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Focused Quality : Managing for Results by Paul Murphy (1994, Hardcover)

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About this product

Product Identifiers

PublisherCRC Press LLC

ISBN-101884015182

ISBN-139781884015182

eBay Product ID (ePID)368562

Product Key Features

Number of Pages208 Pages

LanguageEnglish

Publication NameFocused Quality : Managing for Results

SubjectManagement Science, Manufacturing, Quality Control

Publication Year1994

TypeTextbook

AuthorPaul Murphy

Subject AreaTechnology & Engineering, Business & Economics

FormatHardcover

Dimensions

Item Height0.6 in

Item Weight16 Oz

Item Length9.3 in

Item Width6.2 in

Additional Product Features

Intended AudienceScholarly & Professional

LCCN94-017212

Dewey Edition20

IllustratedYes

Dewey Decimal658.5/62

Table Of ContentTABLE OF - PART I: MANAGING THE VITAL FEW 1 Why Focused Quality Management? Where TQM Falls Short The Way It Is A Maze of Frustration The Way It Should Be PART II: FOCUSED QUALITY MANAGEMENT: A FRAMEWORK FOR SUCCESS 2 Prepare: Laying the Foundation Organize a Quality Leadership Team Envision the Organization Assess the Organization The Process Assessment 3 Plan: Focusing Process Improvements 4 Deploy: Making Process Improvements Happen Charter the Improvement Teams Improve the Process Test the Improvements 5 Deploy: Making Organizational Improvements Happen Training: A Mind Is a Terrible Thing to Waste Reward and Recognition: Credit Where Credit Is Due Measurement: If You Can't Measure It, You Can't Manage It 100 Communication: The Message Is the Medium 102 In Conclusion 104 6 Transition: Making It Stick Introduction Applying Advanced Tools and Techniques Employee Empowerment Toward Process Empowerment Alignment and Reassessment PART III: LEADING THE CHANGE 7 Leading the Charge Leadership Commitment and Vision Individual Resistance and Skills Development Incentives Resources Action Planning 8 Is the Organization Ready? Does the Organization Have a Vision? Have the Mission and Values of the Organization Been Developed and Clearly Communicated? Has an Organizational Assessment Been Done? Have Strategic Business Goals Been Identified? Have the Key Business Processes Been Identified? How Do Key Business Processes Affect Critical Success Factors? Have the Capability Gaps Been Identified? Do Employees Want to Do a Good Job? Do They Have What They Need to Do So? Is Quality Rewarded? Is the Organization Focused? Is the Organization Ready? 9 When Things Go Wrong The Whole Is Greater than the Sum of the Parts Has the Vision Been Communicated? Do Employees Have All the Skills They Need? Have People Been Given Incentives to Succeed? Do People Have Adequate Resources? Has the Organization Planned for Success? Are You Focused to Succeed? APPENDICES A Quick Quality Survey B Critical Success Factor/Key Process Matrix C Evolution of Quality Management Nineteenth-Century Industrialism Twentieth-Century Humanism The Emergence of TQM INDEX

SynopsisFocused Quality: Managing for Results is a book about using quality improvement as a means to enhance bottom line results. Written for managers in industry, services, healthcare and government, this important new book provides a focused approach on how to target critical improvement initiatives and insure their success. Prepare - Plan - Deploy - Transition are the steps in the improvement process that are covered in detail. Included are examples of how organizations have successfully accomplished each step. Practical lessons on how to and how not to implement quality and process improvement initiatives are given. Process assessment is crucial to identifying the importance of a process and defining the scope of what is involved in order to improve it. Before deciding to refine, redesign or reengineer an assessment is needed. Focused Quality: Managing for Results not only shows you how to do an assessment but also how to apply the results to improve the bottom line. Application is emphasized throughout the book with the focus on the managers role in leading the change effort. The authors have provided a set of questions that management should answer to determine if their organization is ready to effectively implement the improvement process. Realizing that even the best plans can go astray there is also a diagnostic check sheet to pinpoint the causes of and solutions for process improvement failures.

LC Classification NumberHD62.15.F63 1994