Figures xiiiVignettes xviiPreface x

Figures xiii
Vignettes xvii
Preface xix
Acknowledgements xxiii
part one INTRODUCING QUALITY 1
User Guide
1 The quality imperative 3
1.1 The economic imperative 3
1.2 The social imperative 6
1.3 The environmental imperative 8
2 Quality: a strategic decision? 11
2.1 Operations 11
2.2 Administration 13
2.3 Strategy 14
2.4 Normative decisions 17
3 Barriers to quality 20
3.1 Systems and procedures 21
3.2 Culture 22
viii CONTENTS
3.3 Organisation design 26
3.4 Management perspectives 29
3.5 Costs of quality 31
4 The emergence of management 35
4.1 Classical theory 36
4.2 Critical review 40
4.3 Reiteration 41
4.4 Human relations theory 42
4.5 Critical review 45
4.6 Reiteration 45
4.7 Relevance to quality 46
part two THE QUALITY GURUS 49
User Guide
5 Philip B. Crosby 51
5.1 Philosophy 51
5.2 Assumptions 53
5.3 Methods 55
5.4 Successes and failures 59
5.5 Critical review 62
6 W. Edwards Deming 65
6.1 Philosophy 66
6.2 Assumptions 70
6.3 Methods 72
6.4 Successes and failures 81
6.5 Critical review 83
7 Armand V. Feigenbaum 86
7.1 Philosophy 87
7.2 Assumptions 88
7.3 Methods 91
7.4 Successes and failures 92
7.5 Critical review 93
8 Kaoru Ishikawa 96
8.1 Philosophy 96
8.2 Assumptions 98
8.3 Methods 100
8.4 Successes and failures 105
8.5 Critical review 107
CONTENTS i x
9 Joseph M. Juran 110
9.1 Philosophy 111
9.2 Assumptions 113
9.3 Methods 115
9.4 Successes and failures 118
9.5 Critical review 120
10 John S. Oakland 123
10.1 Philosophy 123
10.2 Assumptions 126
10.3 Methods 127
10.4 Successes and failures 133
10.5 Critical review 135
11 Shigeo Shingo 137
11.1 Philosophy 138
11.2 Assumptions 138
11.3 Methods 139
11.4 Successes and failures 140
11.5 Critical review 142
12 Genichi Taguchi 144
12.1 Philosophy 145
12.2 Assumptions 146
12.3 Methods 147
12.4 Successes and failures 150
12.5 Critical review 151
part three CONTEMPORARY THINKING 153
User Guide
13 Contingency theory 155
13.1 Contingency theory and organisation design 156
13.2 Reiteration 158
13.3 Is quality contingent? 159
14 Organisations as systems 162
14.1 Systems thinking 162
14.2 Systems thinking and organisations 164
14.3 Systems thinking and quality 165
15 Organisational cybernetics 170
15.1 Cybernetic systems 171
x CONTENTS
15.2 Tools of cybernetics 172
15.3 Cybernetics and quality 177
16 Soft systems thinking 182
16.1 Soft systems explained 182
16.2 Tools for soft systems 184
16.3 Soft systems and quality 186
17 Critical Systems Thinking 188
17.1 Total Systems Intervention 189
17.2 Principles of TSI 190
17.3 Three phases of TSI 193
17.4 Critical review of TSI 195
17.5 Critical Systems Thinking and Quality 196
17.6 TQM through TSI 197
17.7 Assumptions 200
17.8 Successes and failures 202
17.9 Critical review 203
18 Business Process Re-engineering 205
18.1 What is BPR? 205
18.2 Discontinuity, chaos and complexity 206
18.3 What drives BPR? 208
18.4 What does BPR mean? 208
18.5 The BPR process 212
18.6 BPR and quality 212
19 The learning organisation 215
19.1 What is a learning organisation? 215
19.2 The learning disabilities 218
19.3 The five disciplines 219
19.4 What is organisational learning? 221
19.5 Quality and learning 222
part four METHODS, TOOLS AND
TECHNIQUES 225
User Guide
20 Process analysis 227
20.1 Defining processes 227
20.2 Process analysis and critical examination 231
20.3 Method development 232
CONTENTS x i
21 Quality Management Systems: ISO 9000 236
21.1 What is ISO 9000? 237
21.2 How is a QMS constructed? 237
21.3 ISO 14000 241
21.4 Critical review 242
22 Statistical methods 244
22.1 Statistical process control 244
22.2 Constructing control charts 246
22.3 Interpreting control charts 248
22.4 Statistical quality control 248
22.5 Critical review 253
23 Benchmarking 256
23.1 What is benchmarking? 257
23.2 How is benchmarking done? 258
23.3 Critical review 261
24 Supplier development 264
24.1 What is supplier development? 264
24.2 How is supplier development undertaken? 266
24.3 Critical review 269
25 Qualitative methods 270
25.1 Quality circles 270
25.2 Job design 272
25.3 Organisation structure 277
26 Total Quality Management through TSI 280
26.1 TQM through TSI in theory 280
26.2 TQM through TSI in practice 281
26.3 Flood’s TQM methodology 283
26.4 Critical review 286
27 Effective organisation 288
27.1 The Viable System Model in Theory 288
27.2 VSM: Conception and Construction 290
27.3 VSM in Practice: Viable System Diagnosis 298
27.4 Critical Review 302
28 Employee participation 304
28.1 Soft Systems Methodology: principles and conception 305
28.2 SSM: methodology 305
xii CONTENTS
28.3 Critical review 309
28.4 Interactive Planning: principles and conception 309
28.5 IP: methodology 311
28.6 Critical review 313
29 Stakeholder participation 315
29.1 Critical Systems Heuristics: principles and conception 316
29.2 CSH: methodology 317
29.3 Critical review 320
30 Implementing quality programmes 322
30.1 Project management 323
30.2 Implementation strategies 326
30.3 Control 327
30.4 Critical review 329
Afterword 331
Glossary of terms and abbreviations 333
Further reading 336
References 339
Index 343