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