摘要:

AbstractThe costs that an organization incurs in producing a product or service can be likened to an iceberg. Some quality costs and expenditures are obvious—like the tip of the iceberg—but many quality costs and expenditures are hidden away like the 90 percent of the iceberg below the surface. These quality costs are sometimes referred to as the “cost of doing business” when, in reality, they are the costs of doing things wrong: The accounting department can measure the dollars into and out of an operation or an organization, but many activities within the operation consume such resources as money, material, labor, and utilities without a definitive control process.One of the leaders in the practice of gathering and using data to improve products and services is an organization's quality group. Because this group interacts with all other departments in the organization to assure quality, it has the unique ability to guide the organization toward the use of the “cost of quality” system to help it optimize profits while meeting its obligations to the communities in which it operates. Developed with the assistance of the controller group, this system can be used to identify costs that affect the quality of the products and services that the organization provides, thus improving the quality and profitability of the organization.

ISSN:0277-8556    

DOI:10.1002/npr.4040130212

出版商:John Wiley&Sons, Ltd.    

年代:2006

数据来源: WILEY

摘要:

AbstractThe Malcolm Baldrige National Quality Award criteria have become the defacto business model for thousands of companies, particularly in the sectors of business concerned with services. This article offers a model for how sales organizations can begin implementing quality principles by using the Baldrige criteria as an assessment process and measurement system. It also describes specific lessons learned and problems to expect, and outlines areas for further research.

ISSN:0277-8556    

DOI:10.1002/npr.4040130213

出版商:John Wiley&Sons, Ltd.    

年代:2006

数据来源: WILEY

摘要:

AbstractTotal quality management (TQM) involves the integration of both qualitative and quantitative techniques. Emphasis has been primarily on the qualitative aspects. But companies will not realize the full benefits of TQM until quantitative techniques are integrated into their operations. TQM implementation needs to be adapted to the particular implementing organization. A generic approach is to stress the qualitative aspects initially and form quality‐improvement teams using relatively simple statistical tools. As the teams mature and operations improve, the teams will have to progress to more sophisticated statistical tools to continue the necessary improvement. A reasonable intermediate goal for teams would be to use design of experiment techniques; more sophisticated tools are in development and will be required in the future.

ISSN:0277-8556    

DOI:10.1002/npr.4040130214

出版商:John Wiley&Sons, Ltd.    

年代:2006

数据来源: WILEY

ISSN:0277-8556    

DOI:10.1002/npr.4040130215

出版商:John Wiley&Sons, Ltd.    

年代:2006

数据来源: WILEY

ISSN:0277-8556    

DOI:10.1002/npr.4040130216

出版商:John Wiley&Sons, Ltd.    

年代:2006

数据来源: WILEY

ISSN:0277-8556    

DOI:10.1002/npr.4040130217

出版商:John Wiley&Sons, Ltd.    

年代:2006

数据来源: WILEY

ISSN:0277-8556    

DOI:10.1002/npr.4040130201

出版商:John Wiley&Sons, Ltd.    

年代:2006

数据来源: WILEY