Professional Documents
Culture Documents
S
1
Quality & Performance
Excellence, 8th Edition
Chapter 1
Introduction to Quality
and Performance
Excellence
S
Outline
3
Defining Quality (1 of 2)
4
Defining Quality (2 of 2)
6
Performance Excellence
9
Examples of Successful Quality-
Focused Organizations
11
History of Quality Assurance
(1 of 3)
13
History of Quality Assurance
(3 of 3)
15
Quality in Manufacturing
17
Differences Between Manufacturing and
Services (1 of 2)
18
Differences Between Manufacturing and
Services (2 of 2)
19
New Frontiers of Quality
Health care
Education
Government
Not-for-Profits
20
Principles, Practices, and Techniques
21
Quality Management Principles
23
Customer-Focused Practices
Ensuring that goods and services are linked to customer needs and
expectations;
25
Leadership Practices
Creating and sustaining shared values, fairness, and ethics at all levels
of the organization;
Establishing trust and eliminating fear;
27
People-Focused Practices
Understand the key factors that drive workforce engagement, satisfaction, and
motivation
Create an environment that ensures and improves workplace health, safety, and security
28
Teamwork
30
Cross-functional Perspective
31
Process-Focused Practices
Identifying the interfaces of key activities within and between the functions of the
organization;
Focusing on the factors such as resources, methods, and materials that will improve
processes; and
34
Continual Improvement
35
Kano Model
1. Planning
2. Execution of plans
3. Assessment of progress
Typical measures:
product and process outcomes,
customer-focused outcomes,
workforce-focused outcomes,
leadership and governance outcomes, and
financial and market outcomes.
39
Data-Driven Practices
40
Mutually Beneficial Supplier
Relationships
Suppliers include not only companies that provide materials
and components, but also distributors, transportation
companies, and information, health care, and education
providers.
41
Supplier Management
Practices (1 of 2)
Recognizing the strategic importance of suppliers in
accomplishing business objectives, particularly
minimizing the total cost of ownership;
Identifying and selecting key suppliers; developing win–
win relationships that balance short-term gains with long-
term considerations;
Establishing trust through openness and honesty, thus
leading to mutual advantages;
42
Supplier Management
Practices (2 of 2)
44
Contrast With TQ (1 OF 2)
47