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Building Quality Management Systems Luis Rocha-Lona

Building Quality Management Systems By Luis Rocha-Lona

Building Quality Management Systems by Luis Rocha-Lona


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Building Quality Management Systems Summary

Building Quality Management Systems: Selecting the Right Methods and Tools by Luis Rocha-Lona

Quality has quickly become one of the most important decision-making factors for consumers. And although organizations invest considerable resources into building the right quality management systems (QMSs), in many instances, the adoption of such quality improvement tools are just not enough. Building Quality Management Systems: Selecting the Right Methods and Tools explains exactly what directors, practitioners, consultants, and researchers must do to make better choices in the design, implementation, and improvement of their QMSs.

Based on the authors' decades of industrial experience working on business improvement projects for multinationals looking to design or improve their QMSs, the book discusses building QMSs based on two important organizational elements: needs and resources. It begins with an overview of QMSs and systems thinking and the impact of QMSs on financial performance. Illustrating the process management approach, it reviews the most well-known business and quality improvement models, methods, and tools that support a major QMS.

The authors introduce their own time-tested methodology for designing, implementing, and enhancing your own QMS. Using their proven method, you will learn how to:

  • Implement a strategic quality plan based on your specific needs, capabilities, cost-benefits, policies, and business strategies
  • Select the right models, methods, and tools to be adopted as part of your QMS
  • Understand the critical success factors and implementation challenges
  • Evaluate the level of maturity of your QMS and your implementation efforts

Highlighting the importance of quality as a way of life, this book supplies the understanding you'll need to make the right choices in the development and deployment of your QMS. With a clear focus on business performance and process management, it provides the basis for creating the quality management culture required to become a world-class organization.

About Luis Rocha-Lona

Dr. Luis Rocha-Lona has over 10 years of working experience in the public and private sectors. He holds a PhD in operations management from Manchester Business School at the University of Manchester in the UK, and an MSc in control systems with a major in information systems/manufacturing at the University of Sheffield, UK. Dr. Rocha-Lona graduated from the National Polytechnic Institute of Mexico as an automation control systems engineer. He has led several research projects sponsored by private companies and the Mexican government through the National Council of Science and Technology (CONACYT) and is actively involved in consulting activities to manufacturing and service organizations. Dr. Rocha-Lona joined the Business School at the National Polytechnic Institute of Mexico in 2007, where he is a senior lecturer in operations management and quality management systems. He has presented his works in several international venues and congresses and serves as a member of the scientific committees for multiple international conferences. He is a member of the Institute of Operations Management (IOM) and the American Society for Quality (ASQ). His current research interests are in the areas of performance measurement systems, business process improvement, and business strategy. Dr. Jose Arturo Garza-Reyes is a senior lecturer in operations and supply chain management at the Centre for Supply Chain Improvement, Derby Business School, the University of Derby, UK. He holds a PhD in manufacturing systems and operations management from Manchester Business School at the University of Manchester (UK), an MBA from the University of Northampton (UK), an MSc in production and quality from the Autonoma de Nuevo Leon University (Mexico), a postgraduate certificate in teaching and learning in higher education from the University of Derby (UK), and a BSc in mechanical management engineering from the Autonoma de Nuevo Leon University (Mexico). He has published a number of articles in leading international journals and conferences as well as a book about manufacturing performance measurement systems. Dr. Garza-Reyes has participated as a guest editor for special issues in the International Journal of Lean Enterprise Research (IJLER), the International Journal of Engineering Management and Economics (IJEME), and the International Journal of Engineering and Technology Innovation (IJETI). He currently serves on the editorial board of several international journals and has contributed as a member of the scientific and organizing committees of several international conferences. His research interests include general aspects of operations and manufacturing management, operations and quality improvement, and supply chain improvement. Dr. Garza-Reyes is a Chartered Engineer (CEng), a certified Six Sigma Green Belt, and has over six years of industrial experience working as production manager, production engineer, and operations manager for several international and local companies in both the UK and Mexico. He is also a member of the Institution of Engineering Technology (IET) and a fellow member of the Higher Education Academy (FHEA). Dr. Vikas Kumar has over six years of experience in area perations management. He holds a PhD in management studies from Exeter Business School, UK, and a bachelor of technology (first-class distinction) in metallurgy and materials engineering from the National Institute of Foundry and Forge Technology (NIFFT, Ranchi) in India. He also holds the status of associate of the Higher Education Academy (AHEA). Dr. Kumar joined Dublin City University Business School as a lecturer in management in 2009. He has previously worked as a research assistant at the University of Hong Kong. He was a visiting scholar at the Indian Institute of Management, Ranchi, in India and at Khon Kaen University, Nong Khai campus, in Thailand. He has worked on a number of consultancy projects for many multinational firms, such as BT, EDF Energy, LTSB, and Vodafone. He is also actively involved in process improvement projects in Irish hospitals. Dr. Kumar has contributed to many book chapters and has been published in leading journals such as the International Journal of Production Research, Expert Systems with Applications, Strategic Change, and Computers and Industrial Engineering. He serves on the editorial board of four international journals and has participated as a guest editor for special issues of Production Planning and Control, International Journal of Lean Enterprise Research (IJLER), International Journal of Engineering Management and Economics (IJEME), and International Journal of Engineering and Technology Innovation (IJETI). His current research interests include process modeling, healthcare management, supply chain management, service operations management, and operations strategy.

Table of Contents

Introduction
Knowledge-Based Economies, Competitiveness, and Innovation
Quality Management Systems
QMSs and Competitive Advantage
Innovation and Design
From Quality Inspection to Business Excellence
A Systems Approach to Quality Management Systems
Quality Management Systems and Business Strategy Alignment
Measuring QMS Performance
Understanding the Way to Business Excellence
Understanding the Vision and the Future
Summary
Key Points to Remember
References
Further Suggested Reading

Business Excellence Models
Introduction-QMSs and Business Models
Business Excellence Models
Evolution of BEMs
Comparison of QMSs
Quality Management Standards
Leading to an Integration of Management Standards
Summary
Key Points to Remember
References
Further Suggested Readings

Process Management
Introduction
Managing by Processes
Defining Processes
Importance of Process Management
Role of Information Technology (IT)
Developing IT Competence
IT in Process Management
Identifying Key Processes
Value Stream Mapping and Modeling
Process Improvement Agenda
Summary
Key Points to Remember
References
Further Suggested Readings

Quality Management Systems and Business Processes Diagnostic
Introduction
Defining the QMS Maturity Level
Interpretation and Diagnosis
Performing the Assessment Using the MDI
Identifying Strengths and Opportunities for Improvement in the Organization's Business Processes: A Self-Assessment Approach
A Best-Practice Approach for Conducting a Self-Assessment Process
Stage 1: Setting the Organizational Environment for the Self-Assessment Process
Stage 3: Forming and Training the Assessment Team
Stage 4: Collecting the Data and Information Needed for the Self-Assessment Process
Stage 5: Assessing and Scoring
Stage 6: Achieving Consensus
Stage 7: Producing the Feedback Report
Quality Management Audits
Role and Importance of the QMS and Business Processes Diagnostic on Operational Improvement and Business Strategy
Summary
Key Points to Remember
References
Further Suggested Reading

Strategic Quality Planning
Introduction
Strategic Decision Making-Why Does It Matter?
Strategic Quality Planning Model for the QMS
First Stage: Business Analysis
Second Stage: Strategy Formulation-Objectives, Mission, Vision, and Values
Third Stage: Deployment-Putting Plans into Action
Fourth Stage: Evaluation and Control-Setting the Metrics to Measure Performance
Using SQP in a Pharmaceutical Company
Cost-Benefit and Non-Cost-Benefit Analysis
Summary
Key Points to Remember
References
Further Suggested Reading

Building the QMS and Business Improvement Plan by Selecting the Right Models, Methods, and Tools
Introduction
Business and Quality Improvement Models, Methods, and Tools: A Classification
Selection Criteria
Criterion 1-Needs
Criterion 2-Cost-Benefit
Difficulties with Cost-Benefit Analyses
Criterion 3-Resources
Identification of Resource Needs
Allocation of Resources
Criterion 4-Capabilities
Identification of Capability Needs
Selecting the Right Models, Methods, and Tools
Previous Stages to the Selection of Business and Quality Improvement Models, Methods, and Tools
Selecting the Right Models, Methods, and Tools
Diagnostic and Selection of the Right Models, Methods, and Tools
Summary
Key Points to Remember
References
Further Suggested Reading

QMS Implementation
Introduction
QMS Implementation Challenges
Critical Success Factors for the Implementation of the Selection Methodology
CSF 1: Strong Committed Leadership and Good Decision Making
CSF 2: Motivated, Committed, and Participative Labor Force
CSF 3: Process-Oriented Focus
CSF 4: Organizational Culture That Supports Continuous Improvement (CI)
CSF 5: Effective Communication
Awareness of Some Barriers to QMS Implementation
Managing Change
Linking to Selection Methodology
Summary
Key Points to Remember
References
Further Suggested Reading

QMS and Business Processes Evaluation
Introduction
Follow-Up Activities
Follow-Up Evaluation Method
Defining the QMS Maturity for Follow-Up Eva
Follow-Up Evaluations for Business Processes
Follow-Up Evaluations of Quality Management Audits
Lessons Learned and the Management of Knowledge for Business Excellence
Summary
Key Points to Remember
Further Suggested Reading

Beyond Quality Management Systems
Brief Summary
Quality Management Culture: A Way of Life
The Never-Ending Improvement Process
Customers' Needs, Requirements, and Expectations
Set Specific Objectives
Value-Added and Business Value-Added Processes
Review and Evaluate Progress toward Objectives
Quality Methods and Tools
Becoming a World-Class Organization
Summary
Key Points to Remember
References
Further Suggested Reading

Index

Additional information

NLS9781466564992
9781466564992
1466564997
Building Quality Management Systems: Selecting the Right Methods and Tools by Luis Rocha-Lona
New
Paperback
Taylor & Francis Inc
2013-07-18
202
N/A
Book picture is for illustrative purposes only, actual binding, cover or edition may vary.
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