Quality Management Principles & Practice

By: Geoff Vorley MSc MCQI and Fred Tickle BA Ceng MIMech E MIEE MCQI

INTRODUCTION
Quality Management is a dynamic subject continually evolving in response to a rapidly changing world. This book now in its fifth edition has reflected those trends and changes by presenting not only the theory but the practice of implementation, hence its title. In this book you will find the whys and the hows without being over prescriptive. That is why this book has become a standard for universities and colleges teaching Quality Management. In particular the book covers the latest syllabus for the Chartered Quality Institute examination in Quality Management - Principles and Practice (D2 module).

'A book to pack in the briefcase, a portable adviser that is ready to serve up answers when you're stuck for words, deep in debate, challenged by an auditor or confronted by your boss.'

This book is part of the Quality Management series of books which includes:

• Quality Management - Introduction to Quality
• Quality Management - Principles and Practice
• Quality Management - Tools and Techniques
• Quality Management - Communication and Project Management
• Quality Management - Information Technology

These books together form a complete series to support the CQI Diploma in Quality, thus ensuring they comprehensively cover all the very latest information associated with Quality Management.

Subjects covered in this book include:

• Management Strategy
• Total Quality Management
• Quality Management Systems
• Quality Audit
• Quality Assurance and the Law
• Customer Satisfaction and Feedback
• Quality Philosophies
• Quality Frameworks and Awards Schemes
• Computer Aided Quality Control

THE AUTHORS
Geoff Vorley and Fred Tickle are both associate lecturers in Quality at Surrey University and founding directors of Quality Management and Training Limited. Their knowledge of the subject extends over many years, providing consultancy and training in QA.

Quality Management and Training provides; consultancy, training, distance learning and many other QA products in Quality and Health and Safety Management to large numbers of organisations and individuals.

INFORMATION

• ISBN 1 904302 02 5
• Pages: 444
• Diagrams & Pictures: 131
• Tables: 61

PRICING

Contents List

Introduction to Quality Management (Principles & Practice)

Section 1 - Management Strategy
Introduction to Quality Management
Quality Definitions
The Learning Organisation

Section 2 - Total Quality Management
Introduction
Total Quality Management BS7850
Quality Improvement Techniques
Process Flow Charting

Section 3 - Quality Management Systems
Quality Management Systems
History of the ISO 9000 Standard
Overview of ISO 9001
Interpretation of Individual ISO 9001 Requirements
Software Quality Assurance
Project Quality Assurance
Implementation of a Quality Management System
An Integrated Management System
Limitations of the Management System
ISO TS 16949 & QS 9000

Section 4 - Quality Audit
System Review and Evaluation
Quality Audit
Accreditation of Certification Bodies
ISO 10011 Auditing Quality Systems
Typical Audit Sequence

Section 5 - Law
Quality Assurance and the Law
Criminal Law
Civil Law
The Law of Contract
The Law of Negligence
CE Marking
Product Recall

Section 6 - Customer Feedback
Customer Satisfaction
Understanding Customer Needs and Requirements
Measures of Customer Satisfaction
Measuring Customer Satisfaction
Customer Satisfaction Surveys
Performance Measurement & Benchmarking

Section 7 - Quality Philosophy

Quality Philosophy
Philip B. Crosby
Peter Drucker
W. Edwards Deming
A. V. Feigenbaum
Joseph M. Juran
K. Ishikawa
Claus Mrller
Tom Peters
Shigeo Shingo
Genichi Taguchi

Section 8 - Quality Frameworks and Awards Schemes
Quality Frameworks and Awards Schemes
The European Quality Award and British Quality Foundation
The Deming Prize
The Malcolm Baldrige Award
Investors in People
Charter Mark
BSI Kitemark
BSI Safety Mark

Section 9 - Computer Aided Quality
World Wide Web and Quality Assurance
Intranetting the (Quality) Management System

ExtractS from the book

Introduction

Quality Management (Principles & Practice) is now in its fifth edition. Why? It could be considered that quality management ought to be static - "right first time" and yet we are at issue five of this book (in eleven years!). Wasn’t the book correct in the first place? Well, in defence, the subject has evolved, large changes have taken place since the fourth edition in 2001. Some key changes have been made - the latest revision of ISO 9000, Integrated Management Systems1 (IMS), the Law and use of computers and the Internet in Quality Assurance, all of which are addressed in this new edition. ISO 9001 is now often used as the basis for organisation’s second party certification (purchasing) standard, e.g. ISO TS 16949 automotive, AS 9100 Aerospace. There have also been significant sociological changes, with organisations placing much greater emphasis on employee involvement, on satisfying their customers and understanding on their customer needs. It is for this reason that additional information has been provided for reviewing and explaining various approaches that organisations have successfully employed. So why five editions? Well, put simply, the subject has evolved and will continue to do so.

Clearly the largest, most recent shift in QA thinking was ISO 9001. Many people have been predicting ISO 9001's demise but no obituaries have yet been written, in fact quite the reverse, it is expanding rapidly into many countries. ISO 9001 has its warts, as discussed in the section Limitations of the Management Systems approach but in spite of these problems it has consistently been retained by organisations. Cynics may say this is just because of fear - the effect on customers if ISO 9001 registration is lost. It is difficult to believe that hard nosed business people would retain the standard only for this reason. They retain the standard because it is of benefit (profit). As Abraham Lincoln said "You can fool some of the people some of the time but you cannot fool all of the people all of the time". So, as ISO 9001 has been around for fifteen years or so and has not been dropped, then the approach must have merit. So what is next, is there another ISO 9001 around the corner or some other major quality improvement technique? Well, just maybe - the focus on the customer and process improvement will continue to be key, although possibly achieved through much greater responsiveness as a result of the growth of the Internet.

Nevertheless, it should be remembered that there are an enormous number of different approaches that can be adopted in achieving that elusive objective ‘quality’. It is a never-ending quest with a whole variety of methods and techniques, some complementary, some conflicting (examination of the Quality Philosophy section will show that even influential individuals cannot agree as to what the correct approach is). The objective of this book is to give a rounded view of the various systems, techniques and approaches available, providing the opportunity to evaluate all these different approaches and to select the most suitable for a particular set of circumstances.

There can be no one solution or approach to achieving quality because it can never be completely achieved. There will always be new advances and improvements. A friend and colleague once said "You know, this Quality Assurance thing's OK, but I'll give it a year or three and something else will come along!" That statement was made some 30 years ago, which makes the statement approximately 28 years out, with time the statement will become even more inaccurate. There are representations of Egyptian masons measuring the sizes of blocks of stone to build the pyramids - so quality control (assurance) was undertaken in those days. With technology and the general public demanding ever higher quality and performance standards, then quality assurance will need to be in place. It may be in a different guise - process improvement etc. but nevertheless, will be just as essential today as it was in the past and will be in the future.

Quality Management (Principles & Practice) is part of the Quality Management series of books which includes; Introduction to Quality, Quality Management (Tools & Techniques) and Quality Management (Communication and Project Management). For clarity and continuity purposes, there is correctly some overlap between these titles. However, this book is expected to be a "stand alone" and comprehensive and practical reference to quality management.

The book has been split into nine basic sections. Below is an outline of the contents of each section and what could reasonably expected to be appreciated having studied each section.

Management Strategy:
This section is intended to provide sufficient information to:

• understand the general introductory concepts associated with quality assurance,
• be able to discuss the historical trend that quality assurance has followed and what the future direction could be,
• interpret key quality definitions and understand any jargon associated with Quality Assurance (QA),
• understand the basic principles of quality management,
• communicate ‘quality’ within the organisation and obtain feedback regarding acceptance and performance,
• establish accountability and delegation of quality responsibilities,
• describe what is meant by the learning organisation.

Total Quality Management:
This section is intended to provide sufficient information to:

• describe Total Quality Management (TQM),
• understand the TQM approach and means of introduction and implementation and how it compares with the systems approach,
• explain the concepts contained in BS 7850, the TQM standard and some techniques associated with TQM.

Quality Management Systems:
This section is intended to provide sufficient information to:

• understand Quality Management System (QMS) (specifically BS EN ISO 9000:2000), the systems or QMS model approach to QA and what QMSs are available and appropriate,
• determine how these QMSs are interpreted, implemented and monitored (audited) in particular organisations (not only manufacturing organisations but service and software),
• understand other QMS systems such as QS 9000 (the automotive standard),
• explain what an the integrated management system approach is and how it involves other key areas of an organisation’s business, e.g. Health & Safety, Security, Training, Environment etc.

Quality Audit:
This section is intended to provide sufficient information to:

• manage audit programmes,
• know what qualification and skills auditors require,
• perform an audit,
• understand the contents of ISO 10011, the auditing standard.

Law:
This section is intended to provide sufficient information to:

• understand the rudiments of Criminal and Civil Law,
• understand the contents and implication on the Quality Department and organisation of;
  • the Consumer protection and other acts,
  • EC Directives
  • European Legislation
• describe procedures associated with product liability and product recall.

Customer Feedback:
This section is intended to provide sufficient information to:

• describe schemes for identifying, measuring, monitoring, analysing and improving customer satisfaction,
• understand customer liaison and feedback systems, Stakeholder analysis,
• conduct national and international surveys of quality performance.

Management Philosophy:
This section is intended to provide sufficient information to:

• motivate for quality,
• examine the quality philosophy and the various approaches suggested by influential individuals,
• discuss the views of the following Quality Philosophers; Crosby, Deming, Drucker, Feigenbaum, Ishikawa, Moller, Peters, Shingeo and Taguchi.
• understand the contents and relative merits of the following Quality Frameworks and Award schemes; European Foundation for Quality Award, Malcolm Baldridge Award, Deming Prize, Investors in People, Charter Marks and Kitemarks.

Computer Aided Quality:
This section is intended to provide sufficient information to:

• understand Computer Aided Quality Assurance,
• understand how computers can be used in the quality environment and what the advantages and disadvantages are.

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