Perspectives in Total Quality / Edition 1

by Michael J. Stahl

Overview

Based on customer responses to corporate change in the quality era, Perspectives in Total Quality offers readers contemporary analysis of how firms should act. The collection consists of 14 original chapters written by leading academics and practitioners in the field. They discuss topics such as global competition, ISO 9000, leadership development, customer focus, process management, and culture change.

A well-documented, scholarly approach will benefit readers who are seeking to improve their understanding of how customer response is shaping corporations. It will also help readers develop their own insights on how global competition through quality and re-organization can help them compete successfully in the next century.

Product Details

ISBN-13:	9780631208846
Publisher:	Wiley
Publication date:	05/04/1999
Series:	Total Quality Management
Pages:	420
Product dimensions:	6.25(w) x 9.30(h) x 1.14(d)

About the Author

Michael J. Stahl, PhD, is Program Director, Physician Executive MBA and Distinguished Professor of Management in the College of Business at the University of Tennessee at Knoxville. He has written 50 journal articles and authored, co-authored, or edited ten books in Strategy, Management and Total Quality.

Table of Contents

List of Figures.

List of Tables.

List of Contributors.

Acknowledgments.

1. Introduction: Michael J. Stahl (University of Tennessee at Knoxville).

Part I: Customers:.

2. Building Advantage Through Customer Value: Robert B. Woodruff and Sarah Fisher Gardial (University of Tennessee at Knoxville).

3. The Emerging Academic Research on the Link Between Total Quality Management and Corporate Financial Performance: A Critical Review: George S. Easton and Sherry L. Jarrell (Emory University).

4. Academic Culture and the American Quality Movement: Linking Fundamental Research and Quality Practice: Marietta L. Baba (Wayne State University).

Part II: Systems:.

5. High Performing Organizations: Garry J. Huysse (Procter & Gamble) and Sheron Kennedy (Lucent Technologies).

6. Organizational Culture and the TQ Organization: Kyle M. Lundby, Jacquelyn S. DeMatteo and Michael C. Rush (University of Tennessee at Knoxville).

7. An Organizational Model for Implementing a Total Quality Management System: Andrew G. Kemeny (Kemeny Consulting).

Part III: Processes:.

8. Process Management and Process Reengineering: William C. Parr (University of Tennessee at Knoxville).

9. The Role of Process Managers and Understanding Process Variation: Mary G. Leitnaker (University of Tennessee at Knoxville).

10. Design Quality and New Product Development Michael E. Kennedy (Lexmark International) and Carmen J. Trammell and Clement C. Wilson (University of Tennessee at Knoxville).

11. Product Development Speed and Quality: A New Set of Synergies? Barbara B. Flynn and E. James Flynn (Wake Forest University), Susan K. Amundson (Arizona State University) and Roger G. Schroeder (University of Minnesota).

12. Building the Lean Enterprise: Thomas G. Greenwood (Carrier Corporation) and Kenneth E. Kirby (University of Tennessee at Knoxville).

Part IV: Continuous Improvement and Assessment:.

13. Using the Baldridge Framework for Self-Assessment and Continuous Improvement: John P. Evans (University of North Carolina at Chapel-Hill).

14. Using ISO 9000 and the European Quality Award Approach to Improve Competitiveness: John J. Kirchenstein (University of Tennessee at Knoxville) and Reg Blake (British Standards Institution).

15. The Competitive Advantages of the TQM Firm: John W. Mogab (Southwest Texas) and William E. Cole (University of Tennessee at Knoxville).

Index.