Managing Quality Integrating the Supply Chain 6th Edition PDF
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About Managing Quality Integrating the Supply Chain 6th Edition Book in PDF
For courses in Quality Management. Navigating Quality Management With A Unifying Framework
Foster’s Managing Quality: Integrating the Supply Chain, Sixth Edition offers students a thorough introduction to quality management by presenting a supply chain theme as the unifying framework for quality improvement. The supply chain thread enhances the integration of systems with customers, suppliers, technology, and people. The colorful, stunning text appeals to visual learners and grabs students’ attention at the outset. The Sixth Edition elicits a theme of “currency” while offering updated vignettes and references to remain state-of-the-art. The new edition is selectively edited and enhanced with new content that maintains its scope and withstands pivotal points in each section. Managing Quality keeps a competitive advantage by sustaining and building on cutting edge, relevant topics in quality management.
Table of Contents of Managing Quality Integrating the Supply Chain 6th Edition PDF
Cover Title Page Copyright Page Brief Contents Contents Preface Part 1 Understanding Quality ConceptsChapter 1 Differing Perspectives on QualityA Closer look At Quality 1-1: Buying Clothing in AsiaWhat is Quality?Product Quality Dimensionsservice Quality DimensionsWhy Does it Matter that Different Definitions of Quality Exist?Differing Functional Perspectives on QualityA Supply Chain PerspectiveAn Engineering PerspectiveAn Operations PerspectiveA Strategic Management PerspectiveA Marketing PerspectiveQuality Highlight 1-1: Quality Strategy at HyundaiA Financial PerspectiveThe Human Resources PerspectiveIs Quality Management Its Own Functional Discipline?The Three Spheres of QualityQuality Highlight 1-2: Federal Express CorporationOther Perspectives on QualityThe Value-Added Perspective on QualityCultural Perspectives on QualityArriving at a Common Understanding of Quality Using a Contingency Perspective of QualitySummaryKey TermsDiscussion QuestionsCase 1-1: FedEx: Managing Quality Day and NightCase 1-2: Graniterock Company: Achieving Quality through EmployeesChapter 2 Quality TheoryWhat Is Theory?Is There a Theory of Quality Management?A Closer look At Quality 2-1: Quality and Management FadsHistory of Quality ManagementLeading Contributors to Quality Theory: W. Edwards DemingDeming’s 14 Points for ManagementLeading Contributors to Quality Theory: Joseph M. JuranThe Juran TrilogyControl versus BreakthroughProject-by-Project ImprovementA Closer look At Quality 2-2: Juran on the Past Century of QualityLeading Contributors to Quality Theory: Kaoru IshikawaThe Basic Tools of QualityLeading Contributors to Quality Theory: Armand FeigenbaumThe 19 Steps of TQCLeading Contributors to Quality Theory: Philip CrosbyLeading Contributors to Quality Theory: Genichi TaguchiDefinition of QualityQuality Loss FunctionRobust DesignLeading Contributors to Quality Theory: The Rest of the PackRobert C. CampStephen R. Covey’s “8” HabitsMichael Hammer and James ChampyA Closer look At Quality 2-3: Selling Quality FadsViewing Quality Theory from a Contingency PerspectiveResolving the Differences in Quality Approaches: An Integrative ViewLeadershipEmployee ImprovementQuality AssuranceCustomer FocusQuality PhilosophyInformation AnalysisStrategic PlanningEnvironment or InfrastructureTeam ApproachFocus of the Quality DepartmentBreakthroughTheoretical Framework for Quality ManagementSummaryKey TermsDiscussion QuestionsCase 2-1: Rheaco, Inc.: Making a Quality Turnabout by Asking for AdviceCase 2-2: Has Disney Developed a Theory of Quality Guest Services Management?Chapter 3 Global Supply Chain Quality and International Quality StandardsManaging Quality for the Multinational Firm (MNF)Quality Highlight 3-1: Global Supply Chain Quality at TrekQuality Improvement: The American WayThe Baldrige Performance Excellence ProgramA Closer look At Quality 3-1: Who Was Malcolm Baldrige?The Baldrige ProcessBaldrige ScoringBeing a Baldrige ExaminerQuality Highlight 3-2: Honeywell Federal Manufacturing & TechnologiesState AwardsQuality Improvement: The Japanese WayDeming PrizeOther Japanese Contributions to Quality ThoughtLean ProductionQuality Highlight 3-3: The Humbling of ToyotaJapanese Total Quality Control (TQC)Quality Improvement: The European WayEuropean Quality AwardISO 9000:2015Quality Management Principles Underlying ISO 9000:2015Selecting a RegistrarThe ISO 9000:2015 ProcessISO 14000Quality Improvement: The Chinese WayDoes Chinese Quality Management Exist?A Closer look At Quality 3-2: Outsourcing WoesAre Quality Approaches Influenced by Culture?SummaryKey TermsDiscussion QuestionsCase 3-1: Denver International Airport Becomes ISO 14001 CertifiedCase 3-2: Wainwright Industries: An Entirely New Philosophy of Business Based on Customer Satisfaction and QualityPart 2 Designing and Assuring QualityChapter 4 Strategic Quality PlanningStrategy ContentThe Importance of Time in Quality ImprovementA Closer look At Quality 4-1: Bad Measurement Systems Result in Poor OutcomesLeadership for QualityLeadership DimensionsQuality Highlight 4-1: Solectron CorporationQuality and EthicsQuality as a StrategyCosts of QualityPAF ParadigmAccounting for Quality-Related CostsLundvall-Juran Quality Cost ModelDifferentiation through QualityFocus through QualityOrder WinnersQuality as a Core CompetencyQuality Strategy ProcessForced-Choice ModelDeploying Quality (Hoshin Kanri)A Closer look At Quality 4-2: A Mature Strategic Planning ProcessDoes Quality Lead to Better Business Results?Quality and PriceQuality and CostQuality and ProductivityQuality and ProfitabilityQuality and SustainabilitySupply Chain StrategySummaryKey TermsDiscussion QuestionsProblemsCase 4-1: Mallinckrodt Pharmaceuticals: Realizing Multiple Benefits through Improved QualityCase 4-2: MidwayUSAChapter 5 The Voice of the CustomerA Closer look At Quality 5-1: Online Review of MerchandiseCustomer-Driven QualityThe Pitfalls of Reactive Customer-Driven QualityCustomer-Relationship ManagementComplaint ResolutionFeedbackGuaranteesCorrective ActionThe “Gaps” Approach to Service DesignSegmenting Customers and MarketsStrategic Supply Chain Alliances between Customers and SuppliersProcess-Chain-Network (PCN) Tool for Service DesignThe Role of the Customer in the Supply ChainCommunicating DownstreamActively Solicited Customer-Feedback ApproachesTelephone ContactFocus GroupsCustomer Service SurveysA Closer look At Quality 5-2: Misusing SurveysPassively Solicited Customer-Feedback ApproachesCustomer Research CardsCustomer Response Lines and Web SitesManaging Customer Retention and LoyaltyCustomer-Relationship Management SystemsA Word on Excellent DesignSummaryKey TermsDiscussion QuestionsProblemsCase 5-1: Irish Transport Provider: Continuous Quality Improvement through a Commitment to External and Internal CustomersCase 5-2: India-based Life Insurer Improves Customer Retention through Six Sigma and Quality ToolsChapter 6 The Voice of the MarketGaining Insights through BenchmarkingProcess BenchmarkingFinancial BenchmarkingPerformance BenchmarkingProduct BenchmarkingStrategic BenchmarkingQuality Highlight 6-1: Pal’s Sudden ServiceFunctional BenchmarkingPurposes of BenchmarkingDifficulties in Monitoring and Measuring PerformanceCommonly Benchmarked Performance MeasuresWhy Collect All These Measures?Key Business FactorsBusiness Process BenchmarkingRobert Camp’s Business Process Benchmarking ProcessLeading and Managing the Benchmarking EffortTrainingA Closer look At Quality 6-1: Benchmarking at PwCA Closer look At Quality 6-2: The Legal Environment of BenchmarkingBaselining and Process ImprovementProblems with BenchmarkingSummaryKey TermsDiscussion QuestionsProblemsCase 6-1: Amgen Corporation: Using Benchmarking as a Means of Coping with Rapid GrowthCase 6-2: AT&T Teleholdings: Making Benchmarking a Part of the Process Improvement Tool KitChapter 7 Quality and Innovation in Product and Process DesignDesigning Products for QualityThe Design ProcessQuality Highlight 7-1: Apple’s Watch: A Philosophy of DesignQuality Function Deployment (QFD)Technology in DesignOther Design MethodologiesOrganizing the Design TeamThe Product Life CycleA Closer look At Quality 7-1: Ski DesignProduct Families and the Product Life CycleComplementary ProductsDesigning Products That WorkA Closer look At Quality 7-2: It Takes a Scientist to Design a Winter CoatDesign for Manufacture MethodDesign for MaintainabilityDesigning for ReliabilityQuality Highlight 7-2: Designing Reliable Luxury at VuittonReliability Analysis ToolsFailure Modes and Effects AnalysisHow FMEA WorksFault-Tree AnalysisFailure Modes, Effects, and Criticality AnalysisProduct Traceability and Recall ProceduresEnvironmental Considerations in DesignSummaryKey TermsDiscussion QuestionsProblemsCase 7-1: Keeping Apple’s iPhone CompetitiveCase 7-2: Food Processing Plant: Creating a Quality Product using Blending Improvement MethodsChapter 8 Designing Quality ServicesDifferences between Services and ManufacturingInternal versus External ServicesVoluntary versus Involuntary ServicesHow Are Service Quality Issues Different from Those of Manufacturing?A Closer look At Quality 8-1: Service Warranties: Profitable or a Rip-off—You DecideHow Are Service Quality Issues Similar to Manufacturing?What Do Services Customers Want?Quality Highlight 8-1: Ritz-Carlton HotelsSERVQUALExpectationsPerceptionsGap AnalysisAssessing Differences in Expectations and Perceptions by Using the Differencing TechniqueDesigning and Improving the Services TransactionServices BlueprintingMoments of TruthA Closer look At Quality 8-2: Quality in Health CarePoka-yokeThe Customer Benefits PackageService Transaction AnalysisImproving Customer Service in GovernmentA Closer look At Quality 8-3: Government Service Quality: A Stopand- Go ProcessQuality in Health CareSupply Chain Quality in ServicesA Theory for Service Quality ManagementSummaryKey TermsDiscussion QuestionsProblemsCase 8-1: Google Designs Quality Services with Customers in MindCase 8-2: UPS: Delivering the Total Package in Customer ServiceChapter 9 Managing Supplier Quality in the Supply ChainThe Value ChainThe Chain of CustomersManaging the Supply ChainSupplier AlliancesA Closer look At Quality 9-1: Supply Chains Disruption and Risk MitigationSingle-Sourcing ExamplesQuality Highlight 9-1: A Bumpy Ride at BoeingSupplier DevelopmentQuality Highlight 9-2: Integrating Forward along the Supply Chain: 3M Dental Products DivisionSupplier AwardsSupplier Relationship Management Systems (SRMS)Applying the Contingency Perspective to Supplier PartneringA Supplier Development Program: ISO/TS 16949ISO/TS 16949Quality Management SystemManagement ResponsibilityResource ManagementProduct RealizationMeasurement, Analysis, and ImprovementBuilding an Understanding of Supply Chain Quality ManagementSummaryKey TermsDiscussion QuestionsCase 9-1: AT&T: Setting High Standards for Suppliers and Rewarding Supplier PerformanceCase 9-2: Managing the Supply Chain at HoneywellPart 3 Implementing QualityChapter 10 The Tools of QualityImproving the SystemIshikawa’s Basic Seven Tools of QualityProcess MapsA Closer look At Quality 10-1: Extended Value Stream Mapping of Supply ChainsCheck SheetsHistogramsScatter DiagramsControl ChartsCause-and-Effect (Ishikawa) DiagramsPareto ChartsThe Seven New Tools for ImprovementThe Affinity DiagramThe Interrelationship DigraphTree DiagramsPrioritization GridMatrix DiagramProcess Decision Program ChartActivity Network DiagramReflections on the Managerial N7 ToolsOther Tools for Performance MeasurementSpider ChartsBalanced ScorecardsDashboardsSummaryKey TermsDiscussion QuestionsProblemsCase 10-1: Corporate Universities: Teaching the Tools of QualityCase 10-2: Zurich: Creating Quality Customer CareChapter 11 Statistically Based Quality Improvement for VariablesStatistical FundamentalsWhat Is Statistical Thinking?Quality Highlight 11-1: Statistical Tools in ActionWhy Do Statistics Sometimes Fail in the Workplace?Understanding Process VariationProcess StabilitySampling MethodsRandom SamplesSystematic SamplesSampling by Rational SubgroupsPlanning for InspectionControl PlansProcess Control ChartsVariables and Attributes Control ChartsA Generalized Procedure for Developing Process ChartsUnderstanding Process Chartsx– and R ChartsInterpreting Control ChartsUsing Excel to Draw x– and R ChartsX and Moving Range (MR) Charts for Population DataUsing Excel to Draw X and MR ChartsMedian ChartsUsing Excel to Draw Median Chartsx– and s ChartsUsing Excel to Draw x– and s ChartsOther Control ChartsMoving Average ChartCusum ChartSome Control Chart Concepts for VariablesChoosing the Correct Variables Control ChartCorrective ActionHow Do We Use Control Charts to Continuously Improve?Tampering with the ProcessProcess Capability for VariablesA Closer look At Quality 11-1: A Justification for Meeting Standards in Software QualityPopulation versus Sampling DistributionsCapability StudiesPpkThe Difference between Capability and StabilityOther Statistical Techniques in Quality ManagementSummaryKey TermsDiscussion QuestionsProblemsCase 11-1: Ore-Ida FriesChapter 12 Statistically Based Quality Improvement for AttributesGeneric Process for Developing Attributes ChartsUnderstanding Attributes Chartsp Charts for Proportion DefectiveUsing Excel to Draw p Chartsnp chartsUsing Excel to Draw np Chartsc and u ChartsUsing Excel to Draw c and u ChartsAttributes Charts SummaryChoosing the Right Attributes ChartReliability ModelsSeries ReliabilityParallel ReliabilityMeasuring ReliabilityMean Time to Failure (MTTF)A Closer look At Quality 12-1: Quality Control at GNCSystem AvailabilitySummaryKey TermsDiscussion QuestionsProblemsCase 12-1: Decision Sciences Institute National ConferenceChapter 13 Lean-Six Sigma Management and ToolsWhat Is Six Sigma?Organizing Lean-Six SigmaPackaging Lean with Six SigmaA Closer look At Quality 13-1: Lean/Six Sigma at TextronDMAIC OverviewA Closer look At Quality 13-2: DMAIC in ActionDefine PhaseDeveloping the Business CaseProject EvaluationPareto AnalysisProblem DefinitionMeasure PhaseSelecting Process OutcomesFMEAVerifying MeasurementsGauge R&RUsing Excel to Perform Gauge R&R AnalysisAnalyze PhaseDefining ObjectivesIdentifying XsAnalyzing Sources of VariationImprove PhaseControl PhaseTaguchi Design of ExperimentsRobust DesignBackground of the Taguchi MethodTaguchi Definition of QualityQuality Loss FunctionThe Taguchi ProcessUsing Excel to Solve Taguchi ExperimentsDesign for Six SigmaLean-Six Sigma from a Contingency PerspectiveSummaryKey TermsDiscussion QuestionsProblemsCase 13-1: The Neiman-Marcus CookiePart 4 Forever Improving the Quality SystemChapter 14 Managing Quality Improvement Teams and ProjectsWhy Employees Enjoy teamsLeading Teams for Quality ImprovementEmployee Empowerment and InvolvementA Closer look At Quality 14-1: Empowerment in ActionFlattening Hierarchies for Improved EffectivenessTeam Leader Roles and ResponsibilitiesTeam Roles and ResponsibilitiesTeam Formation and EvolutionTeam RulesTypes of TeamsProcess Improvement TeamsCross-Functional TeamsTiger TeamsNatural Work GroupsSelf-Directed Work TeamsVirtual TeamsA Closer look At Quality 14-2: Lessons from Effective Teams Outside the Business WorldImplementing TeamsMeeting ManagementConflict Resolution in TeamsSaving Quality Teams from Failure: Diagnosing Problems and Intervening Before it Is Too LateManaging and Controlling ProjectsQualifying ProjectsProject ChartersForce-Field AnalysisWork Breakdown Structure (WBS)Identifying Precedence RelationshipsIdentifying Outcome MeasuresIdentifying Task TimesActivity Network DiagramsArrow Gantt ChartsManaging Multiple ProjectsSummaryKey TermsDiscussion QuestionsProblemsCase 14-1: General Motors: Technical Problem Solving Group Drives ExcellenceChapter 15 Implementing and Validating the Quality SystemBuilding Blocks for the System of Quality Improvement PeopleOrganizational Learning and KnowledgeCultureCloseness to CustomersInformation and FinanceThe Three Spheres of QualityThe Integrative ApproachAlignment between the Quality System and StrategyQuality Highlight 15-1: Back to Basics at FordInternal Validation: Documenting and Assessing the Quality SystemA Closer look At Quality 15-1: A Simple Self-Assessment ToolQuality AuditsQuality Audit ProcessTypes of AuditsQualitative and Quantitative Elements in AuditsValidating the Quality SystemSummaryKey TermsDiscussion QuestionsProblemsCase 15-1: Setting Priorities Using the Baldrige CriteriaAppendixGlossaryIndex.
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