Russell T. Westcott - The Certified Manager of Quality/Organizational Excellence Handbook, Fourth Edition

The Certified Manager of Quality/Organizational Excellence Handbook

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The Certified Manager of Quality/Organizational Excellence Handbook

Fourth Edition

Russell T. Westcott, Editor

Contributors

Milt Krivokuca, Jd Marhevko, Heather McCain,

Ken Sadler, Jan Tucker, Doug Wood

Quality Management Division,American Society for Quality

ASQ Quality Press

Milwaukee, Wisconsin

American Society for Quality, Quality Press, Milwaukee 53203

2014 by ASQ

All rights reserved. Published 2013

Library of Congress Cataloging-in-Publication Data

The certified manager of quality/organizational excellence handbook / Russell T. Westcott,

editor ; contributors, Milt Krivokuca [and five others].Fourth edition.

pages cm

Includes bibliographical references and index.

ISBN 978-0-87389-861-4 (hardcover : alk. paper)

1. Total quality managementHandbooks, manuals, etc. I. Westcott, Russ, 1927

HD62.15.C42 2013

658.4 013dc23 2013033022

ISBN: 978-0-87389-861-4

No part of this book may be reproduced in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher.

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Managing Editor: Paul Daniel OMara

Production Administrator: Randall Benson

ASQ Mission: The American Society for Quality advances individual, organizational, and community excellence worldwide through learning, quality improvement, and knowledge exchange.

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List of Figures and Tables

Table I.1 Levels of organizational maturity. What is your organizations level?

Figure 1.1 Functional departmentalization.

Figure 1.2 Product departmentalization.

Figure 1.3 Customer departmentalization.

Figure 1.4 Geographic departmentalization.

Figure 1.5 Process departmentalization.

Figure 1.6 Matrix organization example.

Figure 2.1 Causes for resistance to change.

Figure 2.2 Analysis of an employee suggestion system.

Figure 2.3 Logic tree analysis.

Figure 2.4 Maslows hierarchy of needs.

Figure 2.5 A decision option hierarchy.

Figure 2.6 Conflict-handling modes.

Figure 2.7 Traditional versus empowered organization.

Table 2.1 Relationship changes in an empowered organization.

Figure 3.1 Linking team structure.

Figure 3.2 Project staffingKESAA requisites analysis.

Figure 3.3 Team development phases.

Table 3.1 Roles, responsibilities, and performance attributes.

Figure 3.4 Supporting factors for effective teamwork.

Figure 5.1 Overview of strategic planning process.

Figure 5.2 A typical view of the hoshin planning process.

Table 5.1 Setting objectives the S.M.A.R.T. W.A.Y.

Figure 5.3 Top-level means matrix format.

Figure 5.4 Linking goals, objectives, and means.

Figure 6.1 Components of an environment analysis.

Figure 6.2 SWOT analysis example.

Figure 6.3 Template for evaluating organizational alignment to stakeholder needs and interests.

Figure 7.1a Action plan (front).

Figure 7.1b Action plan (back).

Figure 7.2 The cascading concept (from QFD) used as a strategic plan deployment tool.

Figure 7.3 Examples of critical success factors for two organizations.

Table 7.1 Annual closed-loop assessment.

Figure 8.1 Kolbs experiential learning model.

Figure 8.2 Analysis of behavior template.

Figure 8.3 Major business processes.

Figure 8.4 New product design and launch process.

Figure 8.5 Mutual investment in individual development.

Figure 8.6 Sample balance sheet.

Figure 8.7 Sample income statement.

Table 8.1 Potential types and forms of risk that could affect an organization.

Table 8.2 A detailed look at potential exposures to loss.

Figure 9.1 Communication path.

Table 9.1 Some of the communication obstacles facing organizations operating globally, and possible remedies.

Figure 9.2 Levels of information systems.

Figure 10.1 ISO 9001 quality system implementation and registration.

Table 10.1 A typical project planning sequence.

Figure 10.2 Customer response projectstakeholders.

Figure 10.3 Deliverables (hypothetical).

Figure 10.4 Work breakdown structure (work package level).

Figure 10.5 Work breakdown structure (WBS)building garage (outline format).

Figure 10.6 Gantt chart.

Figure 10.7a CPM data table.

Figure 10.7b CPM chart.

Figure 10.8 Personnel resource requirements matrix.

Figure 10.9 Sample project budget.

Figure 10.10 Calibration system projectsample variance report.

Figure 10.11a Action plan form (front).

Figure 10.11b Action plan form (back).

Table 11.1 Example of a partial, hypothetical balanced scorecard.

Figure 11.1 Flowchart for quality audit.

Figure 12.1 Baldrige criteria for performance excellence framework.

Table 12.1 Examples for benchmarking a process.

Figure 12.2 Sources of benchmarking information.

Figure 12.3 Benchmarking Code of Conduct.

Figure 12.4 The Taguchi loss function.

Figure 13.1 Flowchart example.

Figure 13.2 Deployment flowchart example (also called a swim-lane chart).

Figure 13.3 Check sheet example.

Figure 13.4 Cause-and-effect diagram example.

Figure 13.5 Pareto chart example.