Cover image for Total quality management : text, cases, and readings
Total quality management : text, cases, and readings
Ross, Joel E.
Personal Author:
Third edition.
Publication Information:
Boca Raton, Fla. : St. Lucie Press, 1999.
Physical Description:
xv, 550 pages : illustrations ; 23 cm
Format :


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Material Type
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HD62.15 .R67 1999 Adult Non-Fiction Central Closed Stacks

On Order



Acclaimed and used in over 200 colleges and universities around the country, Total Quality Management: Text, Cases and Readings has been completely revised and expanded to meet the growing demands and awareness for quality products and services in the competing domestic and global marketplaces.

Since the publication of the first and second editions of this book, interest in and acceptance of TQM has continued to accelerate around the world. This edition has been thoroughly revised, updated and expanded. Some of the changes are:

A new chapter on the emerging Theory of Constraints
Expanded treatment of Process Management
Eleven new readings
Ten new cases
Chapter examples of TQM at 12 Baldrige winning organizations
End of chapter recommendations for further reading
Revised and updated textual material

The Varifilm case is retained as a comprehensive study that illustrates good and not so good practices. Each chapter contains an exercise which provides the reader with an opportunity to apply TQM principles to the practices illustrated in each case.

Based on sound principles, this practical book is an excellent text for organizational development programs aimed at practitioners responsible for developing and implementing TQM programs in their own service or manufacturing organizations.

Reviews 1

Choice Review

Total Quality Management is a delightful modern text on applied management ideally suited for a one-semester course for seniors in management or first-year MBA students. Comprehensive in scope, the book (13 chapters) introduces the concept of total quality management (TQM) and applies it to leadership; information and analysis; strategic planning; human resources; process management; customer service and marketing; benchmarking; organization structure; productivity, quality, and reengineering; cost issues associated with quality; ISO 9000 and ISO 14000; and the theory of constraints. In particular, tools for statistical control are presented in chapter 6, and the topics of productivity, costs of quality, and the theory of constraints are well covered in chapters 10-13. The volume is well organized, with chapters combining text, questions for discussion, endnotes, examples/cases, and further readings; this lends coherence to the presentation and makes it easier for the reader to absorb the material. The work concludes with a major case study and an appendix covering quality-related information on the Internet. The authors are experienced in TQM and successfully integrate academic principles with real-world practice. In summary, this very readable book provides a balanced overview of TQM and will serve as an excellent addition to the literature on productivity improvement. Upper-division undergraduate and graduate students. K. J. Constas; Fayetteville State University

Table of Contents

1 Introduction to Total Quality Managementp. 1
The Concept of TQMp. 2
Antecedents of Modern Quality Managementp. 3
The Quality Gurusp. 5
Accelerating Use of TQMp. 10
Quality and Business Performancep. 12
Service Quality vs. Product Qualityp. 13
The Baldrige Awardp. 15
Questions for Discussionp. 23
Endnotesp. 24
Example: Turnaround at IBM after Baldrige Questp. 28
Case: Lessons from the Bestp. 29
Reading: From the Classroom to the Boardroomp. 36
Reading: Quality and the Required Style of Management: The Need for Changep. 39
For Further Readingp. 42
2 Leadershipp. 43
Leadership Systemp. 43
Attitude and Involvement of Top Managementp. 46
Communicationp. 47
Culturep. 50
Management Systemsp. 54
Questions for Discussionp. 56
Endnotesp. 57
Example: Trident: A Company Winner Demonstrates Leadershipp. 59
Case: Moments of Truth in a Service Businessp. 61
Reading: If It's Tuesday, It Must Be ISO 9000p. 64
Exercise: Leadership at Varifilmp. 66
For Further Readingp. 68
3 Information and Analysisp. 69
Organizational Implicationsp. 70
Strategic Information Systemsp. 73
Shortcomings of Accounting Systemsp. 75
Organizational Linkagesp. 77
Advanced Processes/Systemsp. 78
Information and the Customerp. 78
Systems Designp. 80
Questions for Discussionp. 81
Endnotesp. 82
Example: Information and Analysis at 3Mp. 84
Case: Information Systems at Lake City Machine Toolp. 86
Reading: What Does It All Mean?p. 89
Exercise: Information Systems and Analysis at Varifilmp. 94
For Further Readingp. 96
4 Strategic Planningp. 97
Strategy and the Strategic Planning Processp. 99
Strategic Quality Managementp. 100
Definition of Qualityp. 107
Controlp. 112
Service Qualityp. 114
Summaryp. 114
Questions for Discussionp. 114
Endnotesp. 115
Example: Strategy Deployment at Raytheonp. 118
Case: Amex Looks Beyond Satisfaction, Sees Growthp. 119
Reading: Quality and the Role of Strategyp. 122
Exercise: Strategic Planning at Varifilmp. 129
For Further Readingp. 131
5 Human Resource Focusp. 133
Involvement: A Central Idea of Human Resource Utilizationp. 135
Training and Developmentp. 136
Selectionp. 139
Performance Appraisalp. 139
Compensation Systemsp. 142
Total-Quality-Oriented Human Resource Managementp. 143
Questions for Discussionp. 144
Endnotesp. 145
Example: Xerox Focuses on Human Resourcesp. 146
Case: Quality Drives Trident's Successp. 148
Reading: Plugging into the Power of Leadership Teamsp. 153
Exercise: Human Resources at Varifilmp. 158
For Further Readingp. 160
6 Process Managementp. 161
A Brief History of Quality Controlp. 164
Product Inspection vs. Process Controlp. 166
Moving from Inspection to Process Controlp. 167
Statistical Quality Controlp. 168
Tools for Statistical Quality Controlp. 169
Problem Analysisp. 172
Pareto Analysisp. 173
Control Chartsp. 176
Manufacturing to Specification vs. Manufacturing to Reduce Variationsp. 186
Process Control in Service Industriesp. 187
Process Control for Internal Servicesp. 188
Quality Function Deploymentp. 189
Just-in-Timep. 194
Just-in-Time or Just-in-Casep. 196
The Human Side of Process Controlp. 197
Questions for Discussionp. 198
Endnotesp. 199
Example: Process Management at MLCCp. 203
Case: Quality Function Deployment: A Case Studyp. 204
Reading: Reducing Variability--Key to Continuous Quality Improvementp. 210
Exercise: Process Quality at Varifilmp. 219
For Further Readingp. 221
7 Customer and Market Focusp. 223
Process vs. Customerp. 225
Internal Customer Conflictp. 227
Defining Qualityp. 228
A Quality Focusp. 229
The Driver of Customer Satisfactionp. 230
Handling Service Complaintsp. 232
Getting Employee Inputp. 233
Measurement of Customer Satisfactionp. 233
The Role of Marketing and Salesp. 234
The Sales Processp. 235
Service Quality and Customer Retentionp. 236
Customer Retention and Profitabilityp. 237
Buyer-Supplier Relationshipsp. 238
Questions for Discussionp. 240
Endnotesp. 241
Example: Customer Focus at Solectronp. 243
Case: Hewlett-Packard Companyp. 244
Reading: Overview: Customer Satisfaction Researchp. 250
Exercise: Customer Focus at Varifilmp. 253
For Further Readingp. 256
8 Benchmarkingp. 257
The Evolution of Benchmarkingp. 258
The Essence of Benchmarkingp. 260
Benchmarking and the Bottom Linep. 261
The Benefits of Benchmarkingp. 261
Types of Benchmarkingp. 262
Strategic Benchmarkingp. 264
The Benchmarking Processp. 266
Identify the Best-in-Classp. 269
Measure Your Own Performancep. 271
Actions to Close the Gapp. 271
Pitfalls of Benchmarkingp. 273
Questions for Discussionp. 274
Endnotesp. 274
Example: Benchmarking for Continuous Improvementp. 276
Case: Can Benchmarking Give You a Competitive Edge?p. 277
Reading: Reduce Variation and Save Moneyp. 282
Exercise: Benchmarking at Varifilmp. 284
For Further Readingp. 285
9 Organizing for Total Quality Managementp. 287
Organizing for TQM: The Systems Approachp. 289
Organizing for Quality Implementationp. 294
The People Dimension: Making the Transition from a Traditional to a TQM Organizationp. 297
The Practice of Managementp. 300
Roles in Organizational Transition to TQMp. 301
Small Groups and Employee Involvementp. 302
Teams for TQMp. 304
Summary: Some Prerequisites for TQM Successp. 307
Questions for Discussionp. 308
Endnotesp. 309
Example: Organizing with Teams at Eastman Chemical Companyp. 312
Case: Organizing for New Product Developmentp. 314
Reading: Organizing by Processp. 320
For Further Readingp. 322
10 Productivity, Quality, and Reengineeringp. 323
The Leverage of Productivity and Qualityp. 325
Management Systems vs. Technologyp. 325
Productivity in the United Statesp. 327
Measuring Productivityp. 330
Basic Measures of Productivity: Ratio of Output to Inputp. 331
White-Collar Productivityp. 333
Improving Productivity (and Quality)p. 335
Capital Equipment vs. Management Systemsp. 339
Activity Analysisp. 340
Reengineeringp. 342
Questions for Discussionp. 346
Endnotesp. 346
Example: Wainwright Industries: Reengineering at a Small Companyp. 349
Case: Productivity-Improvement Team Does Its Jobp. 350
Reading: Just Do It: An Interview with Michael Hammerp. 353
Exercise: Productivity at Varifilmp. 357
For Further Readingp. 359
11 The Cost of Qualityp. 361
Cost of Quality Definedp. 362
The Cost of Qualityp. 362
Three Views of Quality Costsp. 364
Quality Costsp. 365
Measuring Quality Costsp. 368
The Use of Quality Cost Informationp. 371
Accounting Systems and Quality Managementp. 372
Activity-Based Costingp. 373
Questions for Discussionp. 376
Endnotesp. 377
Example: Armstrong World Industries Tracks Cost of Qualityp. 380
Case: Cost-of-Quality Reporting: How We See Itp. 381
Reading: Controls and Creativity in Organizationsp. 392
For Further Readingp. 394
12 ISO 9000 and ISO 14000: Universal Standards of Qualityp. 395
ISO Around the Worldp. 397
ISO 9000 in the United Statesp. 399
The ISO 9000 and ANSI/ASQC Q-90 Series Standardsp. 401
Benefits of ISO 9000 Certificationp. 409
Getting Certified: The Processp. 410
Getting Certified: The Third-Party Auditp. 411
Documentationp. 411
Post-Certificationp. 412
Choosing an Accredited Registration Servicep. 413
ISO 9000 and Servicesp. 413
The Cost of Certificationp. 414
ISO 9000 vs. The Baldrige Awardp. 414
Implementing the Systemp. 415
The Future of ISO 9000p. 415
ISO 14000 Environmental Management Systemp. 416
Questions for Discussionp. 417
Endnotesp. 418
Example: Baldrige Winners Register for ISO Certificationp. 421
Case: MKS Fits ISO 9000 into Existing Systemsp. 422
Reading: Thinking Export? Think ISO 9000p. 426
For Further Readingp. 429
13 Theory of Constraintsp. 431
The Goalp. 432
The Chain Analogyp. 433
The Systems Approach vs. Conventional Managementp. 434
Physical vs. Policy Constraintsp. 435
The Theory of Constraints and the Process of Ongoing Improvementp. 436
The Thinking Process (Logic Trees)p. 436
Theory of Constraints Measurement System for Decision Makingp. 441
The Theory of Constraints Management Systemp. 443
Questions for Discussionp. 445
Endnotesp. 445
Case: Making Production Predictablep. 446
Case: The Theory of Constraints: Application to a Service Firmp. 448
Reading: Quality and the Theory of Constraintsp. 457
14 Varifilm Case Studyp. 467
Overviewp. 467
Category 1.0 Leadershipp. 470
Category 2.0 Information and Analysisp. 477
Category 3.0 Strategic Quality Planningp. 486
Category 4.0 Human Resource Development and Managementp. 492
Category 5.0 Management of Process Qualityp. 505
Category 6.0 Quality and Operational Resultsp. 515
Category 7.0 Customer Focus and Satisfactionp. 519
Appendix Quality-Related Information on the Internetp. 535
Indexp. 539