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Table Of Contents

Objectives
Key Words
Introduction
Total Quality Management
Paradigms
Five Men Who Shaped Western Management Thought3
Human Behavior School of Thought
Japan at the end of the war
Deming (1900 - 1993)
Deming's Fourteen Points
Deming's Seven Deadly Diseases
Deming's Obstacles
Deming's miscellaneous principles
The Deming System
Profound Knowledge
Comparison of Deming's Points to Traditional Western Management
Concerns about TQM
Understanding Levels of Knowledge
Root Principles
Fear in the Work Place
Discussion of Red Bead Experiment
The Lessons Learned From the In-class Exercise
Lesson Two - EOQ, Process, Systems and Agency Theories
Economic Order Quantity
Process Theory
Systems Theory
Agency Theory
A Sad Fable
A Lesson in Service Quality
A Service Quality Improvement Case Example
Operations Measurements
Malcolm Baldridge National Quality Award
ISO 9000
Variation
Quality Tools
Service Case - Banking
The Case of Car Repair and a Patient Owner2
Small Business Quality Case
Lesson Four - Teams, Taguchi and JIT
Key Terms
Team
Teams
Team Article
Building Teams
Taguchi and Operations Research
Purchasing
Lesson Five - Facilities, Cells and Equipment and Maintenance
Facilities Design - U Shaped Cell
Flexible Manufacturing System
Equipment and Maintenance
Lesson Six - Inventory, Scheduling and Robotics
Inventory
Inventory Types
Inventory turnover
Queuing
Kanban
Scheduling
Inventory in Movement
Bottle Necks
Robotics
Types of Robots
Lesson Seven - Ten Lessons in Simplicity
Use As Little As Possible
Allow People To Do What They Are Trained To Do
Avoid Programs -- Build A State Where Self-Improvement Is The Norm
Standardize Setup Operations
Build Upon a Strong Foundation
Continually Seek to Reduce
Automate
Measure What Is Important To You
Work As If Working For God
Give Freely
Spend Time Adding Value
Lesson Eight - Forecasting and Planning
Simple Types of Forecasting
Components of Demand
Forecast Error
Aggregate vs. Item Demand
Production Scheduling
Learning Curve
Capacity Planning
Newsboy Model
Level Employment vs. Chase Demand
Material Requirement Plan
Lesson Nine - Set up, Bottlenecks and Lot Sizings
Set-up
SMED
Bottlenecks
Lotsizings
Lesson Ten - Project Management
Project Management
Conflict
Matrix Management
PERT/CPM
GANTT
Financial Considerations
Lesson Eleven - Continual Improvement: a Strategic Decision
Continual Improvement
Organizational Learning
Terms
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7906205-TQM-BOOK

7906205-TQM-BOOK

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Published by rakhiitsme

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Published by: rakhiitsme on Feb 20, 2011
Copyright:Attribution Non-commercial

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01/30/2012

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