상세정보

Part 1. Introduction. The meaning of performance measurement systems in a quality context. Measuring total quality performance in all functions. The strategic management of quality: negative vs positive quality. Measurement for total customer satisfaction: the role of quality function deployment (QFD). Measuring for competitiveness: the role of benchmarking. Measurement for quality culture: the role of self-assessment tools. Performance improvement through performance appraisal. Quality policy deployment: the key driver for performance measurement. Implementing effective performance measurement systems. Linking performance measurement to bottom line results: where is the evidence? Part 2. Case studies in performance measurement. Florida Power and Light. Philips Taiwan. Motorola. IBM Rochester. Rank Xerox Corporation. Federal Express. Cadillac Motor Company. Milliken & Co. Wallace Co. Global Metallurgical Inc. Marlow Industries Inc. Solectron. Zytech Co. Granite Rock Co. Ritz-Carlton Hotel Co. Texas Instruments: Rank Xerox Ltd. Part 3. Bibliography.

정보제공 :

CONTENTS
Foreword = xi
Preface = xiii
Special acknowledgement = xviii
Part One : Measuring performance = 1
 1 Introduction = 3
  1.1 Is performance measurement a mystery? = 3
  1.2 The meaning of performance measurement = 4
  1.3 TQM - the trigger for better performance measurement systems = 4
 2 The meaning of performance measurement systems in a quality context = 6
  2.1 Mesurement : the umbilical cord = 6
  2.2 The evolution of financial measurement systems = 7
  2.3 Limitations of existing measurement techniques = 8
  2.4 The traditional approach to performance measurement = 9
  2.5 Economic models of performance measurement = 10
  2.6 Productivity measurement limitations = 11
  2.7 Shortcomings of performance to standard = 12
  2.8 Traditional and improvement measures : a comparison = 13
  2.9 Why do we need new measures? = 14
  References = 15
 3 Measuring TQ performance in all functions = 17
  3.1 Measurement in new product development(NPD) = 17
  3.2 Measurement in the supply chain = 22
  3.3 Measurement in Research and Development(R & D) = 25
  3.4 Performance measurement for customer satisfaction = 27
  3.5 Performance measurement for people productivity = 28
  References = 30
 4 The strategic management of quality : negative vs. positive quality = 31
  4.1 Benefiting from the use of quality = 31
  4.2 The evolution of TQM : moving from negative to positive quality = 31
  4.3 The concept of negative quality = 33
  4.4 The concept of positive quality = 33
  4.5 From crisis management to strategic quality management = 33
  4.6 Best practice in performance measurement = 34
  4.7 Effective management of positive quality = 35
  4.8 Effective measurement through goal deployment = 40
  4.9 Summary = 41
 5 Measuring for total customer satisfaction : the role of QFD = 43
  5.1 Introduction = 43
  5.2 Definition of QFD = 43
  5.3 How does QFD work? = 44
  5.4 What is the house of quality? = 44
  5.5 Reported benefits of QFD = 45
  5.6 Problems with the use of QFD = 48
  5.7 QFD : an enabling tool for performance measurement = 48
  5.8 The dynamics of QFD as an enabling tool for measurement = 50
  5.9 QFD - an integral tool of TQM = 53
  5.10 The measurement of speed and QFD = 54
  5.11 QFD : an integral part of performance measurement = 56
 6 Measuring for competitiveness : the role of benchmarking = 60
  6.1 The meaning and origins of benchmarking = 60
  6.2 Types of benchmarking = 62
  6.3 How does benchmarking work? = 63
  6.4 The link between benchmarking, TQM and competitiveness = 65
  6.5 Critical factors in benchmarking = 67
  6.6 The link between benchmarking and performance measurement = 68
  6.7 Integrating performance measurement with benchmarking : a methodology = 69
  6.8 Maintaining the effectiveness of the measurement - benchmarking blend = 70
 7 Measuring for quality culture : the role of self-assessment tools = 73
  7.1 Introduction = 73
  7.2 The Deming Prize = 74
  7.3 Criteria used for assessment of Deming Prize applications = 75
  7.4 Benefits of the Deming Prize = 79
  7.5 The Malcolm Baldrige National Quality Award(MBNQA) = 81
  7.6 Purpose of the MBNQA = 81
  7.7 Criteria for assessment of the MBNQA = 83
  7.8 Benefits of the MBNQA = 85
  7.9 The European Quality Award(EQA) = 87
  7.10 Other self-assessment frameworks = 88
 8 Performance improvement through performance appraisal = 93
  8.1 Introduction = 93
  8.2 How is performance appraisal used? = 93
  8.3 TQM and performance appraisal : are they two incompatible approaches? = 95
  8.4 Performance appraisal in Japan = 96
  8.5 Critical factors of performance appraisal in Japan = 97
  8.6 Process-based performance appraisal = 100
  8.7 Best practice performance appraisal = 101
  References = 107
 9 Quality policy deployment : the key driver for performance measurement = 108
  9.1 The link between quality policy deployment(QPD) and performance measurement = 108
  9.2 Defining quality policy deployment = 114
  9.3 Examples of quality policy deployment models = 114
  References = 125
 10 Inplementing effective performance measurement systems = 126
  10.1 Introduction = 126
  10.2 The meaning of TQ-based performance measurement = 127
  10.3 Benchmarking TQ-based performance measurement systems = 128
  10.4 Towards a more complete approach to performance measurement = 136
  10.5 Implementation strategy for performance measurement systems = 137
  10.6 People involvement = 138
  10.7 The auditing of performance measurement = 140
  10.8 The planning stages of performance measurement = 140
  10.9 The implementation of performance measurement systems = 141
  10.10 Performance measurement review procedures = 142
  References = 142
 11 Linking performance measurement to bottom line results : where is the evidence? = 144
  11.1 Introduction = 144
  11.2 Reports on TQM failures = 150
  11.3 Reports on TQM benefits-link with bottom line results = 151
  11.4 Process management vs. financial management = 161
  References = 162
Part Two : Case studies = 167
 Case A : Florida Power and Light = 167
 Case B : Philips Taiwan = 182
 Case C : Motorola = 195
 Case D : IBM Rochester = 204
 Case E : Rank Xerox Corporation = 209
 Case F : Federal Express Corporation = 218
 Case G : Cadillac Motor Company = 223
 Case H : Milliken & Co. = 229
 Case I : Wallace Co. = 233
 Case J : Globe Metallurgical Inc. = 238
 Case K : Marlow Industries Inc. = 242
 Case L : Solectron = 247
 Case M : Zytec Corp = 251
 Case N : Granite Rock Co. = 258
 Case O : Ritz-Carlton Hotel Co. = 261
 Case P : Texas Instruments : DSEG = 267
 Case Q : Rank Xerox Ltd = 276
Part Three : Endmatter = 285
 Bibliography = 287
 Index = 307