Total Quality Management and Operational Excellence (5^th Ed.) Text with Cases

The notion of 'Quality' in business performance has exploded since the publication of the first edition of this classic text in 1989. Today there is a plethora of performance improvement frameworks including lean?Six Sigma and the latest version of ISO 9001, offering an often confusing variety of ways to achieve business excellence.

Quality guru John Oakland?s famous TQM model, in many ways a precursor to these frameworks, has evolved to become the ultimate holistic overview of performance improvement strategy. Incorporating the frameworks that succeeded it, the revised model redefines Quality by:

• Accelerating change
• Reducing cost
• Protecting reputation

The popular, practical, jargon-free writing style, along with ten supporting case studies, effortlessly ties the model to its real-life applications, making it easy to understand how to apply what you?ve learned to your practices and achieve sustainable competitive advantage.

Guiding readers through the language of TQM and OpEx and all their recent developments, including data analytics, this book sets out a clear way to manage change. This exciting update of a classic is all the busy student or professional will need to begin understanding how to manage Quality and achieve Operational Excellence.

Part 1: The Foundations of TQM 1. Understanding Quality 2. Models and Frameworks for Total Quality Management 3. Leadership and Commitment Part 2: Planning 4. Policy, strategy and goal deployment 5. Partnerships and resources 6. Design for quality Part 3: Performance 7. Performance measurement frameworks 8. Self-assessment, audits and reviews 9. Benchmarking and Change Management Part 4: Processes 10. Process management 11. Process re-design/engineering 12. Quality management systems 13. Continuous improvement – the basics 14. Continuous improvement – more advanced (incl Taguchi & Six Sigma) 15. Continuous improvement – lean systems Part 5: People 16. Human resource management 17. Culture change through teamwork 18. Communication, innovation and learning Part 6: Implementation 19. Implementing TQM

John S. Oakland is Chairman of The Oakland Group and Head of its Research and Education Division. John is also Emeritus Professor of Business Excellence and Quality Management at Leeds University Business School, UK. Over the past 40 years he has researched, taught and consulted in all aspects of quality management, operational excellence, strategic process management and business improvement in thousands of organizations.

Robert J. Oakland is Director of The Oakland Group. Robert works across the globe helping organizations improve the quality, cost and delivery of their products and services. His expertise is in bridging the gap between technology, operations and leadership teams to solve complex quality issues and ensure real change happens.

Michael A. Turner is Head of Profession at the Chartered Quality Institute (CQI). Previously, he was the Director of The Oakland Group, working globally to help organizations design and implement programmes to improve the quality, cost and delivery of products and services. He has worked on a range of projects to help organizations solve complex quality and operational issues.