Quality Is Personal: A Foundation For Total Quality ManagementSimon and Schuster, 11.05.2010 - 176 Seiten In this penetrating guide to involving employees in the process of total quality management, the authors make the argument that "personal quality checklists"--by which employees monitor waste reducers and value adding activities in their immediate work environment--can significantly increase individual understanding of the general concepts and implementation of top quality management. |
Inhalt
How to Get Started on Your Own Personal Quality Checklist | 27 |
Experiences with Personal Quality Checklists | 45 |
Other Routes to Personal Quality Improvement | 61 |
Beyond Personal Quality | 109 |
Andere Ausgaben - Alle anzeigen
Quality Is Personal: A Foundation For Total Quality Management Harry Roberts Keine Leseprobe verfügbar - 1993 |
Häufige Begriffe und Wortgruppen
achieved activities applied approach asked AT&T batch benchmarking better Bob Galvin breakthrough cause-and-effect diagrams cesses Chapter checklist standards Chicago clean desk constraints continuous improvement control chart control limits costs count defects customer satisfaction cycle effect eliminated employees example exercise experience Failure fects Figure filing goal ideas important improvement projects individual inspection Just-In-Time keep track lead learned management by objective manufacturing measure meeting ment minutes Motorola organization organizational paper Pareto analysis performance personal process Personal Quality Checklist Phil Scanlan phone calls problem provement quality principle questionnaire reading record reduce response rework Roberts Roberts's run chart Sergesketter Sergesketter's simple small tasks sonal statistical control Statistical Process Control substantial Suburban Heights success suggests systolic teams technique things tion Total Quality Management TQM training trend visual waste waste-reducers week workout
Beliebte Passagen
Seite 37 - I determined to give a week's strict attention to each of the virtues successively. Thus in the first week, my great guard was to avoid every the least offence against Temperance; leaving the other virtues to their ordinary chance, only marking every evening the faults of the day. Thus, if in the first week I could keep my first line marked T.
Seite 37 - I could go thro' a course compleat in thirteen weeks, and four courses in a year. And like him who, having a garden to weed, does not attempt to eradicate all the bad herbs at once, which would exceed his reach and his strength, but works on one of the beds at a time, and, having accomplish'd the first, proceeds to a second, so I should have, I hoped, the encouraging pleasure of seeing on my pages the progress I made in virtue, by clearing successively my lines of their spots, till in the end, by...
Seite 37 - I made in virtue, by clearing successively my lines of their spots, till in the end, by a number of courses, I should be happy in viewing a clean book, after a thirteen weeks
Seite 15 - End the practice of awarding business on the basis of price tag. Instead, minimize total cost. Move toward a single supplier for any one item, on a long-term relationship of loyalty and trust.
Seite 16 - Remove barriers that rob people in management and in engineering of their right to pride of workmanship. This means, inter alia, abolishment of the annual or merit rating and of management by objective.
Seite 37 - ... against Temperance ; leaving the other virtues to their ordinary chance, only marking every evening the faults of the day. Thus, if in the first week I could keep my first line, marked T, clear of spots, I...
Seite 16 - Break down barriers between departments. People in research, design, sales, and production must work as a team, to foresee problems of production and in use that may be encountered with the product or service.
Seite 15 - Move toward a single supplier for any one item, on a long-term relationship of loyalty and trust. 5. Improve constantly and forever the system of production and service, to improve quality and productivity, and thus constantly decrease costs. 6. Institute training on the job. 7. Institute leadership. The aim of leadership should be to help people and machines and gadgets to do a better job. Leadership of management is in need of overhaul, as well as leadership of production workers.
Seite 14 - Cease dependence on inspection to achieve quality. Eliminate the need for inspection on a mass basis by building quality into the product in the first place.
Seite 36 - In reality, there is perhaps no one of our natural passions so hard to subdue as pride. Disguise it, struggle with it, beat it down, stifle it, mortify it as much as one pleases, it is still alive, and will every now and then peep out and show itself...