Thoroughly tested and used by students and proven to help students taking the American Society for Quality’s Certified Quality Improvement Associate exam, Essentials of Quality is highly accessible, experiential, and unique in its coverage of current quality management topics, from creative and innovative improvements and approaches to today’s economic environment to ways of developing metrics for measuring and evaluating programs. With non-academic, reader-friendly writing, the text features many chapter exercise and cases that provide students with hands-on experience.

: Information is power in supply chain operations, negotiations, continuous improvement programs, and process improvement, and indeed in all aspects of managing an operation. Accurate and timely information can result in better decisions that translate into improvement of bottom line results. The development and effective use of cost modeling as a method to understand the cost of products, services, and processes can help drive improvements in the quality and timeliness of decision making. In the supply chain community an understanding of the actual cost structures of products and services, whether with new or non-partner suppliers, can facilitate fact-based discussions which are more likely to result in agreements that are competitively priced and with fair margins. Further, accurate cost models which are cooperatively developed between supply chain partners can form the basis for joint efforts to reduce non-value-added costs and provide additional focus towards operational improvement. While many organizations feel confident they have an understanding of the cost structure for products and services produced internally, cost modeling often uncovers areas where significant cost improvement can be obtained. Cost of quality is a particular type of internal cost model that analyzes the true costs associated with the production of less than perfect products and services. The development of a cost of quality model can provide insight into how products or services of higher quality can be produced at lower cost. This book provides the business student or professional a concise guide to the creation and effective use of both internal and external cost models. Development of internal cost models is discussed with illustrations showing how they can be deployed to assist in new product development, pricing decisions, make-or-buy decisions and the identification of opportunities for internal process improvement projects. The creation and use of external cost models are discussed providing insight into how their use can drive collaborative improvement efforts among supply chain partners, better prepare for price negotiations, and keep negotiations focused on facts rather than emotions--all while allowing for future discussions with preferred suppliers to focus on more strategic and operational improvement initiatives, and less on pricing. A number of detailed cost model examples are provided to educate on both how cost models are constructed, and to demonstrate how they have been effectively deployed

Continuous improvement is essential but not sufficient to assure an organizations continued success. In order to be a market leader or indeed even to survive in many cases, resources must be devoted to longer-term strategic quality activities to address radical--possibly paradigm-shifting-- improvements that might affect the organization and its competitive position. These radical improvements might result from R&D efforts within the organization (proactive) that propel the organization and its products and services to the cutting edge of the markets in which they operate. Or these radical improvements might be developed by competitors or even by organizations in other industries (reactive) which, if ignored, might threaten the long-term survival of the organization if they are not recognized and reacted to in an appropriate way. This book is about how to think differently about quality and by doing so increase the creativity, innovation, and agility of an organization and its employees as well as the awareness of new developments in the marketplace and their possible impact on the organization and its markets. Quality must be addressed in strategic as well as operational terms in order for organizations to compete effectively over the long term. Strategic quality management requires insightful leadership. This book is about attaining the insight required to increase organizational creativity, innovation, and agility to create new paradigms, and survive paradigm shifts that originate outside the organization. Each chapter contains short cases illustrations about real organizations that illustrate the main points of that chapter. This book does not describe a detailed process that ostensibly leads to insight. Rather this book takes the position that what works for one organization might not work as effectively for another. It challenges leaders and managers to adopt a new way of thinking and presents thought-provoking ideas about how organizations can begin the process of charting their own paths to insight--and lasting success.

If you have been frustrated by very technical statisticalprocess control (SPC) training materials, then this is thebook for you. This book focuses on how SPC works andwhy managers should consider using it in their operations.It provides you with a conceptual understanding ofSPC so that appropriate decisions can be made about thebenefits of incorporating SPC into the process managementand quality improvement processes.Today, there is little need to make the necessary calculationsby hand, so the author utilizes Minitab and NWAQuality Analyst—two of the most popular statistical analysissoftware packages on the market. Links are providedto the home pages of these software packages where trialversions may be downloaded for evaluation and trial use.The book also addresses the question of why SPCshould be considered for use, the process of implementingSPC, how to incorporate SPC into problem identification,problem solving, and the management and improvementof processes, products, and services.

This book provides the business professional a concise guide to the creation and effective use of both internal and external cost models. Development of internal cost models is discussed with illustrations showing how they can be deployed to assist in new product development, pricing decisions, make-or-buy decisions and the identification of opportunities for internal process improvement projects.The creation and use of external cost models are discussed providing insight into how their use can drive collaborative improvement efforts among supply chain partners, better prepare for price negotiations, and keep negotiations focused on facts rather than emotions—all while allowing for future discussions with preferred suppliers to focus on more strategic and operational improvement initiatives, and less on pricing. A number of detailed cost model examples are provided to educate on both how cost models are constructed, and to demonstrate how they have been effectively deployed.

“In this second edition, Vic and Chris have done an excellent job of citing the importance of accurate problem identi cation and the need for validated data input for the decision making process—a must read book for those managers responsible for making operational decisions.” - Richard Bozeman, Jr., Author and Inventor, Retired Chief of the Propulsion and Power Division Test Facilities, NASA “I TRULY enjoyed the book and found it very informative. I am not an easy sell when it comes to the quantitative approach however I WAS SOLD! I will never approach future negotiations and future data analysis the same after reading this book. GOOD JOB!”—Peter Birkholz, Managing Partner of the Sam Houston Group LP, Management Consultant—Birkholz Management Co., LLC -- Information is power in supply chain operations, negotiations, continuous improvement programs, process improvement, and indeed in all aspects of managing an operation. Accurate and timely information can result in better decisions that translate into the improvement of bottom-line results. This book provides the business professional a concise guide to the creation and effective use of both internal and external cost models. Development of internal cost models is discussed with illustrations showing how they can be deployed to assist in new product development, pricing decisions, make-or-buy decisions, and the identi cation of opportunities for internal process improvement projects.

RFID (radio-frequency identification) is increasing its presence in our personal and business lives—you name it and RFID is likely to be finding its way there. RFID has many advantages over other auto-ID technologies, including its ability to read tags at the item level while the items are still in boxes and pallets and out of line of sight. In addition, RFID tags are reusable, which helps reduce the costs associated with an RFID system. RFID is a technology that can provide decision makers with real-time information to result in better and timelier decisions. It can help increase efficiency, security, and asset control. This second edition contains updated information on the technology and its uses, new and updated examples, and a new case study. This book provides readers with no prior knowledge of RFID with the basics of the technology, guidelines for considering its use, examples of how RFID is being used effectively in a variety of organizations, and guidelines for implementing an RFID system.

Thoroughly tested and used by students and proven to help students taking the American Society for Quality’s Certified Quality Improvement Associate exam, Essentials of Quality is highly accessible, experiential, and unique in its coverage of current quality management topics, from creative and innovative improvements and approaches to today’s economic environment to ways of developing metrics for measuring and evaluating programs. With non-academic, reader-friendly writing, the text features many chapter exercise and cases that provide students with hands-on experience.

: Information is power in supply chain operations, negotiations, continuous improvement programs, and process improvement, and indeed in all aspects of managing an operation. Accurate and timely information can result in better decisions that translate into improvement of bottom line results. The development and effective use of cost modeling as a method to understand the cost of products, services, and processes can help drive improvements in the quality and timeliness of decision making. In the supply chain community an understanding of the actual cost structures of products and services, whether with new or non-partner suppliers, can facilitate fact-based discussions which are more likely to result in agreements that are competitively priced and with fair margins. Further, accurate cost models which are cooperatively developed between supply chain partners can form the basis for joint efforts to reduce non-value-added costs and provide additional focus towards operational improvement. While many organizations feel confident they have an understanding of the cost structure for products and services produced internally, cost modeling often uncovers areas where significant cost improvement can be obtained. Cost of quality is a particular type of internal cost model that analyzes the true costs associated with the production of less than perfect products and services. The development of a cost of quality model can provide insight into how products or services of higher quality can be produced at lower cost. This book provides the business student or professional a concise guide to the creation and effective use of both internal and external cost models. Development of internal cost models is discussed with illustrations showing how they can be deployed to assist in new product development, pricing decisions, make-or-buy decisions and the identification of opportunities for internal process improvement projects. The creation and use of external cost models are discussed providing insight into how their use can drive collaborative improvement efforts among supply chain partners, better prepare for price negotiations, and keep negotiations focused on facts rather than emotions--all while allowing for future discussions with preferred suppliers to focus on more strategic and operational improvement initiatives, and less on pricing. A number of detailed cost model examples are provided to educate on both how cost models are constructed, and to demonstrate how they have been effectively deployed

Continuous improvement is essential but not sufficient to assure an organizations continued success. In order to be a market leader or indeed even to survive in many cases, resources must be devoted to longer-term strategic quality activities to address radical--possibly paradigm-shifting-- improvements that might affect the organization and its competitive position. These radical improvements might result from R&D efforts within the organization (proactive) that propel the organization and its products and services to the cutting edge of the markets in which they operate. Or these radical improvements might be developed by competitors or even by organizations in other industries (reactive) which, if ignored, might threaten the long-term survival of the organization if they are not recognized and reacted to in an appropriate way. This book is about how to think differently about quality and by doing so increase the creativity, innovation, and agility of an organization and its employees as well as the awareness of new developments in the marketplace and their possible impact on the organization and its markets. Quality must be addressed in strategic as well as operational terms in order for organizations to compete effectively over the long term. Strategic quality management requires insightful leadership. This book is about attaining the insight required to increase organizational creativity, innovation, and agility to create new paradigms, and survive paradigm shifts that originate outside the organization. Each chapter contains short cases illustrations about real organizations that illustrate the main points of that chapter. This book does not describe a detailed process that ostensibly leads to insight. Rather this book takes the position that what works for one organization might not work as effectively for another. It challenges leaders and managers to adopt a new way of thinking and presents thought-provoking ideas about how organizations can begin the process of charting their own paths to insight--and lasting success.

If you have been frustrated by very technical statisticalprocess control (SPC) training materials, then this is thebook for you. This book focuses on how SPC works andwhy managers should consider using it in their operations.It provides you with a conceptual understanding ofSPC so that appropriate decisions can be made about thebenefits of incorporating SPC into the process managementand quality improvement processes.Today, there is little need to make the necessary calculationsby hand, so the author utilizes Minitab and NWAQuality Analyst—two of the most popular statistical analysissoftware packages on the market. Links are providedto the home pages of these software packages where trialversions may be downloaded for evaluation and trial use.The book also addresses the question of why SPCshould be considered for use, the process of implementingSPC, how to incorporate SPC into problem identification,problem solving, and the management and improvementof processes, products, and services.

This book provides the business professional a concise guide to the creation and effective use of both internal and external cost models. Development of internal cost models is discussed with illustrations showing how they can be deployed to assist in new product development, pricing decisions, make-or-buy decisions and the identification of opportunities for internal process improvement projects.The creation and use of external cost models are discussed providing insight into how their use can drive collaborative improvement efforts among supply chain partners, better prepare for price negotiations, and keep negotiations focused on facts rather than emotions—all while allowing for future discussions with preferred suppliers to focus on more strategic and operational improvement initiatives, and less on pricing. A number of detailed cost model examples are provided to educate on both how cost models are constructed, and to demonstrate how they have been effectively deployed.

“In this second edition, Vic and Chris have done an excellent job of citing the importance of accurate problem identi cation and the need for validated data input for the decision making process—a must read book for those managers responsible for making operational decisions.” - Richard Bozeman, Jr., Author and Inventor, Retired Chief of the Propulsion and Power Division Test Facilities, NASA “I TRULY enjoyed the book and found it very informative. I am not an easy sell when it comes to the quantitative approach however I WAS SOLD! I will never approach future negotiations and future data analysis the same after reading this book. GOOD JOB!”—Peter Birkholz, Managing Partner of the Sam Houston Group LP, Management Consultant—Birkholz Management Co., LLC -- Information is power in supply chain operations, negotiations, continuous improvement programs, process improvement, and indeed in all aspects of managing an operation. Accurate and timely information can result in better decisions that translate into the improvement of bottom-line results. This book provides the business professional a concise guide to the creation and effective use of both internal and external cost models. Development of internal cost models is discussed with illustrations showing how they can be deployed to assist in new product development, pricing decisions, make-or-buy decisions, and the identi cation of opportunities for internal process improvement projects.

RFID (radio-frequency identification) is increasing its presence in our personal and business lives—you name it and RFID is likely to be finding its way there. RFID has many advantages over other auto-ID technologies, including its ability to read tags at the item level while the items are still in boxes and pallets and out of line of sight. In addition, RFID tags are reusable, which helps reduce the costs associated with an RFID system. RFID is a technology that can provide decision makers with real-time information to result in better and timelier decisions. It can help increase efficiency, security, and asset control. This second edition contains updated information on the technology and its uses, new and updated examples, and a new case study. This book provides readers with no prior knowledge of RFID with the basics of the technology, guidelines for considering its use, examples of how RFID is being used effectively in a variety of organizations, and guidelines for implementing an RFID system.