Abstract
| Language | English |
|---|---|
| Title of host publication | Managing Quality |
| Subtitle of host publication | An Essential Guide and Resource Gateway |
| Editors | Barrie Dale, David Bamford, Ton van der Wiele |
| Publisher | Wiley |
| Pages | 301-310 |
| Number of pages | 10 |
| Edition | 6th |
| ISBN (Electronic) | 9781119130932 |
| ISBN (Print) | 9781119130925 |
| Publication status | Published - 2016 |
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Managing Quality : New Challenges. / Dale, Barrie; Bamford, Robert; Bamford, David; van der Wiele, A.
Managing Quality: An Essential Guide and Resource Gateway. ed. / Barrie Dale; David Bamford; Ton van der Wiele. 6th. ed. Wiley, 2016. p. 301-310.Research output: Chapter in Book/Report/Conference proceeding › Chapter
TY - CHAP
T1 - Managing Quality
T2 - New Challenges
AU - Dale, Barrie
AU - Bamford, Robert
AU - Bamford, David
AU - van der Wiele, A
PY - 2016
Y1 - 2016
N2 - This chapter puts forward the argument that there are two kinds of quality management – ‘old’ or classical quality management and ‘new’ quality management. The aim of classical quality management was to analyse errors and eliminate their causes and the associated variation by improved product and process design. In recent times a number of major changes have taken place, resulting in increased volatility in key areas of business which ‘old’ quality management has difficulty in addressing. These changes are being driven by developments in production operations, competitive pressure, the need for improved results from the financial market and reduction of buying points. This has led to pressure on prices, performance and innovation and the need for increased flexibility, agility and economics of scale, with a concentration on core competencies within the business. This situation demanded the development of a ‘new’ form of quality management.
AB - This chapter puts forward the argument that there are two kinds of quality management – ‘old’ or classical quality management and ‘new’ quality management. The aim of classical quality management was to analyse errors and eliminate their causes and the associated variation by improved product and process design. In recent times a number of major changes have taken place, resulting in increased volatility in key areas of business which ‘old’ quality management has difficulty in addressing. These changes are being driven by developments in production operations, competitive pressure, the need for improved results from the financial market and reduction of buying points. This has led to pressure on prices, performance and innovation and the need for increased flexibility, agility and economics of scale, with a concentration on core competencies within the business. This situation demanded the development of a ‘new’ form of quality management.
KW - Total quality management
UR - http://eu.wiley.com/WileyCDA/WileyTitle/productCd-1119130921.html
M3 - Chapter
SN - 9781119130925
SP - 301
EP - 310
BT - Managing Quality
A2 - Dale, Barrie
A2 - Bamford, David
A2 - van der Wiele, Ton
PB - Wiley
ER -