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Index
Cover
Title
Copyright
Contents
About the Editors
About the Authors
Foreword
Introduction
1. History of Quality
1.1. What is Quality all About?
1.2. Approaching Quality in History
1.3. Quality at Time of the Industrial Revolution(s): Quality Inspection
1.4. From Inspection to Control: Quality After World War II
1.5. The 1960s: Different Markets and Different Approaches
1.6. The Development of the Western Quality Movement Since the Early 1980s
1.7. Quality at the Turn of the Millennium: A Polarization of Perspectives
1.8. Summary and Outlook
References
2. Stakeholder Management
2.1. Companies and Stakeholders
2.2. The Concept of Stakeholder
2.2.1. Shareholders
2.2.2. Employees
2.2.3. Suppliers
2.2.4. The State
2.3. The Relevance of Stakeholders
2.4. Principles of Stakeholder Management
References
3. Statistical Tools for Quality Management
3.1. Introduction
3.2. Descriptive Statistics
3.2.1. Summary Statistics
3.2.2. Graphical Representations
3.3. A Fundamental Mathematical Tool: Probability
3.3.1. Some Probability Distributions
3.4. Inferential Statistics: Models, Sampling and Inference
3.5. Basic Techniques for Statistical Inference
3.5.1. Confidence Intervals
3.5.2. Hypothesis Verification
3.5.3. Regression
3.6. Advanced Techniques
3.6.1. Quality Control Charts
3.6.2. Historical Series and Stochastic Control
References
4. The Balanced Scorecard
4.1. The Theoretical Bases of the Balanced Scorecard
4.2. Measurement Perspectives
4.2.1. The Financial Perspective
4.2.2. Customer Perspective
4.2.3. Internal Business Processes Perspective
4.2.4. The Learning and Growth Perspective
4.3. The Strategy Map
4.4. Communication and Connection of the BCS
4.4.1. The Communication of Objectives and Measures
4.4.2. The Definition of Targets
4.4.3. Linking Results to Incentive Systems
4.5. Performance Management Through the BSC
4.5.1. Articulating the Company’s Strategy
4.5.2. Identification of Causal Relationships
4.5.3. Definition of Performance Indicators
4.5.4. Development of the Action Plan
4.5.5. The Creation of a Reporting System
4.6. Ensuring the Success of the BSC
4.6.1. Overcoming Design Issues
4.6.2. Overcoming Implementation Problems
4.6.3. Overcoming Usage Issues
References
5. Quality Function Deployment (QFD)
5.1. Introduction
5.2. Instrument Features
5.3. The HoQ
5.4. The Steps to the HoQ
5.4.1. Identification of Customer Requirements
5.4.2. Identification of Engineering Characteristics
5.4.3. Compiling the Relationship Matrix
5.4.4. Deployment of Expected Quality
5.4.5. Technical Comparison
5.4.6. Compiling the Correlation Matrix
5.5. Advantages and Problems in the Application Of QFD
References
6. Benchmarking
6.1. Introduction
6.2. Origins and Evolution of the Benchmarking Concept
6.3. Characteristics of the Benchmarking Process
6.4. The Approaches to Benchmarking
6.5. The Benchmarking Object
6.6. Methodology for the Implementation of the Benchmarking Process
References
7. Customer Satisfaction Analyses
7.1. Customer Satisfaction
7.2. Customer Satisfaction Analyses
7.2.1. Preliminary Analysis
7.2.1.1. Goals Definition
7.2.1.2. Defining the Scope and Object of Investigation
7.2.1.3. The Definition of Quality Requirements of the Investigation
7.2.2. Planning of Methodological Aspects
7.2.2.1. The Choice of the Measuring System
7.2.2.2. Choice of Sample
7.2.2.3. The Choice of Methodology for Data Collection
7.2.2.4. Time Schedule
7.2.2.5. Cost and Resources Planning
7.2.3. Data Collection
7.2.4. Analysis of Results
7.3. The Servqual Method
References
8. Failure Mode and Effect Analysis (FMEA)
8.1. Introduction
8.2. Risk Perception and Risk Priority Number (RPN)
8.3. Construction of an Fmea
8.4. Advantages and Problems in the Application of FMEA
References
9. Lean Management
9.1. Lean Management: Some Introductory Concepts
9.2. Origins and Traits of Lean Management
9.3. The Lean Enterprise
9.4. Some Elements of Toyota’s Production System
9.4.1. Just-in-Time
9.4.1.1. Takt time
9.4.1.2. Production Leveling (Heijunka)
9.4.1.3. Line Balancing
9.4.1.4. Definition of Economic Lot of Production and SMED
9.4.1.5. Production Cells and Multiskilled Workers (Shojinka)
9.4.1.6. Workplace Organization (“5Ss”)
9.4.1.7. Pull System and Kanban System
9.4.1.8. JIT Delivery of Purchases
9.4.2. Autonomation (Jidoka)
9.4.3. Total Productive Maintenance (TPM)
9.5. Conclusion
References
10. Six Sigma
10.1. Introduction
10.2. The Birth of Six Sigma
10.3. The Six Sigma Supporting Structure
10.4. The DMAIC Methodology
10.4.1. The DEFINE Phase
10.4.1.1. Project Selection
10.4.1.2. Collection of the Customer’s Voice
10.4.1.3. Process Mapping and Parameter Detection
10.4.2. The MEASURE Phase
10.4.3. The ANALYZE Phase
10.4.4. The IMPROVE Phase
10.4.5. The CONTROL Phase
10.5. Conclusion
References
11. Process Mapping and Indicators
11.1. Processes, Functions, and Procedures
11.2. Process Identification
11.3. Organization Modeling
11.4. Development Team and Process Owner
11.5. Operational Tools and Practical Guidelines
11.6. Obstacles and Benefits of the Process Approach
11.7. Textual and Graphical Representations
11.8. Methods, Tools, Languages, and Rules
11.9. Process Mapping and Risk-Based Thinking
11.10. Process Indicators
11.11. Choice of Indicators
11.12. Building an Indicator
11.13. The Representation of Indicators
11.14. Implementation of the Indicator System
11.15. Indicators Development and Maintenance
References
12. ISO 9000 Quality Standards
12.1. Historical Background
12.2. The Standards and Their Value
12.3. Standard Bodies
12.3.1. The International Organization for Standardization
12.3.2. European Committee for Standardization
12.4. The Standard Process
12.5. Certification Process
12.6. ISO 9001 Structure
12.7. Quality Management Principles
12.8. The Documentation
12.9. Other Areas of Innovation
12.9.1. Readability and Comprehension
12.9.2. Resources Management
12.9.3. Admitted Exclusion
12.9.4. Outsourcing
12.10. Benefits from ISO 9000’s Implementation
References
13. ISO 14001
13.1. Environmental Management Systems
13.2. ISO 14000 Series
13.3. The ISO 14001:2015 Revision
13.4. ISO 14001: A Brief Literature Review
13.4.1. Antecedents
13.4.2. Process: The PDCA Cycle and Other Methods
13.4.3. Consequences on Performance
13.5 ISO 14001 Certification Process
References
14. ISO 45001
14.1. Introduction
14.2. The Annex SL
14.3. The International Standard ISO 45001: 2018 – Definitions and General Aspects
14.4. Requirements and Implementation of an OHSMS
14.5. Certification of the OHSMS
14.6. Benefits of Adopting an OHSMS and Additional Benefits of Certification
References
Standards
15. ISO/IEC 27001
15.1. ISO/IEC 27001: An Introduction
15.2. History
15.3. Structure
15.3.1. Scope
15.3.2. Context of the Organization
15.3.3. Leadership
15.3.4. Planning
15.3.5. Support
15.3.6. Operation
15.3.7. Performance Evaluation
15.3.8. Improvement
15.3.9. Appendix A
15.4. Benefits of the Application of the ISO/IEC 27001
15.5. Process Scheme to Set up an ISMS
15.6. “Integrated Management System”
References
Normative references
16. SA 8000
16.1. Introduction
16.2. Structure of the Standard
16.2.1. Requirement 1: Child Labor
16.2.2. Requirement 2: Forced Labor
16.2.3. Requirement 3: Health and Safety
16.2.4. Requirement 4: Freedom of Association and Right to Collective Bargaining
16.2.5. Requirement 5: Discrimination
16.2.6. Requirement 6: Disciplinary Procedures
16.2.7. Requirement 7: Working Hours
16.2.8. Requirement 8: Remuneration
16.2.9. Requirement 9: Management System
16.2.9.1. Policy
16.2.9.2. Management Representative
16.2.9.3. Employees’ SA 8000 Representative
16.2.9.4. Management Review
16.2.9.5. Planning and Implementation
16.2.9.6. Control of Suppliers/Subcontractors and Subsuppliers
16.2.9.7. Addressing Concerns and Taking Corrective Action
16.2.9.8. Outside Communication and Stakeholder Engagement
16.2.9.9. Access for Verification
16.2.9.10. Records
16.3. SA 8000: Advantages and Obstacles
16.4. SA 8000, ISO 9001, and ISO 14001
16.5. SA 8000 and Other CSR Standards/Codes of Conduct
References
Index
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