Vikas Kumar

Jose Arturo Garza-Reyes

Luis Rocha-Lona

Quality has quickly become one of the most important decision-making factors for consumers. And although organizations invest considerable resources into building the right quality management systems (QMSs), in many instances, the adoption of such quality improvement tools are just not enough. Building Quality Management Systems: Selecting the Right Methods and Tools explains exactly what directors, practitioners, consultants, and researchers must do to make better choices in the design, implementation, and improvement of their QMSs. Based on the authors’ decades of industrial experience working on business improvement projects for multinationals looking to design or improve their QMSs, the book discusses building QMSs based on two important organizational elements: needs and resources. It begins with an overview of QMSs and systems thinking and the impact of QMSs on financial performance. Illustrating the process management approach, it reviews the most well-known business and quality improvement models, methods, and tools that support a major QMS. The authors introduce their own time-tested methodology for designing, implementing, and enhancing your own QMS. Using their proven method, you will learn how to: Implement a strategic quality plan based on your specific needs, capabilities, cost–benefits, policies, and business strategies Select the right models, methods, and tools to be adopted as part of your QMS Understand the critical success factors and implementation challenges Evaluate the level of maturity of your QMS and your implementation efforts Highlighting the importance of quality as a way of life, this book supplies the understanding you’ll need to make the right choices in the development and deployment of your QMS. With a clear focus on business performance and process management, it provides the basis for creating the quality management culture required to become a world-class organization.

Selecting the Right Methods and Tools

Building Quality Management Systems

Anil Kumar

Syed Abdul Rehman Khan

Circular-Economy is a new concept in operations management. Its goal is to redefine growth, focusing on positive benefits arising for society as a whole out of efficiencies such as designing waste out the operations process. This book will help practitioners use the proper strategy for effective adoption of Circular practices to use in their organization. Features: Provides a complete understanding of Circular-Economy practices Offers advanced mathematical models to help industry management adopt the correct practices Presents a deep understanding of cross-functional and customer-focused design thinking Covers how to develop sustainable practices in all types of activities within operations management. Circular Economy for the Management of Operations will be of interest to practitioners and researchers in engineering as well as business management

Circular Economy for the Management of Operations

Fernando Gonzalez Aleu

This book is a reference for continuous improvement project (CIP) leaders/facilitators in manufacturing and service organizations, students (undergraduate and graduate), academics responsible to manage senior projects (Capstone Projects) and teaching quality courses, and researchers interested in how organizations could produce more effective and efficient continuous improvement initiatives and projects. The authors collected and analyzed information and results from CIPs they facilitated or co-advised, such as the improvement of the service level in a bottle manufacturing organization, reduction of changeover in a brewery manufacturing organization, reduction of ambulance response time, and reduction of scrap in a steel transformation manufacturing organization. Many of the CIPs were previously part of award-winning white papers documenting critical improvements. Throughout this book, readers will learn: different types of CIPs metrics to identify successful CIPs the 53 factors related to CIPs success How to manage CIPs Behaviors to achieve outstanding results from CIPs Three of the chapters are supplemented with three or more case studies. In addition, the final chapter includes a list of behaviors expected from directors, continuous improvement managers, CIP leaders/facilitators, and CIP team members to obtain the major benefits from CIPs.

Jose Arturo Garza-Reyes

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