Competitive Quality Strategy

PREFACE ix

INTRODUCTION xi

CHAPTER 1. GENERAL PRINCIPLES OF COMPETITIVE QUALITY 1

1.1. What meaning should we attach to the term “quality”? 1

1.2. The role of quality in a company’s competitiveness 7

1.3. Conclusion 13

1.4. Summary of the basic ideas and concepts developed in this chapter 14

CHAPTER 2. THE DEFINITION OF A COMPETITIVE QUALITY TACTIC 17

2.1. Introduction 17

2.2. A company’s socio-economic exchange motor 19

2.3. The concept of a competitive quality tactic 22

2.4. The major stages when devising a competitive quality tactic 24

2.4.1. Collection of input data for the process of creation of a CQT 24

2.4.2. Modeling of the arrangement of the intended stakeholders 25

2.4.3. Identification of the stakeholders’ perceptions of competitive quality 25

2.4.4. Possible gains resulting from the creation of new perceptions of competitive quality 28

2.4.5. Identification of the characteristics of the stakeholders’ “quality comburant” 29

2.4.6. Evolution of offerings to trigger perceptions of competitive quality 33

2.4.7. The means to be mobilized and the constraints to be taken into account to produce quality carburants 34

2.4.8. The CQTs needing to be elaborated in interrelations with certain suppliers in order to obtain resources that the company does not have 36

2.5. The major stages in the drawing up of a competitive quality tactic in a domain of strategic activities 39

2.5.1. Collection of the input data for the process of elaboration of the CQT 39

2.5.2. The other stages of the process 39

2.6. An atypical example of a competitive quality tactic 41

2.7. Another example 42

2.8. Conclusion 43

2.9. Summary of the basic ideas and concepts developed in this chapter 45

CHAPTER 3. DEPLOYMENT OF A COMPETITIVE QUALITY TACTIC 51

3.1. Introduction 51

3.2. The technical functions of a competitive total quality process 52

3.3. The input data for deployment of a DSA’s CQT 55

3.4. The distribution of roles 56

3.5. The impact of a competitive quality tactic on quality marketing 57

3.6. The impact of a competitive quality tactic on the competitive quality carburant 60

3.7. The impact of a competitive quality tactic on the qualification of the system of production of quality carburant 65

3.8. The impact of a competitive quality tactic on the monitoring of perceived quality 67

3.9. The impact of a competitive quality tactic on the assurance of the company’s gains 68

3.10. The impact of a competitive quality tactic on improving the efficiency of a competitive total quality process 70

3.11. Conclusion 78

3.12. Summary of the basic ideas and concepts developed in this chapter 78

CHAPTER 4. THE CONDITIONS FOR SUCCESS OF A COMPETITIVE QUALITY TACTIC 85

4.1. Introduction 85

4.2. Raising the level of the system of production of a competitive quality tactic 87

4.3. Enhancing the value of the project to bring the system for production of competitive quality tactic up to scratch 90

4.4. The main markers of a quality culture 90

4.5. The amplifier of a CQT’s profitability 96

4.6. Conclusion 96

4.7. Summary of the basic ideas and concepts developed in this chapter 97

CHAPTER 5. SELLING A COMPETITIVE QUALITY TACTIC 101

5.1. Introduction 101

5.2. Input data for a CQCA 106

5.3. The major steps in the design of a competitive quality carburant amplifier 107

5.4. The major steps in regulating the production of a competitive quality carburant amplifier 110

5.5. Conclusion 112

5.6. Summary of the basic ideas and concepts developed in this chapter 112

CHAPTER 6. MANAGEMENT OF A COMPETITIVE QUALITY TACTIC 117

6.1. Introduction 117

6.2. Elaborating a competitive quality tactic 120

6.2.1. Finalizing the process of elaboration of a CQT 120

6.2.2. Imagining the scenario for the process 120

6.2.3. Designing the processor that will carry out the process 121

6.2.4. Qualifying the processor 124

6.2.5. Guiding the operation of the processor 124

6.2.6. Monitoring the maintenance of the processor’s capability 124

6.2.7. Enhancing the value of the processor’s potential to perform 124

6.2.8. Evaluating the processor’s performances 125

6.2.9. Constantly improving the way in which the CQT is elaborated 125

6.3. Deployment of a competitive quality tactic 125

6.3.1. Finalizing the processes 126

6.3.2. Imagining the scenarios for the processes 126

6.3.3. Designing the processor that will perform the processes 129

6.3.4. Qualifying the processor in charge of deploying the CQT 132

6.3.5. Guiding the processor’s function and ensuring its performances are maintained 132

6.3.6. Enhancing the value of the processor’s potential to perform 132

6.3.7. Ensuring the conformity of the processor’s activities with its objectives 133

6.3.8. Constantly improving the way in which a CQT is deployed 133

6.4. Running the process of design or transformations of the competitive quality carburant amplifiers 134

6.4.1. Finalizing the process 134

6.4.2. Imagining the scenario for the process 135

6.4.3. Designing the processor that will design the amplifier 137

6.4.4. Qualifying the processor in charge of designing or transforming the amplifier 140

6.4.5. Activating the processor and ensuring its performances remain high 140

6.4.6. Enhancing the value of the processor’s potential to perform 140

6.4.7. Evaluating the processor’s performances 141

6.4.8. Constantly improving the way in which an amplifier is designed or transformed 141

6.5. Application of a competitive quality tactic 141

6.5.1. Finalizing the processes 142

6.5.2. Imagining the scenario of the processes of application of a competitive quality tactic 142

6.5.3. Designing the processor which will apply a competitive quality tactic 144

6.5.4. Qualifying the processor in charge of applying the competitive quality tactic 147

6.5.5. Activating the processor and ensuring its performances remain high 148

6.5.6. Enhancing the value of the processor’s activities 148

6.5.7. Evaluating the processor’s performances 148

6.5.8. Constantly improving the way in which the application of a CQT is handled 148

6.6. Capitalization on feedback 149

6.7. Conclusion 149

6.8. Summary of the basic ideas and concepts developed in this chapter 149

GENERAL CONCLUSION 151

BIBLIOGRAPHY 153

INDEX 155

Pierre Maillard has a PhD in Mathematics and works as a Consultant specializing in innovation process quality management, strategic management of quality, improving the efficiency of service quality and the development of medical equipment.