1. CHAPTER 3 MANAGEMENT’S COMMITMENTS TO QUALITY AND PRODUCTIVITY

2. TOTAL QUALITY MANAGEMENT n Productivity, Quality, and Profitability u Quality defined as F totality of features and characteristics F of a product, or service, or process, or people F which impact on its ability F to satisfy stated or implied goals F or requirements of the producer or users of the outcomes

3. TOTAL QUALITY MANAGEMENT n Productivity, Quality, and Profitability u Eight Dimensions of Quality F performance F features F reliability F conformance F durability F serviceability F Aesthetics F Perceived Quality

4. TOTAL QUALITY MANAGEMENT n The Productivity, Quality, Profitability Link u improve quality u costs decrease because of fewer mistakes, less rework u productivity improves u capture more of the market u stay in business u provide more jobs and profits

5. THE TQM MODEL n Establish a Total Quality Culture n Define mission of each component in the organization n Set performance improvement standards/benchmarks n Establish improvement plans n Implement improvement plans n Evaluate n Review and Recycle

6. TOTAL QUALITY PIONEERS n G. S. Radford n Walter Shewhart n W. Edwards Deming n Joseph Juran n Armand Feigenbaum n Philip Crosby n Tom Peters

7. CREATING A TOTAL QUALITY CULTURE n Commitment from the Top n Commitment from the Middle n Commitment from the Bottom n Forging Partnerships--Internal and External n Quality Audits n Removal of Barriers

8. THE NATURE OF PRODUCTIVITY n Productivity Measures u output per hour u real gross domestic product u productivity change/percentage change

9. FACTORS AFFECTING PRODUCTIVITY u Government--spending, regulations, and capital investment u Employees--work ethic u Unions--partner or adversary u Management--partner or adversary u Research and Development--commitment to the future u Modern Manufacturing and Service Orientation u Time Management