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• Cover
• Title
• Copyright
• Contents
• About the Editors
• About the Authors
• Foreword
• Introduction
• 1. History of Quality
• 1.1. What is Quality all About?
• 1.2. Approaching Quality in History
• 1.3. Quality at Time of the Industrial Revolution(s): Quality Inspection
• 1.4. From Inspection to Control: Quality After World War II
• 1.5. The 1960s: Different Markets and Different Approaches
• 1.6. The Development of the Western Quality Movement Since the Early 1980s
• 1.7. Quality at the Turn of the Millennium: A Polarization of Perspectives
• 1.8. Summary and Outlook
• References
• 2. Stakeholder Management
• 2.1. Companies and Stakeholders
• 2.2. The Concept of Stakeholder
• 2.2.1. Shareholders
• 2.2.2. Employees
• 2.2.3. Suppliers
• 2.2.4. The State
• 2.3. The Relevance of Stakeholders
• 2.4. Principles of Stakeholder Management
• References
• 3. Statistical Tools for Quality Management
• 3.1. Introduction
• 3.2. Descriptive Statistics
• 3.2.1. Summary Statistics
• 3.2.2. Graphical Representations
• 3.3. A Fundamental Mathematical Tool: Probability
• 3.3.1. Some Probability Distributions
• 3.4. Inferential Statistics: Models, Sampling and Inference
• 3.5. Basic Techniques for Statistical Inference
• 3.5.1. Confidence Intervals
• 3.5.2. Hypothesis Verification
• 3.5.3. Regression
• 3.6. Advanced Techniques
• 3.6.1. Quality Control Charts
• 3.6.2. Historical Series and Stochastic Control
• References
• 4. The Balanced Scorecard
• 4.1. The Theoretical Bases of the Balanced Scorecard
• 4.2. Measurement Perspectives
• 4.2.1. The Financial Perspective
• 4.2.2. Customer Perspective
• 4.2.3. Internal Business Processes Perspective
• 4.2.4. The Learning and Growth Perspective
• 4.3. The Strategy Map
• 4.4. Communication and Connection of the BCS
• 4.4.1. The Communication of Objectives and Measures
• 4.4.2. The Definition of Targets
• 4.4.3. Linking Results to Incentive Systems
• 4.5. Performance Management Through the BSC
• 4.5.1. Articulating the Company’s Strategy
• 4.5.2. Identification of Causal Relationships
• 4.5.3. Definition of Performance Indicators
• 4.5.4. Development of the Action Plan
• 4.5.5. The Creation of a Reporting System
• 4.6. Ensuring the Success of the BSC
• 4.6.1. Overcoming Design Issues
• 4.6.2. Overcoming Implementation Problems
• 4.6.3. Overcoming Usage Issues
• References
• 5. Quality Function Deployment (QFD)
• 5.1. Introduction
• 5.2. Instrument Features
• 5.3. The HoQ
• 5.4. The Steps to the HoQ
• 5.4.1. Identification of Customer Requirements
• 5.4.2. Identification of Engineering Characteristics
• 5.4.3. Compiling the Relationship Matrix
• 5.4.4. Deployment of Expected Quality
• 5.4.5. Technical Comparison
• 5.4.6. Compiling the Correlation Matrix
• 5.5. Advantages and Problems in the Application Of QFD
• References
• 6. Benchmarking
• 6.1. Introduction
• 6.2. Origins and Evolution of the Benchmarking Concept
• 6.3. Characteristics of the Benchmarking Process
• 6.4. The Approaches to Benchmarking
• 6.5. The Benchmarking Object
• 6.6. Methodology for the Implementation of the Benchmarking Process
• References
• 7. Customer Satisfaction Analyses
• 7.1. Customer Satisfaction
• 7.2. Customer Satisfaction Analyses
• 7.2.1. Preliminary Analysis
• 7.2.1.1. Goals Definition
• 7.2.1.2. Defining the Scope and Object of Investigation
• 7.2.1.3. The Definition of Quality Requirements of the Investigation
• 7.2.2. Planning of Methodological Aspects
• 7.2.2.1. The Choice of the Measuring System
• 7.2.2.2. Choice of Sample
• 7.2.2.3. The Choice of Methodology for Data Collection
• 7.2.2.4. Time Schedule
• 7.2.2.5. Cost and Resources Planning
• 7.2.3. Data Collection
• 7.2.4. Analysis of Results
• 7.3. The Servqual Method
• References
• 8. Failure Mode and Effect Analysis (FMEA)
• 8.1. Introduction
• 8.2. Risk Perception and Risk Priority Number (RPN)
• 8.3. Construction of an Fmea
• 8.4. Advantages and Problems in the Application of FMEA
• References
• 9. Lean Management
• 9.1. Lean Management: Some Introductory Concepts
• 9.2. Origins and Traits of Lean Management
• 9.3. The Lean Enterprise
• 9.4. Some Elements of Toyota’s Production System
• 9.4.1. Just-in-Time
• 9.4.1.1. Takt time
• 9.4.1.2. Production Leveling (Heijunka)
• 9.4.1.3. Line Balancing
• 9.4.1.4. Definition of Economic Lot of Production and SMED
• 9.4.1.5. Production Cells and Multiskilled Workers (Shojinka)
• 9.4.1.6. Workplace Organization (“5Ss”)
• 9.4.1.7. Pull System and Kanban System
• 9.4.1.8. JIT Delivery of Purchases
• 9.4.2. Autonomation (Jidoka)
• 9.4.3. Total Productive Maintenance (TPM)
• 9.5. Conclusion
• References
• 10. Six Sigma
• 10.1. Introduction
• 10.2. The Birth of Six Sigma
• 10.3. The Six Sigma Supporting Structure
• 10.4. The DMAIC Methodology
• 10.4.1. The DEFINE Phase
• 10.4.1.1. Project Selection
• 10.4.1.2. Collection of the Customer’s Voice
• 10.4.1.3. Process Mapping and Parameter Detection
• 10.4.2. The MEASURE Phase
• 10.4.3. The ANALYZE Phase
• 10.4.4. The IMPROVE Phase
• 10.4.5. The CONTROL Phase
• 10.5. Conclusion
• References
• 11. Process Mapping and Indicators
• 11.1. Processes, Functions, and Procedures
• 11.2. Process Identification
• 11.3. Organization Modeling
• 11.4. Development Team and Process Owner
• 11.5. Operational Tools and Practical Guidelines
• 11.6. Obstacles and Benefits of the Process Approach
• 11.7. Textual and Graphical Representations
• 11.8. Methods, Tools, Languages, and Rules
• 11.9. Process Mapping and Risk-Based Thinking
• 11.10. Process Indicators
• 11.11. Choice of Indicators
• 11.12. Building an Indicator
• 11.13. The Representation of Indicators
• 11.14. Implementation of the Indicator System
• 11.15. Indicators Development and Maintenance
• References
• 12. ISO 9000 Quality Standards
• 12.1. Historical Background
• 12.2. The Standards and Their Value
• 12.3. Standard Bodies
• 12.3.1. The International Organization for Standardization
• 12.3.2. European Committee for Standardization
• 12.4. The Standard Process
• 12.5. Certification Process
• 12.6. ISO 9001 Structure
• 12.7. Quality Management Principles
• 12.8. The Documentation
• 12.9. Other Areas of Innovation
• 12.9.1. Readability and Comprehension
• 12.9.2. Resources Management
• 12.9.3. Admitted Exclusion
• 12.9.4. Outsourcing
• 12.10. Benefits from ISO 9000’s Implementation
• References
• 13. ISO 14001
• 13.1. Environmental Management Systems
• 13.2. ISO 14000 Series
• 13.3. The ISO 14001:2015 Revision
• 13.4. ISO 14001: A Brief Literature Review
• 13.4.1. Antecedents
• 13.4.2. Process: The PDCA Cycle and Other Methods
• 13.4.3. Consequences on Performance
• 13.5 ISO 14001 Certification Process
• References
• 14. ISO 45001
• 14.1. Introduction
• 14.2. The Annex SL
• 14.3. The International Standard ISO 45001: 2018 – Definitions and General Aspects
• 14.4. Requirements and Implementation of an OHSMS
• 14.5. Certification of the OHSMS
• 14.6. Benefits of Adopting an OHSMS and Additional Benefits of Certification
• References
• Standards
• 15. ISO/IEC 27001
• 15.1. ISO/IEC 27001: An Introduction
• 15.2. History
• 15.3. Structure
• 15.3.1. Scope
• 15.3.2. Context of the Organization
• 15.3.3. Leadership
• 15.3.4. Planning
• 15.3.5. Support
• 15.3.6. Operation
• 15.3.7. Performance Evaluation
• 15.3.8. Improvement
• 15.3.9. Appendix A
• 15.4. Benefits of the Application of the ISO/IEC 27001
• 15.5. Process Scheme to Set up an ISMS
• 15.6. “Integrated Management System”
• References
• Normative references
• 16. SA 8000
• 16.1. Introduction
• 16.2. Structure of the Standard
• 16.2.1. Requirement 1: Child Labor
• 16.2.2. Requirement 2: Forced Labor
• 16.2.3. Requirement 3: Health and Safety
• 16.2.4. Requirement 4: Freedom of Association and Right to Collective Bargaining
• 16.2.5. Requirement 5: Discrimination
• 16.2.6. Requirement 6: Disciplinary Procedures
• 16.2.7. Requirement 7: Working Hours
• 16.2.8. Requirement 8: Remuneration
• 16.2.9. Requirement 9: Management System
• 16.2.9.1. Policy
• 16.2.9.2. Management Representative
• 16.2.9.3. Employees’ SA 8000 Representative
• 16.2.9.4. Management Review
• 16.2.9.5. Planning and Implementation
• 16.2.9.6. Control of Suppliers/Subcontractors and Subsuppliers
• 16.2.9.7. Addressing Concerns and Taking Corrective Action
• 16.2.9.8. Outside Communication and Stakeholder Engagement
• 16.2.9.9. Access for Verification
• 16.2.9.10. Records
• 16.3. SA 8000: Advantages and Obstacles
• 16.4. SA 8000, ISO 9001, and ISO 14001
• 16.5. SA 8000 and Other CSR Standards/Codes of Conduct
• References
• Index