Virtual and Innovative Quality Management Across the Value Chain: Industry Insights, Case Studies and Best Practices

Preface
Contents
About the Author
Acronyms and Abbreviations
1: Quality Management (QM)
1.1 Scope and Definition of QM
1.1.1 What Is Quality?
1.1.2 Quality Definition by Deming
1.1.3 Q-C-D Plus Alpha
1.2 Fit, Form, and Function
1.3 Quality Definition According to the ISO 9001:2015
1.4 Quality Across the Supply Chain Management (SCM)
1.4.1 Scope and Definition of SCM
1.4.2 Supply Risk Prevention and Mitigation
1.4.3 Methods of SCM Risk Evaluation
1.4.4 Sustainability in the SCM
1.4.5 Fair Trade in the Supply Chain
References
2: Integrated Management Systems (IMSs)
2.1 Scope of IMS
2.2 Advantages and Disadvantages when Using an IMS
2.2.1 Advantages of IMS
2.2.2 Disadvantages of IMS
2.3 Realization of IMS
References
3: Extended Reality (XR) in QM
3.1 Definition of Extended Reality (XR)
3.2 Creation of XR
3.3 Augmented Reality (AR)
3.4 Mixed Reality (MR)
3.5 Virtual Reality (VR)
References
4: Total Quality Management (TQM)
4.1 Introduction to TQM
4.2 TQM Strategy
4.3 TQM Principles
4.3.1 Principle 1: Holistic Approach
4.3.2 Principle 2: Team Activity Approach
4.3.3 Principle 3: Contribution of Employees
4.3.4 Principle 4: Execution of Risk Analysis
4.3.5 Principle 5: Data Visualization
4.4 TQM Success Factors
4.4.1 Introduction to TQM Success Factors
4.4.2 Customer-Driven and Customer-Centric Focus
4.4.3 Full Employee Involvement and Communication
4.4.4 100% Commitment of Leadership and Communication
4.4.5 Cross-Functional Improvement Teams
4.4.6 Process Approach
4.4.7 Integrated System
4.4.8 Strategic and Systematic Approach
4.4.9 Continual Improvement
4.4.10 Fact-Based and Evidence-Based Decision-Making
5: History and Evolution in Quality Management (QM)
5.1 Quality History and Developments
5.2 Advanced Quality and Product Planning (APQP)
5.3 Quality Assurance (QA)
5.4 Quality Control (QC)
5.4.1 Introduction to QC
5.4.2 Testing as Element of QC
5.4.3 QC Methods
5.4.3.1 X-Bar Chart
5.4.3.2 Taguchi Method
5.4.3.3 100% Inspection Method
5.4.4 Role of QC Inspectors
5.4.5 Benefits of QC
5.4.6 Examples of QC
5.5 Differences of QA and QC
5.6 Quality Improvement (QI)
5.7 Milestones in QM
5.7.1 Deming, Juran, and Japan
5.7.2 The American Total Quality Management Response
5.7.3 From QM Towards Total Quality Excellence
5.7.4 Quality Function as Central Interface in the Enterprise
5.7.5 TQM in Virtual and Digitized Value Chains
5.7.6 From QMS Towards Quality Improvement (QI)
Reference
6: Quality Management as Part of the Corporate Strategy
6.1 Strategic QM
6.2 Levels of Strategy
6.2.1 Corporate Strategy
6.2.2 Business Strategy
6.2.3 Functional Strategy
6.2.4 Alignment of Strategies
6.3 Strategic Triangle
6.4 Strategic Analysis: Where Are We?
6.4.1 Analyzing Important Factors
6.4.2 Analyzing the Environment
6.4.3 Analyzing the Industry
6.4.4 Analyzing the Strengths and Weaknesses
6.4.5 Analyzing the Core Competencies
6.5 Strategic Choice: Where Are We Going to?
6.5.1 Generic Strategies
6.5.2 5P Model by Henry Mintzberg
6.5.3 Boston Consulting Matrix (BCG Matrix)
6.5.4 Ansoff Matrix
6.5.4.1 Horizontal Diversification
6.5.4.2 Vertical Diversification
6.5.4.3 Lateral Diversification
6.5.5 Blue and Red Ocean Strategies
6.6 Strategic Implementation: How Do we Achieve this?
6.6.1 Assessment of Suitability, Acceptability, and Feasibility
6.6.2 Suitability
6.6.3 Acceptability
6.6.4 Feasibility
6.7 Strategic Pyramid
6.8 Mission and Vision
6.9 Goals and Objectives
6.10 Core Competencies
6.11 Strategies
6.12 Strategic Architecture
6.13 Control and Execution
References
7: Audits and Quality Management Systems (QMS)
7.1 Quality Management Systems (QMS)
7.1.1 Definition and Scope of QMS
7.1.2 Different Types of QMS
7.2 QMS: DIN EN ISO 9001:2015
7.3 Aviation QMS: EN/AS 9100
7.4 Automotive QMS: IATF 16949:2016
7.5 Railway QMS: ISO/TS 22163 (IRIS)
7.6 Healthcare QMS: DIN EN 15224
7.7 Medical QMS: ISO 13485
7.8 Telecommunications QMS: TL 9000
7.9 What Is an Audit?
7.10 System Audits
7.11 Process Audits
7.12 Product Audits
7.13 Control Audits
7.14 Other Audits
7.15 International Organization for Standardization
References
8: Quality Excellence Models
8.1 BSC, Balanced Scorecard
8.2 Better Strategic Planning
8.3 Improved Strategy Communication and Execution
8.4 Better Alignment of Projects and Initiatives
8.5 Better Management Information
8.6 Improved Performance Reporting
8.7 Better Organizational Alignment
8.8 Better Process Alignment
8.9 EFQM, European Foundation for Quality Management
8.9.1 Concept of the EFQM Excellence Model
8.9.2 Continuous Process
8.9.3 Self-Assessment
8.9.4 Application of the EFQM Excellence Model
8.10 Baldridge Excellence Model
8.11 Business Performance Improvement Resource Model (BPIR)
8.12 P2E Excellence Model
References
9: Cost of Quality (COQ)
9.1 What Are Cost of Quality (CoQ)
9.2 COQ Measurement and Identification
9.2.1 COQ Calculation Method
9.2.2 Cost of Good Quality (COGQ)
9.2.3 Cost of Poor Quality (COPQ)
9.3 COQ Optimization
9.3.1 Analyzing Prevention, Appraisal, and Failure
9.3.2 The Effect of Improving the QMS Processes on Quality Costs
9.4 Reduction of COQ and Quality Prevention
9.4.1 Failure Prevention Initiatives
9.4.2 Improving Work Instructions and Process Management
9.4.3 Implementing the Appropriate Training and Qualification Initiatives
9.4.4 Verifying Eqiupment Calibration
9.5 Reduction of Quality Cost of Appraisal
9.5.1 Initiatives for Reducing Quality Costs of Appraisal
9.5.2 Reducing Reliance on 100% Inspection
9.5.3 Introducing Automated Inspection
9.5.4 Automatic SPC
9.6 Appraisal Cost on Supplier Side
9.6.1 Introducing Measures on the Supplier Side
9.6.2 Source and Receiving Inspection Checks
9.7 Reducing Cost of Failures
9.7.1 Initiatives for Reducing the Cost of Quality Failures
9.7.2 Discrepancy Documentation
9.7.3 Workflow Routing and Flow Principle of Tasks
9.7.4 Failure Prevention and Rework
9.8 Cost of External Failures
9.9 Claim Management
9.10 Recalls and Retrofits
Reference
10: 5S Concept in Quality Management
10.1 Value-Added and Waste
10.2 Muda, Muri, and Mura
10.3 Ishikawa Diagram
10.4 5S Concept
10.5 TIMWOOD: Seven Types of Waste
10.5.1 Transportation
10.5.2 Inventory
10.5.3 Motion
10.5.4 Waiting
10.5.5 Overproduction
10.5.6 Overprocessing
10.5.7 Defects
References
11: Lean Production as Part of QM
11.1 Lean Production and Toyota Production System (TPS)
11.1.1 Introduction to the Lean Production System
11.1.2 Pull Principle
11.1.3 Tact Principle
11.1.4 Flow Principle
11.1.5 Zero-Defect Principle
11.2 Andon
11.3 Poka-Yoke
11.4 Gemba and Shop Floor Management
11.5 Shadow Boards
11.6 Health, Safety, Environment (HSE)
11.7 Overall Equipment Effectiveness (OEE)
11.8 Kanban
11.9 Supermarkets
11.10 Shisa Kanko
References
12: Quality Management on the Supply Side
12.1 Supply Side
12.2 QM Objectives in Supply
12.3 Managing the Supply Side
12.3.1 Supply Management Process
12.3.2 Supply Management Strategy
12.3.3 Supply Management Selection and Evaluation
12.3.4 Control Via Supplier Dashboard or Cockpit
12.3.5 Supply Risks
12.3.6 Method of Evaluation
References
13: Quality Management on the Demand Side
13.1 QM on the Demand Side
13.1.1 Introduction to Quality Management on the Demand Side
13.1.2 Quality by Using Efficient Consumer Response (ECR)
13.1.3 Vendor-Managed Inventory (VMI)
13.1.4 Enterprise Resource Planning Integration (ERP)
13.1.5 Quick Response (QR)
13.2 Incoterms 2020
Reference
14: Leadership in Quality Management
14.1 Leadership in QM
14.1.1 Tells
14.1.2 Sells
14.1.3 Suggests
14.1.4 Consults
14.1.5 Joins
14.1.6 Delegates
14.1.7 Abdicates
14.2 Empowerment and Jidoka in Modern QM
14.3 Autonomous Work Groups
14.4 Job Rotation
14.5 Job Enlargement and Job Enrichment
References
15: Transformation and Change Management in QM
15.1 Transformation and Change Management
15.2 Internal and External Reasons for Change Management
15.3 Kotter’s Change Management Model
15.4 ADKAR Change Management
References
16: Environmental, Social, and (Corporate) Governance (ESG) as Part of Quality Management
16.1 Definition of ESG
16.2 UN Initiative: Who Cares Wins
16.3 Standards and Regulations in ESG
References
17: Negotiations in QM
17.1 Negotiations in QM
17.1.1 Negotiation Competencies and Skills in QM
17.1.2 The A-6 Negotiation Concept for Successful Negotiations
17.2 Negotiation Manuscript in QM as Key Success Factor
17.3 Personalities and Roles in Negotiations
17.4 Summarizing the Success Factors for Negotiations in QM
References
18: Problem-Solving, Process, and Idea Creation Tools
18.1 Problem-Solving Tools
18.2 A3 Method
18.3 8D Method
18.4 Kepner–Tregoe
18.5 TRIZ
18.6 PDCA
18.7 Six Sigma
18.8 Value Stream Mapping
18.9 RPR Method
19: Creativity Tools in QM
19.1 Brainstorming
19.2 Mind Mapping
19.3 Design Thinking
19.3.1 The Concept of Design Thinking
19.3.2 Understanding and Empathizing
19.3.3 Defining a Point of View
19.3.4 Finding Ideas
19.3.5 Prototyping
19.3.6 Testing
19.3.7 Implementing
19.4 Scribble
19.5 Pecha Kucha
19.6 Action Learning
References
20: IT-Based QM
20.1 Industry 4.0 in QM
20.2 Artificial Intelligence (AI) in QM
20.2.1 AI Tools in QM
20.2.2 Autonomous Robots
20.2.3 Virtual Production and Supply Chains
20.2.4 Lean Simulations
20.2.5 System Integration
20.2.6 Internet of Things
20.2.7 Cybersecurity
20.2.8 Cloud Computing
20.2.9 Additive Manufacturing
20.2.10 Extended, Mixed, and Augmented Reality
20.2.11 Big Data
References
21: Future Outlook and Trends in QM
21.1 Agility and Adaptability in QM
21.2 Focus on Efficiency in QM
21.3 Centralized Data Management in QM
21.4 QM Backed by Lean Management and Six Sigma
21.5 Focus on Sustainability, ESG, and CSR in QM
21.6 Use of Sophisticated QM Software, AR, VR, and XR
21.7 Expanding Boundaries of QM
21.8 Accountability of QM as Driver of Customer Satisfaction in the Value Chain
21.9 Virtual Quality Management (VQM)
References