HalalFocus.com"Halal Business Management is a must-read comprehensive guide to excellence. Both newcomers and those already in business will find clear explanations and illustrative examples on the main topics related to Halal Trade. Starting with Halal Certification, which remains a topic of debate, the Guide provides an overview of other, often neglected, but equally relevant issues, such as Halal Supply Chain Management, Branding and Marketing and the sensitive issue of Halal Risk and Reputation, where Dr. Tieman shares his valuable expertise in the field. A much needed critical approach to this expanding market and its complexities." - Dr. Barbara Ruiz-Bejarano, Instituto Halal"We are living in challenging times. The publication of Halal Business Management is both timely and necessary as we all seek guidance on how best to adapt and apply standards that are both relevant and implementable. Marco has produced a book that is both essential reading and impactful in its advice. This book will help us to embrace the change that will be a constant in the future." - Daud Vicary, Managing Director, DVA Consulting Sdn. Bhd."Halal Business Management is a must-read book for those operating in the global halal economy. From current supply chains to strategies in halal marketing, Dr. Marco Tieman guides the reader through a practical approach to working in this fast growing market." - Shakeeb Saqlain, CEO IslamicMarkets.com"Halal is beautifully simple, yet complicated at the same time. Professor Tieman’s skilled voice adds another vignette to the gestalt of this growing phenomenon"- Professor Jonathan A.J. Wilson, author of Halal Branding"This book is written by an expert who understands the complexity of halal and has widely contributed to the subject through his previous publications. Halal Business Management offers a practical guide for organisations and professionals serving Muslim markets." - Professor Mohammad Hashim Kamali, Professor and Founding CEO, International Institute of Advanced Islamic Studies, Malaysia"If you want to enrich your halal business management knowledge and experiences, you need this book. It gives you proven, practical strategies to guide you and it has triggered fundamental improvement around the globe. The excellent ideas in this book are based on Prof. Dr. Marco Tieman's long experience as an international consultant and lecturer on halal supply chain management. This book is also reader-friendly and reflects the world of the practices while presented case studies offer inspiring models of halal excellence achievement." - Dr. H. Sapta Nirwandar, Vice Minister of Tourism and Creative Economy, Republic of Indonesia (2011-2014) and Chairman of Indonesia Halal Lifestyle Center"This publication is the first course outline for Halal Business Management to help decide whether or not to introduce Halal certification, and the best practices connected to it, into your business plan; or how to excel at it if you are already Halal certified. It also highlights the weak areas that need to be addressed, with emphasis on training throughout the organisation for end-to-end Halal assurance. I would suggest beginning with the Epilogue where you can read the overview of the course, and then decide your answer to the final question: Are you ready for Halal Excellence?" - Salama Evans, Managing Editor, HalalFocus.com"Halal Business Management is a must-read comprehensive guide to excellence. Both newcomers and those already in business will find clear explanations and illustrative examples on the main topics related to Halal Trade. Starting with Halal Certification, which remains a topic of debate, the Guide provides an overview of other, often neglected, but equally relevant issues, such as Halal Supply Chain Management, Branding and Marketing and the sensitive issue of Halal Risk and Reputation, where Dr. Tieman shares his valuable expertise in the field. A much needed critical approach to this expanding market and its complexities." - Dr. Barbara Ruiz-Bejarano, Instituto Halal"We are living in challenging times. The publication of Halal Business Management is both timely and necessary as we all seek guidance on how best to adapt and apply standards that are both relevant and implementable. Marco has produced a book that is both essential reading and impactful in its advice. This book will help us to embrace the change that will be a constant in the future." - Daud Vicary, Managing Director, DVA Consulting Sdn. Bhd."Halal Business Management is a must-read book for those operating in the global halal economy. From current supply chains to strategies in halal marketing, Dr. Marco Tieman guides the reader through a practical approach to working in this fast-growing market." - Shakeeb Saqlain, CEO IslamicMarkets.comTable of ContentsPART ONE: Halal Certification 1. The World of Halal 2. Halal Assurance System PART TWO: Halal Supply Chain Management 3. The Halal Supply Chain 4. Halal Purchasing 5. Halal Logistics and Retailing 6. Halal Clusters PART THREE: Halal Branding & Marketing 7. Halal Branding 8. Halal Marketing PART FOUR: Halal Risk & Reputation Management 9. Halal Risk Management 10. Halal Reputation Management Epilogue: a pursuit of excellence Appendix 1: Halal Certification Information Checklist Appendix 2: Halal Business Management Education Appendix 3: Halal Reputation GAME

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Herbert William Heinrich has been one of the most influential safety pioneers. His work from the 1930s/1940s affects much of what is done in safety today â for better and worse. Heinrichâs work is debated and heavily critiqued by some, while others defend it with zeal. Interestingly, few people who discuss the ideas have ever read his work or looked into its backgrounds; most do so based on hearsay, secondary sources, or mere opinion. One reason for this is that Heinrichâs work has been out of print for decades: it is notoriously hard to find, and quality biographical information is hard to get.Based on some serious safety archaeology, which provided access to many of Heinrichâs original papers, books, and rather rich biographical information, this book aims to fill this gap. It deals with the life and work of Heinrich, the context he worked in, and his influences and legacy. The book defines the main themes in Heinrichâs work and discusses them, paying attention to their ori

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Book SynopsisThis book introduces fundamental, advanced, and future-oriented scientific quality management methods for the engineering and manufacturing industries. It presents new knowledge and experiences in the manufacturing industry with real world case studies. It introduces Quality 4.0 with Industry 4.0, including quality engineering tools for software quality and offers lean quality management methods for lean manufacturing. It also bridges the gap between quality management and quality engineering, and offers a scientific methodology for problem solving and prevention. The methods, techniques, templates, and processes introduced in this book can be utilized in various areas in industry, from product engineering to manufacturing and shop floor management. This book will be of interest to manufacturing industry leaders and managers, who do not require in-depth engineering knowledge. It will also be helpful to engineers in design and suppliers in management and manufacturing, all who have dTrade Review"This is an exceptional book, very timely and useful, and a pleasant surprise for many people who develop technology. Dr. Lim impresses the reader with his bird’s eye view of the history of civilization and the central role that technology played on the way to the advanced societies of today. The treatment is systematic and holistic. It is based on principles many of which emerged from Dr. Lim’s stellar career devoted to quality in the best auto manufacturing companies of the world."- Adrian Bejan is the author of The Physics of Life: The Evolution of Everything, St. Martin’s Press, 2016."This is an exceptional book, very timely and useful, and a pleasant surprise for many people who develop technology. Dr. Lim impresses the reader with his bird’s eye view of the history of civilization and the central role that technology played on the way to the advanced societies of today. The treatment is systematic and holistic. It is based on principles many of which emerged from Dr. Lim’s stellar career devoted to quality in the best auto manufacturing companies of the world."- Adrian Bejan, J.A. Jones Professor of Mechanical Engineering, Duke University"Deming, Juran and other leading experts developed the foundation of quality management. Dr. Lim builds off this foundation and offers a practical guide to manage quality within organizations and across supply chains. His work helps understand the role of quality in the increasing technologically connected world of Industry 4.0. Dr. Lim has advanced our understanding of how to manage quality in an increasingly changing world, which is grounded in principles and the scientific method."- Kevin Linderman, Curtis L Carlson Professor of Supply Chain Management, University of MinnesotaTable of ContentsFundamentals of Manufacturing and Engineering. Fundamentals of Quality in Manufacturing. Quality System, Management, and Engineering. Principle-based Quality Management. Quality Engineering and Methods. Scientific Problem Management. Scientific Quality Planning. Structured Quality Deployment. Lean Quality Management. Software Quality Management. Quality 4.0 in Smart Manufacturing.

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Book SynopsisWinner of the Shingo Prize for Excellence in Quality Improvement -From the Shingo judges: This work has an extremely widespread application as the tools, techniques, and methods described are at a level that achieves the goals of Lean and operational excellence without tying them down to a specific industry or work stream. The book provides practical knowledge for lean champions, managers, and executives driving toward operational excellence enterprise-wide. The story format, and the presentation of this material was excellent, and the avoidance of lean and operational excellence jargon gives the book a wide appealit is a pleasure to read. The Sequel to the Influential Lean Business Novel Andy & Me The Remedy is a compelling a business fable that shows how Lean quality improvement business practicestraditionally associated with manufacturing--can dramatically improve the service areas of your business-including design, engineering, Table of ContentsAcknowledgments xi About the Author xiii Preface xv 1 Motor City Sadness 1 Overview of Lean fundamentals How Lean looks different in white-collar environments vs. the factory Waste in health care and the restaurant business 2 Lotus Land 19 The nature of big companies Big Company Disease Obstacles to transforming big companies Role of the Shusa 3 What Have I Learned? 37 Lean fundamentals Lean thinking—core mental models Waste in business processes Introduction to problem solving Nature of transformation 4 How Will We Change Their Thinking? 67 Reflections on how to deepen and extend mental models The nature of value and waste in knowledge work Grasping the situation by going to see for yourself Basics of system thinking 5 Focus and Alignment—When You’re a Jet, You’re a Jet 85 Fundamentals of strategy deployment Defining True North, our strategic and philosophical objective How strategy making actually works in organizations How the New York Jets might apply strategy deployment 6 Cluing into Chloe 103 Politics in large organizations Creating a shared vision Strategy deployment in action Deploying targets and tactics through Catchball 7 A Trip to Boston to Dispel the Fog 121 Role of the leader The Water Ring model How complex systems fail—and succeed The Four Rules—Standards, Connections, Pathways, Improvement The Remedy to Big Company Disease 8 Marketing—Leaning Out the Mad Men 137 Marketing basics Mental models in marketing Waste and value in marketing Yamazume Takt, flow, and pull in Marketing Expected, Specified, and Delightful Value 9 Design and Engineering—Making Knowledge Flow 157 Mental models in Design Value and waste in Design and Engineering Production physics—implications for Design Small batch learning Takt, flow, and pull in Design Set-based concurrent engineering 10 Nick Papas Falls into the Abyss 173 Mental models in health care Value and waste in health care Lean fundamentals in health care Our health-care mess—root cause and countermeasures The Four Capabilities The remedy to Big Company Disease—reprise 11 My Beautiful Mind—Leaning Out Our Supply Chain 187 Mental models in supply chain The Nash equilibrium The importance of information flow The Groundhog Day effect The bullwhip effect—causes and countermeasures What is heijunka? Process and system kaizen 12 Dealers, Spielers, and Concealers 205 Mental models in retail Principles of Lean provision Provision/consumption maps Politics in large organizations Financial aspects of Lean Possible effects of standard cost accounting Lean in Human Resources 13 Scylla and Charybdis 225 Politics in large organizations 14 Be My Phenomena 235 Nature of transformation Ethics The cardinal virtues Lean leadership Glossary 247 References 251

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Book SynopsisWith a lack of appropriate textbooks available for the new quality management courses now proliferating at business schools, this book fills a crucial need in this growing and changing market. The authors bring a unique blend of experience to the text, including academia, consulting in manufacturing and service industries, and a strong information technology background. The text achieves a balance of both managerial and statistical coverage, with an emphasis on processes and hands-on discussion of quality tools. Case studies and extensive examples complement the text.The text is written for a management-oriented course that emphasizes the managerial aspects of quality; basic statistical tools for achieving quality are also covered. The other book by Ledolter and Burrill (Statistical Quality Control: Strategies and Tools for Continual Improvement, Wiley, 1999) can be used for an in-depth discussion of statistical tools.Table of ContentsIntroduction to Quality. History of the Quality Movement. The Value of Implementing Quality. People and Quality. Products, Processes, and Quality. Exploring the Meaning of Quality. A PROCESS VIEW OF QUALITY. The Production Process. Creating a Production Process. The Specification Process. The Design Process. The Create Process. The Examine Process. MANAGEMENT ISSUES IN ACHIEVING QUALITY. The Quality System. Establishing a Culture for Quality. Managing Quality. Quality and People Management. STABILIZING QUALITY. Stabilizing the Quality System. Managing by Facts: Data Gathering and Data Classification. Data Analysis and Data Presentation. Statistical Techniques for Achieving Quality. IMPROVING QUALITY. Quality Improvement. Quality Improvement Initiatives. Quality Innovation. CONCLUSION. Optimism for the Future: Quality Awards and Success Stories. Appendix. Index.

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Book SynopsisHere is the ultimate handbook for engineers, architects, contractors, specifications workers, and hardware managers who need to deliver products and services at a consistently high level of quality.Table of ContentsHistory and Background. ISO 9000 Family of Standards. ISO 9001 Explained. How to Plan and Implement an ISO 9000 Quality System. Auditing Quality Systems. Managing the Quality System. The Consultant's Role in ISO 9000 Registration. Case Studies. Index.

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Book Synopsisa Control self assessment is sweeping the management and auditing worlds by storm. At last we have in just one place the authoritative guide to its practical application. Until now CSA had been shrouded in too much mystery and would--be practitioners had been largely at the expensive mercies of consultants or their own trial and error.Table of ContentsTHE DEVELOPMENT OF CSA. The Rise and Rise of Control Self Assessment (K. Wade). CRSA: Current State of the Art, Its Origins and Impacts (T. Leech & B. McCuaig). Control Self Assessment: Risk Panacea or Fee Developer? (P. Tarling). Quality, Governance and Conduct are Important Control Drivers (J. Ridley). Control Self Assessment: Its Stakeholders and Beneficiaries (J. Rowson). APPROACHES TO CSA. Workshop Techniques (D. Clark). Using Control Self Assessment to Evaluate the Effectiveness of an Organisation's Control Environment (M. Reinecke). The Use of CRSA Workshops as Part of an Integrated Risk-Management Strategy (D. Gammon). A Questionnaire-based Approach: Key Internal Controls and Systems (G. Cottell). Effective Risk Management in a Complex Environment using Electronic Meetings (G. Rodgers). Facilitation Skills (A. Skelton). THE PRIVATE-SECTOR EXPERIENCE. Internal Audit's Role in Developing CSA: The Securicor Story (D. Nowell-Withers). CSA and the Audit of Formal Controls (J. Shipway). Developing Effective Controls with CSA (R. Pradhan). Embedding Control Self Assessment in the Organisation: 'SAS' - the ASDA Experience (D. Stephenson). CSA in a Financial Services Organisation (V. Kubitscheck). THE PUBLIC-SECTOR EXPERIENCE. Business Self Assessment in the Department of the Environment, Transport and the Regions (DETR) (M. Haselip). CSA in Local Government - a Study in Change (N. Cowan). Control Self Assessment - The UK Experience in Local Government: Doing it the Ashford Way (D. King). Control Self Assessment Techniques: Integrating Risk Management, Monitoring, Audit and Control (M. Dudding). In Good Health: The NHS Experience of Governance, Assurance and Self Assessment (T. Crowley). A Workshop Approach to CSA in Housing Associations (C. Greenwood). THE WAY FORWARD. Winning Hearts and Minds (S. Barlow). CSA Risk Management and Internal Audit: The Future (A. Wynne). Appendices. Further Sources of Information. Index.

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Book SynopsisQuality costs help to show the importance of quality-related activities to management; they demonstrate the cost of non-quality to an organization; they track the causes and effects of the problem, enabling the working out of solutions using quality improvement teams, and then monitoring progress. As a technique in the introduction and development of TQM, quality costing is a powerful tool for enhancing a company's effectiveness. Quality Costing provides pragmatic advice on how to set about introducing and developing a quality costing system and using the data that emerges. This third edition (strengthened by additional data from a range of organizations) provides sound practical guidance on how to define, identify, collect, measure, analyse, report and use quality costs. This established text has proved invaluable to managers and quality professionals, students and academics alike - the new edition ensures its continued position as the leading book in the field.Trade Review'... provides pragmatic advice on how to set about introducing and developing a quality costing system and using the data that emerges.' Commerce and Industry, February 2000Table of ContentsContents: Structure of the book. Part I Explaining Quality Costing: The role of quality costing in total quality management; Quality costing - background; Definitions of quality costs; Collection of quality costs; Reporting of quality costs; Uses of quality costs. Part II Case Studies: Case study, company 1; Case study, company 2; Case study, company 3; Case study, company 4; Case study, company 5; Case study, company 6. Part III Conclusion: Setting-up a quality costing system; Index.

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Book SynopsisThe results of the quality revolution have been mixed. Global competition has elevated the most successful companies, in terms of providing goods and services, but even then initiatives such as total quality, business process re-engineering and Six Sigma have been heralded as the solution, only to have been replaced with the next 'big thing' when it came along. Hoshin Kanri is not the next big thing in quality, it is a strategic approach to continuous improvement that provides a context for all of the individual elements such as Six Sigma or Lean Manufacturing. David Hutchins' Hoshin Kanri shows you how to develop a dynamic vision for continuous improvement; to implement effective policies to support it; to link key performance indicators to Six Sigma, Lean Manufacturing and Kaizen and to sustain a strategy-led programme for improving business performance.Trade Review'Hoshin Kanri, Buy this book. Don't borrow it, don't browse through it - just get your own copy (because you'll want to own it), and get it soon! The book as a whole is very enriching and all comprehensive. It is a rare master piece and one of the best books I have ever read - pertaining to this area of interest. The style of presentation is simple but concrete, credible and irresistable. Kudos to the author and the publisher for the wonderful initiative! - Dr Vineeta Kamran, Principal, City Montessori School & College, Lucknow, India '...Hoshin Kanri is well organized, beginning with a roadmap of Hoshin Kanri, with each chapter following the roadmap. The resulting tapestry tells a story in a very effective manner. The reader never loses sight of the big picture as he or she works through each of the component parts. Hutchins’ approach to writing the book is in sync with the very principles of Hoshin Kanri...Whether you are new to continuous quality improvement, a cynical veteran of many failed initiatives, a seasoned or green executive team, Hoshin Kanri is worth your time and can be a valuable roadmap for setting a clear course in troubled times.' By Terry Conry in NCCI (National Consortium for Continuous Improvement in Higher Education) Newsletter '...this is a practical book from a practical and established exponent of the Japanese approach. From these pages, it is possible to unravel what the various terms mean and where they fit into the big picture.' Quality WorldTable of Contents1: Hoshin Kanri – An Overview; 2: Creating the Vision; 3: Strategy and Tactics; 4: Driver Policies: Becoming Fit, Fast, Lean and Hungry!; 5: Driver Measures to KPIs; 6: Benchmarking; 7: Prioritising KPIs and Cost of Poor Quality; 8: Risk Management; 9: The Loose Brick; 10: Policy Deployment and Control; 11: The Voice of the Customer; 12: Supply Chain Management; 13: Six Sigma; 14: Lean Manufacturing; 15: Process Analysis and Process Re-Engineering; 16: The Principles of Continuous Improvement; 17: Quality Circles; 18: Business Management Systems (Auditing Hoshin Kanri); 19: Quality Function Deployment; 20: Education; 21: Suggestions for Performance Indicators; 22: Implementation Plan

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Book SynopsisIn the business world, especially in manufacturing or quality management, the term Six Sigma usually refers to a set of tools and methodologies developed by Motorola to improve processes by eliminating defects. So why should the HR professional care what Six Sigma is or how it can be applied in the HR function? According to the specialists at Orion Partners, there are ten key reasons: * to create excellence in process delivery; * to reduce defects; * to increase efficiency; * to create a quality focused mindset; * to benefit from best practice; * to bring clarity to the processes of HR; * to use a structured scientific approach; * to speak the same language and improve communication; * to gain control over your processes; * and to strengthen your business case. Mircea Albeanu and Ian Hunter explain some of the basic concepts to show how applying Six Sigma tools and methodologies can be used to manage the practical challenges of improving HR operations to meet your organization's expTable of ContentsContents: Introduction; Six Sigma teams, projects and techniques; Six Sigma methodologies; Lessons learned from delivering high impact Six Sigma projects; Appendices; Further reading.

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Table of ContentsPreface Acknowledgments1. Quality: A Continuing Revolution2. How to Think About Quality3. Quality Improvement4. Quality Planning5. Quality Control6. Strategic Quality Management (SQM)7. Operational Quality Management8. The Work Force and Quality9. Motivation for Quality10. Training for QualityEpilogueGlossaryReferencesIndex

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Book SynopsisDavid Shaked is a certified Lean Six Sigma Master Black Belt with many years of experience on-the-ground implementing and teaching these approaches with different organisations and functions.He is also an AI practitioner and trainer, certified by NTL, the leading organisation in the US for teaching OD practice. David founded Almond Insight, a change management consultancy which helps organizations solve business challenges in sales, marketing, finance, customer services, distribution and human resources.Trade Review"This book is the first on integrating Lean Six Sigma and Appreciative Inquiry. David does a masterful job blending the principles and processes of Appreciative Inquiry with the rigour of Lean Six Sigma to influence innovation and sustainable results in organizations. The book represents an insightful contribution to both disciplines." * Jacqueline M Stavros, Professor and Director of DBA Program, Lawrence Technological University *Table of Contents Chapter - 00: Introduction; Section - ONE: Define; Chapter - 01: Approaches to organizational change and process improvement; Chapter - 02: Strength-based approaches to change; Section - TWO: Discover; Chapter - 03: The birth of Strength-based Lean Six Sigma; Chapter - 04: The potential contribution of the Strength-based approaches to Lean Six Sigma; Chapter - 05: The principles behind the strength-based approach to Lean Six Sigma; Chapter - 06: Exploring the ‘positive core’; Section - THREE: Dream; Chapter - 07: What is Strength-based Lean Six Sigma?; Chapter - 08: The vision for a Strength-based Lean Six Sigma practice; Chapter - 09: Strength-based metrics and performance review; Chapter - 10: Approaches to Strength-based Lean Six Sigma; Section - FOUR: Design; Chapter - 11: The Strength-based Lean Six Sigma Tools; Chapter - 12: The Strength-based Lean Six Sigma process – classic frameworks with a fresh twist; Chapter - 13: A proposed design for a strength-based Kaizen event; Chapter - 14: Moving beyond frameworks and tools; Section - FIVE: Deliver/Destiny; Chapter - 15: Introducing Appreciative Inquiry to organizations practising Lean Six Sigma; Chapter - 16: Defining the topic of inquiry; Chapter - 17: Strength-based Lean Six Sigma case stories; Chapter - 18: Destiny – opening the door to the future of Strength-based Lean Six Sigma

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Book SynopsisDavid Shaked is a certified Lean Six Sigma Master Black Belt with many years of experience on-the-ground implementing and teaching these approaches with different organisations and functions.He is also an AI practitioner and trainer, certified by NTL, the leading organisation in the US for teaching OD practice. David founded Almond Insight, a change management consultancy which helps organizations solve business challenges in sales, marketing, finance, customer services, distribution and human resources.Trade Review"This book is the first on integrating Lean Six Sigma and Appreciative Inquiry. David does a masterful job blending the principles and processes of Appreciative Inquiry with the rigour of Lean Six Sigma to influence innovation and sustainable results in organizations. The book represents an insightful contribution to both disciplines." * Jacqueline M Stavros, Professor and Director of DBA Program, Lawrence Technological University *Table of Contents Chapter - 00: Introduction; Section - ONE: Define; Chapter - 01: Approaches to organizational change and process improvement; Chapter - 02: Strength-based approaches to change; Section - TWO: Discover; Chapter - 03: The birth of Strength-based Lean Six Sigma; Chapter - 04: The potential contribution of the Strength-based approaches to Lean Six Sigma; Chapter - 05: The principles behind the strength-based approach to Lean Six Sigma; Chapter - 06: Exploring the ‘positive core’; Section - THREE: Dream; Chapter - 07: What is Strength-based Lean Six Sigma?; Chapter - 08: The vision for a Strength-based Lean Six Sigma practice; Chapter - 09: Strength-based metrics and performance review; Chapter - 10: Approaches to Strength-based Lean Six Sigma; Section - FOUR: Design; Chapter - 11: The Strength-based Lean Six Sigma Tools; Chapter - 12: The Strength-based Lean Six Sigma process – classic frameworks with a fresh twist; Chapter - 13: A proposed design for a strength-based Kaizen event; Chapter - 14: Moving beyond frameworks and tools; Section - FIVE: Deliver/Destiny; Chapter - 15: Introducing Appreciative Inquiry to organizations practising Lean Six Sigma; Chapter - 16: Defining the topic of inquiry; Chapter - 17: Strength-based Lean Six Sigma case stories; Chapter - 18: Destiny – opening the door to the future of Strength-based Lean Six Sigma

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Book SynopsisOffers an easy-to-read and comprehensive review of some of the most important industrial improvement tools that different manufacturing or industrial executives, operational managers or engineers needs to know, including which tool to use for a particular type of manufacturing situation.Trade Review"...provides information that allows companies to understand the most popular tools and strategies and to relate these to their circumstances and issues, helping them make better decisions and more effective use of the various tools available." --Iron & Steel Technology, March 2007Table of Contents1. Introduction 2. Aligning the Organization 3. Innovation 4. Leadership and Teamwork 5. Managing Change 6. Business Level FMEA 7. Lean Manufacturing 8. Kaizen 9. Total Productive Maintenance (TPM) 10. Six Sigma 11. Supply Chain Management 12. Reliability Centered Maintenance (RCM)13. Predictive Maintenance/Condition Monitoring14. Root Cause Analysis15. Closing; Appendices

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Book SynopsisEvaluate your organizationa s improvement impact by examining the transition of the organizationa s measures into performance goals. Youa ll also learn how to clarify your organizationa s vision and mission in terms of measurable results.

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Book SynopsisHave you ever been involved in a project that didn't require a meeting? Neither have we. Well-run project meetings allow teams to get through the maze of distractions and obstacles to achieve results. Unfortunately, many project meetings aren't well-runthey are viewed, by team members, as unproductive, tedious, wastes of precious time. But you can change that. The Project Meeting Facilitator contains practical techniques and practices that will help you facilitate our meetings more effectively, transforming them into well-planned, well-managed journeys that engage the team while achieving the intended goals. Table of ContentsIntroduction. Section I PROJECT FACILITATION BASICS. 1 What Is a Project Meeting Facilitator? Profile of a Project Meeting Facilitator. Are You the Right Facilitator for the Meeting? Assessing Your Skill Level. Applying Your Skills. Summing It Up. 2 The Basics of Project Meeting Facilitation. When to Meet—and When Not to Meet. Profile of a Productive Meeting. Types of Project Meetings. Summing It Up. 3 Facilitation Tools for Keeping Meetings on Target. Tools for Meeting Preparation. Tools for Managing Momentum and Focus. Tools for Clarifying Communication. If It’s a Virtual Meeting. If There Are Telephone Participants in Your Meeting. Tools for Sharing Meeting Results. Summing It Up. 4 Facilitation Tools for Keeping Everyone Engaged. Meeting Engagement Tools. Meeting Management Tools. Summing It Up. Section II FACILITATING MEETINGS WITHIN EACH PHASE OF THE PROJECT. 5 Facilitating Project Initiation Meetings. Overview of the Initiation Phase. Project Initiation Meetings. Troubleshooting Guide. 6 Facilitating Project Planning Meetings. Overview of the Plan Phase. Project Planning Meetings. Troubleshooting Guide. 7 Facilitating Project Execution Meetings. Overview of the Execute Phase. Project Execution Meetings. Troubleshooting Guide. 8 Facilitating Project Control Meetings. Overview of the Control Phase. Project Control Meetings. Troubleshooting Guide. 9 Facilitating Project Close Meetings. Overview of the Close Phase. Project Close Meetings. Troubleshooting Guide. Section III RESOURCES AND REFERENCES. Resource A: Recommended Reading. Resource B: Recommended Websites. Resource C: Recommended Organizations. The Authors. References. Index.

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Book SynopsisThis volume outlines the components of quality assurance and allows for customisation of procedures by individual laboratories, covering quality goals and policies, quality of resources, evaluating new procedures, quality of operations, and quality considerations for point-of-care testing.Table of ContentsPreface. 1. Introduction. 2. Quality Goals. 3. Mathematical Concepts for Quality Assurance. 4. Monitoring for Quality. 5. Quality of Operations, Policies, and Resources. 6. Evaluating Laboratory Procedures. 7. Laboratory Choices and Point-of-Care Testing. Appendix 1: Veterinary Quality Assurance Programs. Appendix 2: Conversion of Units. Glossary. References. Index.

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Book SynopsisThe most iconic brands stay on top because they know how to evolve to appeal to their market. Discover the Knowledge-Based Product Development system that has fueled the sustained growth of American motorcycle company Harley-Davidson--and how you can achieve the same long-lasting success.

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Book SynopsisFood companies, regardless of their size and scope, understand that it is impossible to establish a single division devoted to quality, as quality is the responsibility and purpose of every company employee. Applying this theory demands the cooperation of each employee and an understanding of the methodology necessary to establish, implement, and evaluate a Quality Assurance program.Quality Assurance for the Food Industry: A Practical Approach provides in-depth coverage of all aspects of quality assurance. It identifies the basic concepts and principles behind Total Quality Management and presents examples of Quality Assurance programs that can be applied to the food industry using simple, proven formats. The author discusses the role of Quality Assurance in product manufacturing, emphasizing the need for interactions among an organization's Quality Assurance, Quality Control, Product Development, Marketing, Sales, and Consumer Affairs departments. He analyzes the characteriTable of ContentsIntroduction. Concepts. Total quality management. Quality assurance. Ingredient specifications and quality of the final product. Statistical methods for quality control in the food industry. Product manufacturing audits. Food plant sanitation/good manufacturing practice audits. Product audits.Hazard analysis and critical control point. Glossary of terms.Index

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Book SynopsisDeveloping an ISO 13485-Certified Quality Management System: An Implementation Guide for the Medical-Device Industry details the lessons learned from a real-world project focusing on building an ISO 13485:2016 Quality Management System (QMS) from scratch and then having it officially certified. It is a practical guide to building or improving your existing QMS with tried and tested solutions. The book takes a hands-on approachfirst teaching the top 25 lessons to know before starting to develop a QMS and then walking you through the process of writing the quality manual and the standard operating procedures, training the staff on the QMS, organizing an internal audit, executing a management review, and finally passing the necessary external audits and obtaining certification. It helps you to progress from one task to the next and provides all the essential information to accomplish each task as quickly and efficiently as possible. It does not attempt to rTable of Contents1: About this book 2: Introduction 3: What to know before getting started 4: Getting started 5: Writing the quality manual 6: Writing the Standard Operating Procedures 7: QMS documentation (SOP-1) 8: CAPA, monitoring & improvement (SOP-2) 9: Infrastructure (SOP-3) 10: Human resources (SOP-4) 11: Suppliers & distributors (SOP-5) 12: Auditing (SOP-6) 13: Communication, marketing & sales (SOP-7) 14: Risk management (SOP-8) 15: Clinical evidence (SOP-9) 16: Product realization (SOP-10) 17: Regulatory affairs (SOP-11) 18: Post-market surveillance (SOP-12) 19: Finalizing all the SOPs 20: Writing templates, forms, records, and registries 21: Writing meeting agendas and minutes 22: QMS software validation 23: The launch 24: Training 25: Document review 26: Audits 27: Management review 28: Certification 29: Business as usual 30: What to know when you are up and running 31: Conclusion

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Book SynopsisSince the emerging discipline of engineering enterprise systems extends traditional systems engineering to develop webs of systems and systems-of-systems, the engineering management and management science communities need new approaches for analyzing and managing risk in engineering enterprise systems. Advanced Risk Analysis in Engineering Enterprise Systems presents innovative methods to address these needs.With a focus on engineering management, the book explains how to represent, model, and measure risk in large-scale, complex systems that are engineered to function in enterprise-wide environments. Along with an analytical framework and computational model, the authors introduce new protocols: the risk co-relationship (RCR) index and the functional dependency network analysis (FDNA) approach. These protocols capture dependency risks and risk co-relationships that may exist in an enterprise. MovinTrade Review"The book develops several topics in risk analysis, including models and measurement of engineering risks, capability portfolio risk analysis and management, functional dependency network analysis, and extreme-event theory. Several chapters present some tools from applied probability and statistics … A reader with main interest in statistics may find in these chapters several ideas about the use of specific statistical tools in applied engineering. Questions and exercises are provided in each chapter to help the reader understand the main topics."—Fabrizio Durante, International Statistical Review, 2014"…excellent references … appropriate for risk engineers or quality professionals wishing to gain a comprehensive understanding of the engineering or mathematics behind advanced risk analysis. … I would certainly recommend this book to anyone working in high-risk, complex environments, such as nuclear, aerospace or explosives."—Paul Naysmith, Quality World"The book is a decidedly unique and rigorous treatment of selected topics in engineering systems risk analysis and management. The narrative is notably modern and clear. The mathematical formalism is comprehensive and advanced while remaining accessible for those involved in engineering complex systems. This is foremost a book of exciting and innovative ideas for the field, exceeding what might easily have been a rote assembly of worn methods or re-introduction of the works of others. It will be of long-standing appeal to practitioners engaged in the analysis of risk in engineering enterprise systems. The book will also appeal to scholars and researchers who will benefit from the advanced and fresh thinking it offers readers. The book will improve the systems engineering community’s ability to address enterprise design risk assessment and management across a system’s lifecycle."—Professor James Lambert, Associate Director, Center for Risk Management of Engineering Systems, University of VirginiaTable of ContentsEngineering Risk Management. Perspectives on Theories of Systems and Risk. Foundations of Risk and Decision Theory. A Risk Analysis Framework in Engineering Enterprise Systems. An Index to Measure Risk Co-Relationships. Functional Dependency Network Analysis. A Decision-Theoretic Algorithm for Ranking Risk Criticality. A Model for Measuring Risk in Engineering Enterprise Systems. Random Processes and Queuing Theory. Extreme Event Theory. Prioritization Systems in Highly Networked Environments. Risks of Extreme Events in Complex Queuing Systems. Appendix. References. Index.

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Book SynopsisCulture by Design is about shifting focus from solely organisational outcomes and performance, towards organisational culture and wellbeing. It bridges the gap between two key organisational goals: (a) the drive for improving performance, outcomes and staff retention, and (b) strategies to encourage employee wellbeing, motivation and engagement within the workplace. For too long, organisations have focussed on each of these goals individually, with improvements in one area often coming at the expense of the other. This book demonstrates that this does not need to be the case, that what is required is a shift in perspective towards a culture-focussed approach where improved outcomes, performance and engagement are the added bonuses of a happy, connected staff team. You may be familiar with the phrase Happy bees work harder; this book demonstrates the fundamental truth in that statement and illustrates that What is good for the bees is good for the hive.Through practical

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Book SynopsisThis book offers a basic and practical guide for a manager, quality practitioner, or anyone interested in learning and understanding the fundamental principles, concepts, tools, and techniques of quality management and process improvement. This book enables managers to have a strong foundation for effective management and improvement of operations. It strengthens quality practitionersâ approach to people, products, or services and process improvement, to influence without authority. It provides practitioners with a comprehensive understanding of the contemporary concepts of quality, guiding principles, and quality tools and techniques and on successfully implementing them. It helps enhance how practitioners perform their work and inspires them to strive for excellence.The book begins with an introduction and an overview of quality, followed by listing and explaining the selected 77 pillars (basic principles, concepts, and tools) of quality, grouped under the themes of quality, Six Sigma, and Lean Management. It examines the logical understanding of these pillars and how to implement them, providing practical examples and beneficial real case studies. The stories are based on the learning and practical experience of the authorâa certified Lean Six Sigma Master Black Belt, a quality manager, and a university lecturer.This book benefits employees, partners, and customers of any organization, offering a great reference for practitioners and academics alike. It serves as a call to reflect on basic quality pillars first, before embarking on a quality improvement journey. It provides a solid foundation for managers and practitioners to exceed their customersâ expectations and excel in managing their business operations.

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Book SynopsisThis book introduces strategic management tools and techniques appropriate for use in software quality management. There has been a gap between strategic management and software quality, and the solutions for solving the problems and improving the software quality usually come from the experience of IT experts: the managerial experience. This book helps people interested in software quality to go beyond the IT technical issues and integrate strategic management tools with their technical knowledge to become more prepared for the future, develop long-term plans for solutions and improvements, take more strategic decisions even when compared with the competitors, and finally, reach sustainable continuous improvements.This book, by bridging software quality management and strategic management, can be used by software quality practitioners for effective results. The software development process is usually studied with regards to its functional aspects and the attempts to improve the quality and performance are mainly concentrated on the technical side. The developers, testers, or engineers search for solutions mostly directed toward a local problem specific to a unit, department, or code. What is often missing is grasping the big image of the problem: the managerial aspect. Even if all the technical staff are doing their tasks as they were planned, there is a vital need for identifying the bottlenecks and the points in need of improvements, alterations, and exclusions, together with tracking the progress and coming up with future strategies. This makes the software quality management activities intertwined with the strategic management concepts where strategic management enhances the quality management with its tools and techniques, and, in return, the software quality management provides the strategic management with insights on the technical issues, resulting in symbiosis. The highly competitive nature of the IT world makes it inevitable to take strategic tools and techniques into account and infuse them into the technical practices of software quality management.This book encompasses the following chapters: analyzing the current situation, identifying the improvement areas, determining the strategies, tracking the progress, and achieving a sustainable improvement.

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Book SynopsisThis guide serves as a roadmap for integrating digital value stream mapping into your lean deployment to improve your production processes. Lean, with its mapping component, value stream mapping (VSM), has endured as a process improvement methodology for over twenty-five years. VSM is a metrics-based analytical mapping method with simple calculations for lean metrics such as Takt Time, VA, NVA, Capacity, OEE, and so forth, however: -- The calculations and charting associated with value stream maps can be tedious; -- It's hard to keep updating the calculations for âœwhat-ifâ studies. -- Manual calculations can be prone to error. Digital VSM was then introduced as a complement to the initial paper-and-pencil map. The eVSM software has been used to create Digital VSMs for the past many years, but it has also encountered a couple of hurdles: -- Lean application has expanded and is applied to increasingly complex value streams. -- Product variants

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Book SynopsisThe world's largest and most profitable companies - including the likes of GE, Bank of America, Honeywell, DuPont, Samsung, Starwood Hotels, Bechtel, and Motorola - have used Six Sigma to achieve breathtaking improvements in business performance. This title presents an easy way to understand and implement Six Sigma.Table of ContentsIntroduction 1 Part I: Getting Acquainted with Six Sigma Basics 7 Chapter 1: Better Business and Better Performance: Defining Six Sigma 9 Chapter 2: Linking Quality and Business 17 Chapter 3: Examining the Principles and Language of Six Sigma 31 Chapter 4: Organizing for Improvement 43 Part II: DMAIC: Defining and Measuring 61 Chapter 5: Identifying and Right-Sizing Projects 63 Chapter 6: Launching a Project 77 Chapter 7: Mapping to Identify Possible Factors 87 Chapter 8: Diagramming to Identify Possible Factors 101 Chapter 9: Describing Performance with Numbers 113 Part III: DMAIC: Analyzing 133 Chapter 10: Depicting and Analyzing Data through Charts and Graphs 135 Chapter 11: Analyzing for Value 155 Chapter 12: What’s Normal? Recognizing Normally-Shaped Variation 165 Chapter 13: Assessing Capability: Comparing the Voices of the Customer and the Process 179 Chapter 14: Gauging Gauges: Measurement System Analysis (MSA) 199 Chapter 15: Mining Data and Processes for Insight 209 Chapter 16: Making Confident Decisions 227 Part IV: DMAIC: Improving and Controlling 241 Chapter 17: Forecasting Future Performance 243 Chapter 18: Designing, Conducting, and Analyzing Experiments (DOE) 259 Chapter 19: Standardizing on Improvement 281 Chapter 20: Maintaining Gains through Statistical Process Control 291 Part V: Looking at the Six Sigma Technology Tool Landscape 309 Chapter 21: Eyeing Process Characterization and Optimization Technologies 311 Chapter 22: Tools for Performing Six Sigma Analysis 323 Chapter 23: Managing Six Sigma 331 Part VI: The Part of Tens 343 Chapter 24: Ten Top Do's and Don’ts of Six Sigma 345 Chapter 25: Ten Ways to Gain Synergies with Lean and Six Sigma 349 Chapter 26: Ten Places to Go for Help 353 Index 357

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Book SynopsisCompletely revised to align with ISO 9001:2015, this handbook has been the bible for users of ISO 9001 since 1994, helping organizations get certified and increase the quality of their outputs.Whether you are an experienced professional, a novice, or a quality management student or researcher, this is a crucial addition to your bookshelf. The various ways in which requirements are interpreted and applied are discussed using published definitions, reasoned arguments and practical examples. Packed with insights into how the standard has been used, misused and misunderstood, ISO 9000 Quality Systems Handbook will help you to decide if ISO 9001 certification is right for your company and will gently guide you through the terminology, requirements and implementation of practices to enhance performance.Matched to the revised structure of the 2015 standard, with clause numbers included for ease of reference, the book also includes: GraphicTrade ReviewDavid Hoyle's latest work on this ISO 9000 Handbook once again "cracks the code", encrypted by the ISO TC 176 authors and offers, actionable, pragmatic advice for users and quality practitioners around the World on how to understand and effect the ISO 9000 family of documents. With so many competing publications on the subject, this 7th edition should be the essential, go-to handbook for quality professionals seeking to understand and benefit from an ISO 9001 modeled quality system. Sidney Vianna, Management System Professional, DNV GL, USA. A must-have for anyone tasked with facilitating the creation and delivery of value to stakeholders, David Hoyle's staggeringly powerful latest edition of Quality Systems Handbook expertly and thoroughly demystifies the updated ISO 9000 Standards. An indispensable tool for managing quality and successful Certification. John Colebrook, Director, Enhanced Operating Systems Ltd, New Zealand. A valuable resource that explores salient concepts arising from the ISO 9001:2015 standard in an unambiguous manner. David Hoyle using his inimitable step by step approach demonstrates the applicability of quality management standard to any organisational context.This book is definitely recommended reading for both academics and business leaders seeking to gain an in depth understanding of quality management systems. Dr Lowellyne James, Lecturer in Quality Management, Robert Gordon University, IEMA Certificate in Sustainability Strategy Programme Leader, Scotland. To be up-to-date with the latest in ISO 9000 Quality Systems (ISO9000:2015), this is the definitive guide to refer to. David Hoyle’s 7th edition stays true to its purpose of ensuring interpreting the Standard, comprehensible. Christopher Seow, Visiting Lecturer "Six Sigma for Managers" Cass Business School, City, University of London, UK. David Hoyle pulls no punches in this very comprehensive seventh edition of his ISO 9000 Handbook. Whether you are a scholar, business executive, quality manager, consultant or a Certification Body, this book is for you. He goes out of his way to change the misconception of what the ISO 9001:2015 standard is really all about. He meticulously explains that it is aimed at improved performance and not just a set of requirements for compliance. David convinces the reader that Quality should be managed as an integral part of every business. Paul Harding, Managing Director, South African Quality Institute, South Africa. Yet again David Hoyle has produced another excellent book that explains the new standard and its requirements in straightforward terms. It is the book we have all been waiting for that will help us implement the new Standard and will become the new bible for quality management Systems. If you follow the advice in Hoyle’s book you will not have any issues when the auditor arrives at your door. It is suitable for all people involved in the standard from company directors who need to know more about their responsibilities to experienced and busy Quality Managers who need to implement and inform others about the changes. Rhian Newton, HSEQ Manager, Morgan Advanced Materials, UK. The book does a great job of showing how a quality system built to the principles of ISO 9000 and conforming to the new ISO 9001:2015 requirements can be an integral part of leadership's strategic approach to running the business versus letting a quality management system operate in a silo.The book explores and explains the ISO9001:2015 requirements in a way that is easy to follow yet at the same time deep and meaningful especially for those new concepts and requirements such as leadership, context of the organization and managing risk. This feels like a book I'll keep referring to for many years to come. Richard Allan, Director, Quality Assurance, Kimberly-Clark Corporation, UK. Table of ContentsContents Preface to the Seventh Edition Part 1 Introduction Chapter 1 Putting ISO 9001 in context Chapter 2 Comparison between 2008 and 2015 editions Chapter 3 How the 2015 version has changed misconceptions Key messages from Part 1 Part 2 Anatomy and use of the standards Chapter 4 The ISO 9000 family of standards Chapter 5 A practical guide to using these standards Key messages from part 2 Part 3 Terminology Chapter 6 Quality Chapter 7 Requirements Chapter 8 Management System Chapter 9 Process and the process approach Chapter 10 Risk and opportunity Chapter 11 Interested parties and stakeholders Key messages from Part 3 Part 4 Context of the organization Chapter 12 Understanding the organization and its context Chapter 13 Understanding the needs and expectations of interested parties Chapter 14 Scope of the quality management system Chapter 15 Quality management system Chapter 16 Processes needed for the QMS Key messages from Part 4 Part 5 Leadership Chapter 17 Leadership and commitment Chapter 18 Customer focus Chapter 19 Policy Chapter 20 Organizational roles, responsibilities and authorities Key messages from Part 5 Part 6 Planning Chapter 21 Actions to address risks and opportunities Chapter 22 Quality objectives and planning to achieve them Chapter 23 Planning of changes Key messages from Part 6 Part 7 Support Chapter 24 People Chapter 25 Infrastructure Chapter 26 Environment for the operation of processes Chapter 27 Monitoring and measuring resources Chapter 28 Organizational knowledge Chapter 29 Competence Chapter 30 Awareness Chapter 31 Communication Chapter 32 Documented information Key messages from Part 7 Part 8 Operation Chapter 33 Operational planning and control Chapter 34 Customer communication Chapter 35 Requirements for products and services Chapter 36 Review of requirements for products and services Chapter 37 Design and development planning Chapter 38 Design and development inputs Chapter 39 Design and development controls Chapter 40 Design and development outputs Chapter 41 Design and development changes Chapter 42 Control of externally provided processes, products and services Chapter 43 Evaluation, selection and monitoring of external providers Chapter 44 Information for external providers Chapter 45 Control of production and service provision Chapter 46 Identification and traceability Chapter 47 Property belonging to external providers Chapter 48 Preservation of process outputs Chapter 49 Control of changes Chapter 50 Release, delivery and post-delivery of products and services Chapter 51 Control of nonconforming outputs Key messages from Part 8 Part 9 Performance evaluation Chapter 52 Monitoring, measurement, analysis and evaluation Chapter 53 Customer satisfaction Chapter 54 Analysis and evaluation Chapter 55 Internal audit Chapter 56 Management review Key messages from Part 9 Part 10 Improvement Chapter 57 Determining and selecting opportunities for improvement Chapter 58 Nonconformity and corrective action Chapter 59 Continual improvement of the QMS Key messages from Part 10 Appendices A Common Acronyms B Glossary of terms Index

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Book SynopsisBest Practice in Inventory Management 3E offers a simple, entirely jargon-free and yet comprehensive introduction to key aspects of inventory management. Good management of inventory enables companies to improve their customer service, cash flow and profitability. This text outlines the basic techniques, how and where to apply them, and provides advice to ensure they work to provide the desired effect in practice. With an unrivalled balance between qualitative and quantitative aspects of inventory control, experienced consultant Tony Wild portrays the many ways in which stock management is more nuanced than simple number crunching and mathematical modelling. This long-awaited new edition has been substantially and thoroughly updated.The product of decades of experience and expertise in the field, Best Practice in Inventory Management 3E provides students and professionals, even those with no prior experience in the area, an unbiased and honest picture of Table of ContentsTable of ContentsPREFACEINTRODUCTION1 THE BASIS OF INVENTORY CONTROL1.A The role of inventory management1.B Objectives for inventory control 1.C Profit through inventory management1.D Reasons for the current stock2 CUSTOMER SERVICE2.A Customer Relations2.B Measuring availability2.C Demand management2.D Consuming forecast demand and supply lead time3 SHAPING INVENTORY 3.A Using Pareto Analysis for control3.B ABC Analysis3.C Stock cover3.D Pareto stock balance4 PRACTICAL METHODS FOR REDUCING STOCKHOLDING4.A Approach to Inventory Reduction4.B The Reduction Project4 C Obsolete and Excess Stock5 MANAGEMENT AND CONTROL 5.A Where stock control fits into the organisation5.B Responsibilities and targets5.C Skills and Systems5.D Inventory valuation6 LEAN SUPPLY6.A Lean Supply Philosophy6.B Lean Principles6.C Implementing lean6.D Operational benefits of Lean Supply6.E Developing Lean Operations7 SAFETY STOCKS7.A Learning from History7.B Normal demand patterns7.C Evaluating safety stocks8 SETTING THE RIGHT STOCK LEVELS8.A Simple Assessment of Review Levels8.B Managing Lead Times8.C Supplier Delivery frequency effects 8.D Target stock levels9 PROCUREMENT 9.A The Role of Supply Chain Procurement 9.B Supply partnerships9.C Single Sourcing9.D Supply Partnerships9.E Vendor Appraisal9.F Pricing Methods10 DELIVERY QUANTITIES10.A Supply and Suppliers10.B Organising Repetitive Supply 10.C Order types10.D Order quantities10.E Delivery Quantities10.F Scheduling supply10.G Supply Co-ordination10.H Purchasing Processes11 FORECASTING DEMAND11.A Options for assessing demand 11.B Causes of forecasting inaccuracy11.C Methods of improving forecasting12 HISTORICAL FORECASTING TECHNIQUES12.A Basic Forecasting Techniques12.B Moving Average12.C Exponentially Weighted Averages12.D Improved Values for Mean Absolute Deviation12.E Choosing the Best Forecast - Focus Forecasting13 IMPROVED FORECASTING METHODS13.A More Forecasting Tools13.B Forecasting for seasonal sales14 DEPENDENT DEMAND14.A Avoiding uncertainty14.B Material requirements planning14.C Master planning15 SUPPLY CHAIN INVENTORY MANAGEMENT15.A The basis of the lean supply chain15.B Coordination15.C Supply Chain Operations 15.D Replenishment Techniques16 MEETING THE CHALLENGES 16.A Review16.B Recipe for successQUESTIONS & ANSWERS

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Book SynopsisResponding to a recent surge in interest and application, this book is the first to comprehensively address how Lean thinking and tools can be implemented in agriculture and agribusiness. This tactical guide breaks down barriers, clearly depicting how improvement techniques originally developed for factories can derive the same powerful results on farms.Expert Lean farming consultants, Susanne Pejstrup and Vibeke Fladkjaer Nielsen, present these methods in a clear, easy-to-read style, accessible to farmers all over the world. Case studies from multiple farm types including crops, pigs and dairy cattle demonstrate how respect for people, continuous improvement, and visual management techniques can improve resilience and profitability on the farm. Richly illustrated, Lean in Agriculture appeals not only to farmers, but to farm workers, food processing companies, veterinarians, consultants and other stakeholders in the agribusiness sector.Key Features: Table of ContentsChapter 1. Chapter 2. Chapter 3: The five Lean Principles. Chapter 4: The Eight Wastes of Lean. Chapter 5: Involve your employees. Chapter 6: that is How You Work with goals. Chapter 7: Tools. Chapter 8: How to Implement Lean at your Farm. Chapter 9: Examples of Lean. Chapter 10: Dictionary. Chapter 11: References.

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In the business world, especially in manufacturing or quality management, the term Six Sigma usually refers to a set of tools and methodologies developed by Motorola to improve processes by eliminating defects. So why should the HR professional care what Six Sigma is or how it can be applied in the HR function? According to the specialists at Orion Partners, there are ten key reasons: to create excellence in process delivery; to reduce defects; to increase efficiency; to create a quality focused mindset; to benefit from best practice; to bring clarity to the processes of HR; to use a structured scientific approach; to speak the same language and improve communication; to gain control over your processes; and to strengthen your business case. Mircea Albeanu and Ian Hunter explain some of the basic concepts to show how applying Six Sigma tools and methodologies can be used to manage the practical challenges of improving HR operations to meet your organization''s expe

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Book SynopsisQuality Standards for Highly Effective Government, Second Edition establishes a new normal in government that will ultimately reinvent the practice of democratic government. The principal catalyst for this change will be the adoption of auditable quality standards within every government entitybased on efficiency, effectiveness, and delivered value. Conventional wisdom says that government is not efficient and not effective but, we are still unsure what works and what is broken in government, where to find some common sense, and where to start to fix it.The problem sounds huge, but the solution is not all that difficult. Quality science can provide a structure for efficiency and effectiveness, democratic institutions can create consensus goals, and auditable standards can show where these issues exist and to what degree. In addition, it can drive change where it must happen, because if you can measure it, you can manage it.Auditable quality standards can makeTable of ContentsIntroductionChapter 1: The Problem and Auditable Quality Standards as SolutionChapter 2: Quality Science as a BackboneChapter 3: The Process Management StandardChapter 4: Scoring the Process Management StandardChapter 5: The System Management StandardChapter 6: Scoring the Systems Management StandardChapter 7: The Aligned Leadership Objectives StandardChapter 8: Auditable Standards as a Catalyst for the FutureChapter 9: Three Necessary StrategiesChapter 10: Necessary Culture and Values

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Book SynopsisThis book shows how to consistently obtain annual and multiannual manufacturing target profit regardless of the evolution of sales volumes, increasing or decreasing, using the Manufacturing Cost Policy Deployment (MCPD) system. Managers and practitioners within the manufacturing companies will discover a practical approach within the MCPD system that will help them develop and support their long-term, medium-term, and short-term profitability and productivity strategy. The book presents both the basic concepts of MCPD and the key elements of transforming manufacturing companies through MCPD system, as well as supporting the consistent growth of external and internal profit by directing all systematic and systemic improvements based on meeting the annual and multiannual Manufacturing Cost Improvement (MCI) targets and means for each Product-Family Cost (PFC).This book is unique because it presents two types of systematic and systemic improvement projects for MCI that have beenTrade Review"There are numerous structured approaches to productivity improvement available - and countless consultants who help you apply them. However, reality is never quite the same as the scenarios painted by these consultants or the purveyors of the tools and techniques. The theory is usually great; the practical application is less certain. Most approaches are relatively superficial, provided in outline only … requiring the reader to uncover the flaws and failings, the practical difficulties of interpretation and implementation.This book is different. Firstly, it acknowledges the fact that people find implementation difficult so it approaches the situation by focusing on a number of specific scenarios --some involving growth, some involving decline …. and takes the reader through the detailed application of MCPD in these scenarios.The author’s experience as a lean manufacturing consultant has clearly shaped his approach to the development of strategy and practice - no bad thing obviously … but he has added his own thoughtful and thorough approach on top to provide a ’system’ capable of providing real improvements in manufacturing productivity and profitability.The book is detailed and peppered with abbreviations - sometimes making it quite a ‘hard’ read. It is also generally a book that suits readers not afraid of quantitative approaches and the application of mathematical formulae. However the author also recognizes that improving productivity via a structured, quantitative approach also brings intangible benefits. It is worth persevering with the detail to uncover the underlying principles and ‘truths’ that will allow you to ‘make a difference’."John Heap, President of the World Confederation of Productivity Science"All too often, it seems that publications related to manufacturing productivity focus on short-term fixes in 'easy' scenarios. This book is unique in that it addresses improvement projects that cover the full planning range from a temporal perspective, and the pursuit of excellence regardless of product life cycles. It is key that the concepts presented in the book consider short-, medium-, and long-term productivity in a way that precludes the tendency to focus on short-term fixes. It is perhaps also this approach that leads to the development of strategies that can be used even during times of economic contraction. In short, this book provides the tools required to manage manufacturing organizations and maximize profitability during both good and trying times."G. Don Taylor, Ph.D., P.E.Charles O. Gordon Professor – Virginia TechVice Provost for Learning Systems Innovation and Effectiveness"This book provides a way to improve practical approach and tools for competitive target costs setting with a goal engineering approach at first and unfold it for a whole organization about cost management and cost reduction, using both growth and reduction sales scenarios".Shigeyasu Sakamoto, Ph.D. Doshisya, P.E. CEO, Productivity Partner INC. Japan"Effective cost management underpins the achievement of competitive manufacturing, and increasingly manufacturing strategy is dominated by the need to reduce operating costs. Firms that arbitrarily cut costs to satisfy short-term profitability goals miss the bigger opportunity to both reduce costs and increase productivity. This is where Alin’s book makes an important and unique contribution, bridging the strategic management and operations improvement domains. Through MCPD decision makers are better informed to identify cost reduction opportunities, which can then be implemented through productivity improvement. To put it simply, MCPD makes manufacturing better: cheaper, more productive, and more capable of competing on a global scale."Daniel Eyers, Ph.D.Lecturer in Manufacturing Systems Management - Cardiff University"I’ve been collaborating with Alin since a long period already for different projects, and I have been witness to the development of the Manufacturing Cost Policy Deployment (MCPD) concept at different stages until this third book on MCPD has been reached. The MPCD system is a unique reference concept in an operational environment to drive productivity improvements in order to achieve the operating profit goal through manufacturing cost improvement. Using the MPCD system, it is easy to identify and continually reduce the manufacturing costs associated with losses and waste across each product family processes. Also, cases study are very useful to understand how this new concept can be translated into practice, some of them developed in our factory, so you just need to get it done!"Vasile Haiduc,Plant Operations Manager, DeLonghi”Written by a seasoned professional Ph.D., the book of Alin Posteucă is a mind opening a new way of scientifically and practically approach the concepts of manufacturing operations. Want to make your business more profitable, you the present days entrepreneur? Do you want to get immersed in the wonderful philosophy of productivity, get to know the latest ideas that the experts are conveying them to the production floor?Alin’s book is an answer and a practical guide to all these. It shows the basic fundamental and scientific steps and factors that are supporting his new very original approach to the profitability and productivity and also practical suggestions when facing problems on the production floor."Florin Larion,Lean-Six Sigma Master Black Belt, Philadelphia, USA."While most of authors are focusing their efforts, experience and explanation on productivity improvement, Alin, with his "Manufacturing Cost Policy Deployment" (MCPD) goes further- providing real improvement factors, continuous targeting of improvements to profit, financial quantification of results - all elements needed in order get the results of improved productivity at the level of profit and loss statement (P&L). This third book dedicated to MCPD, named "Manufacturing Cost Policy Deployment (MCPD) Profitability Scenarios: Systematic and Systemic Improvement of Manufacturing Costs" is "advanced level manual": 15 improvement projects documenting previously explained scenarios, concise, clear, targeted and obviously easy to replicate to meet the Manufacturing Cost Improvement (MCI) goal - you CANNOT pretend haven't found your company's situation in one of those".Ovidiu Ambrus,Plant Manager at Litens Automotive Eastern Europe (Litens Automotive Group)"This book demonstrates how MCPD system is helping companies with different type of production environments, to focus their improvement strategies and transformation of product families flow to meet customer demand, continuously targeting Manufacturing Cost Improvement convergent to zero Cost of Losses and Waste and continuous profitability improvement. Readers will find different scenarios of MCPD implementation that show impressive easy to replicate results (i.e. to meet the annual MCI goal, an kaizen project for MCI achieved profitability targets by reducing the set-up time by 70% and another by reducing breakdown by 35% to increase OEE level)."Catalin Neagoe,Lead Black Belt, Cameron, a Schlumberger company"In this new book on the MCPD system, starting from the basic questions of any manager (such as what are the activities that generate losses and waste, what types of losses and waste occur and how they are generated along the manufacturing flow, which processes are in the top of the ones that generate most of the costs of losses and waste (CLW) and what is their trend etc.) the systematic and systemic activities are presented, both annual and multiannual, for identification, quantification and analysis of CLW to consistently achieve manufacturing cost improvement (MCI) targets. The surprising and documented context is valid in the vast majority of manufacturing companies. The potential for approaching and improving the CLW of 30-50% is enormous and represents the path to true competitiveness through costs.The 7 presented matrixes are intuitive and can be easily used for any practical model, and based on them (using the PDCA cycle), real data are available to achieve annual MCI targets. Also, it is very well underlined the way to set the annual MCI means targets ("what how/through what leverage") taking into account the current and future context of the market & sales.Clearly, it is a book that can be applied in factories to reduce costs consistently and strategically. I recommend the MCPD system and this book to those who realize or not that they are on a mountain of losses and waste and also have the necessity, ambition and leverage needed to radically improve this current status!"Gabriel Hîncu,Plant Maintenance Manager, ZF Group-TRW Airbag Systems"Since I as child I’ve loved nature. Why? Because it knew how to deal with changes to find simple solutions to complex problems. In our industrial era we have simple problems and we try to find complex solutions. In the same way Manufacturing Cost Policy Deployment (MCPD) Profitability Scenarios: Systematic and Systemic Improvement of Manufacturing Costs book by Alin Posteucă shows us the nature way. Not only by theoretical but also by practical example. Doing Lean more than 15 years I’ve learnt what is the "KISS" – "Keep It Simple Stupid". In the same way the book written by Alin teaches us how to survive and make profit in a very competitive market."Constantin Anechitei,Lean Manager at Filtration GroupTable of ContentsList of Figures. List of Tables. List of Abbreviations. Preface. About the Author. Introduction. Part I: Understanding of the MCPD system. Chapter 1: Let's Start by Really Tackling Improvement of the Current Level of Manufacturing Profit through Productivity Improvement. Chapter 2: Scenarios and Strategies of the MCPD System. Chapter 3: The MCPD Transformation: Establishing and Implementing Profitable Improvement Projects. Chapter 4: Annual Transformation Example through MCPD System: MCI with at least 6% per year for a PFC. Part II: Profitable Improvement Projects Implementation through MCPD for MCI towards Maximizing Outputs. Chapter 5: MCI and Increasing Equipment Effectiveness. Chapter 6: MCI and Increasing Manufacturing Capacity through a New Products and a New Equipment. Part III: Profitable Improvement Projects Implementation through MCPD for MCI towards Minimizing Inputs. Chapter 7: MCI through Improving Variable and Fixed Costs: Material, Environment and Labor Costs. Chapter 8: MCI through Aligning the Factory Lead Time to Takt Time. Appendix 1: The MCPD Transformation ChecklistAppendix 2: Glossary - The basic concepts of the MCPD system. Bibliography. Index.

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Book SynopsisThis book gives the reader an inside look at creating a new healthcare service using practical examples and scenarios one would face if doing it themselves. This book chronicles the journey of a fictitious healthcare delivery organization using the Simpler Design System principles based on Lean methodologies. While the characters and actual story is fictitious, it is based on the journey many healthcare systems and clients have taken, the issues they have faced, and the successes and failures they've had. Tools and approaches used are based on the actual work of Simpler. The story format engages readers and is intended to motivate and inspire executive teams to use the tenets of the book as a guide to launch their own successful implementation of an idea-to-launch methodology. Tools include those gleaned from actual application of Lean Product Development, Agile, Design for Six Sigma, and Design Thinking Principles. Through engaging storytelling and practTable of ContentsIntroduction. My Executive Strategic Initiative. Scanning the Environment. Talking to Patients and Stakeholders. Summarizing Project Features. Designing Each Element. Testing Our Solutions. Codifying the Final Process. Launching to the Public. Reflecting on the Project.

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