Continuous Improvement

K. Muralidharan ()
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K. Muralidharan: M. S. University of Baroda, Department of Statistics, Faculty of Science

Chapter Chapter 13 in Six Sigma for Organizational Excellence, 2015, pp 517-532 from Springer

Abstract: Abstract The necessity of overall total quality management (TQM) is the essence of this chapter. Quality management is all about the systematic way of guaranteeing that organized activities happen the way they are planned. Hence, many old and new philosophies of quality management are discussed here. Among all, the Deming’s plan–do–check–act, which describes the basic logic of data-based project management and Crosby’s principle of “doing it right the first time,” is still relevant in organizations and institutions. Further, the quality trilogy philosophy of Juran and robust design of Taguchi are extensively used by managers globally for quality improvement. The cause-and-effect diagram introduced by Ishikawa is also used sporadically by all quality practitioners. This is all apart from the various systems used nationally and internationally. Many such quality improvement tools are included in this chapter.

Keywords: Prevention cost; Appraisal cost; Failure cost; Quality trilogy; Robust design; Lean Six Sigma; Zero defect (search for similar items in EconPapers)
Date: 2015
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Persistent link: https://EconPapers.repec.org/RePEc:spr:sprchp:978-81-322-2325-2_13

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DOI: 10.1007/978-81-322-2325-2_13

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