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1 quality management
Gen Mgtthe use of a program to ensure the production of highquality products. -
2 total quality management
Gen Mgta philosophy and style of management that gives everyone in an organization responsibility for delivering quality to the customer. Total quality management views each task in the organization as a process that is in a customer/supplier relationship with the next process. The aim at each stage is to define and meet the customer’s requirements in order to maximize the satisfaction of the final consumer at the lowest possible cost. Total quality management constitutes a challenge to organizations that have to manage the conflict between cost-cutting and the commitment of employees to continuous improvement. Achievement of quality can be assessed by quality awards and quality standards.Abbr. TQM -
3 quality manual
Gen Mgta document containing the quality policy, quality objectives, structure chart, and description of the quality system of an organization. A quality manual often explains how the requirements of a quality standard are to be met and identifies the person responsible for quality management functions. -
4 quality
Gen Mgtall the features and characteristics of a product or service that affect its ability to meet stated or implied needs. Quality can be assessed in terms of conforming to specification, being fit for purpose, having zero defects, and producing customer satisfaction. Quality can be managed through total quality management, quality standards, and performance indicators. -
5 management control systems
Gen Mgtmeasures, procedures, performance indicators, and other instruments used to check and regulate operations systematically. Management control systems are established to maintain management control on a routine basis, and can include budgets and budgetary controls, credit control, working procedures, inventory control, production processes, and quality measures or controls.The ultimate business dictionary > management control systems
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6 Japanese management
Gen Mgt, HRa management style with particular emphasis on employees and manufacturing techniques, to which the Japanese economic miracle that began in the 1960s is attributed. Japanese management practices have been studied in the rest of the world in the hope that the economic success they brought to Japan can be recreated elsewhere. These practices emphasize forming collaborations, particularly in times of uncertainty, human resources, closer superior-subordinate relationships, and consensus as a means of facilitating implementation. Richard Pascale and Anthony Athos suggested that the Japanese competitive advantage stemmed from skills, staff, and superordinate goals, the softer features identified by the McKinsey 7-S framework. Other dominant characteristics include people-centered management, loyalty to employees, just-in-time, kaizen, continuous improvement, quality control, total quality management, and the ideas of W. Edwards Deming. William Ouchi expounded Theory J and Theory Z, which demonstrated the differences between U.S. and Japanese styles of management. With the downturn in the Japanese economy in the 1990s, management practices were reappraised, and there emerged a focus on radical change as opposed to incremental improvement. Customers were offered less variety, there was a shift toward simplicity, and an alternative to consensus-based decision making was adopted, with individuals making decisions based on high-tech information systems. -
7 Malcolm Baldrige National Quality Award
Gen Mgtan award recognizing achievements in quality and business performance. The Malcolm Baldrige National Quality Award was launched by the U.S. government in 1987 to encourage American companies to publicize successful quality and improvement strategies, to adopt total quality management, and to encourage competitiveness. In assessing companies for the award, examiners allocate points in seven major areas: 1. Leadership, 2. Information and analysis, 3. Strategic planning, 4. Human resource development, 5. Process management, 6. Customer focus and satisfaction, 7. Business results. The Award also involves evaluation of companies according to three main factors: 1. What is the organization’s approach to achieving its goals: how does it attempt to achieve top-class performance? 2. How is this approach put into practice in the organization, what resources are being brought to bear, and how widespread is this action throughout the organization? 3. What evidence is there to demonstrate that improvements are really taking place?The ultimate business dictionary > Malcolm Baldrige National Quality Award
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8 operations management
Opsthe maintenance, control, and improvement of organizational activities required to produce goods or services for consumers. Operations management has traditionally been associated with manufacturing activities but can also be applied to the service sector. The measurement and evaluation of operations is usually undertaken through a process of business appraisal. Efficiency and effectiveness may be monitored by the application of ISO 9001 quality systems, or total quality management techniques. -
9 scientific management
Gen Mgt, HRan analytical approach to managing activities by optimizing efficiency and productivity through measurement and control. Scientific management theories, attributed to Frederick Winslow Taylor, dominated the 20th century, and many management techniques such as benchmarking, total quality management, and business process reengineering result from a scientific management approach. Other figures such as Henry Gantt and Frank and Lillian Gilbreth were firmly in the scientific school and furthered its influence, particularly through the time and motion study. Such was the dominance of Taylor’s influence that scientific management is also known as Taylorism. The main criticism of Taylorism is that it degenerated into an inhumane and mechanistic approach to working, treating people like machines. -
10 environmental management system
Gen Mgta procedure to manage and control an organization’s impact on the environment. An environmental management system is part of an organization’s environmental management practice. It includes creation of an environmental policy, which sets objectives and targets a program of implementation, effectiveness monitoring, problem correction, and system review. An environmental management system should also identify key resources and holders of responsibility for determining and implementing environmental policy. Systems for environmental management have been formalized in the ISO 14000 quality standards.Abbr. EMSThe ultimate business dictionary > environmental management system
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11 supervisory management
Gen Mgt, HRthe most junior level of management within an organization. Supervisory management activities include staff recruitment, handling day-to-day grievances and staff discipline, and ensuring that quality and production targets are met. -
12 activity based management
Gen Mgta management control technique that focuses on the resource costs of organizational activities and processes, and the improvement of quality, profitability, and customer value. This technique uses activity based costing information to identify strategies for removing resource waste from operating activities. Main tools employed include: strategic analysis, value analysis, cost analysis, life-cycle costing, and activity based budgeting.The ultimate business dictionary > activity based management
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13 Juran, Joseph Moses
(b. 1904) Gen MgtRomanian-born engineer and consultant. Introduced ideas on total quality management to Japan and later, like W. Edwards Deming, to the West. Juran’s methods, first published in Quality Control Handbook (1951), center on building a customerfocused organization through planning, control and improvement, and good people management.Juran trained as an electrical engineer, worked for Western Electric in the 1920s, becoming quality manager at their Chicago plant, and later went to work for AT&T. In 1953, he made his first visit to Japan, where he spent two months observing Japanese practices and training managers and engineers in what he called managing for quality. For the next quarter of a century, Juran continued to give seminars on the subject of quality throughout the world. In 1979 he founded the Juran Institute to spread and facilitate the implementation of quality management programs worldwide. -
14 EFQM Excellence Model
Gen Mgta framework that can be used to assess a company’s achievement of business excellence. The European Foundation for Quality Management (EFQM) was founded in the late 1980s by leading companies in Western Europe that saw a need for the implementation of a quality award in Europe. EFQM launched the European Quality Award in 1991. In the United Kingdom, the British Quality Foundation promoted the model, now often referred to as the Business Excellence Model. The model was revised in 1999 and renamed the EFQM European Excellence Model. The model focuses on all the key elements that sustain business success, and incorporates nine criteria that cover all aspects of business. -
15 EFQM European Excellence Award
Gen Mgta framework that can be used to assess a company’s achievement of business excellence. The European Foundation for Quality Management (EFQM) was founded in the late 1980s by leading companies in Western Europe that saw a need for the implementation of a quality award in Europe. EFQM launched the European Quality Award in 1991. In the United Kingdom, the British Quality Foundation promoted the model, now often referred to as the Business Excellence Model. The model was revised in 1999 and renamed the EFQM European Excellence Model. The model focuses on all the key elements that sustain business success, and incorporates nine criteria that cover all aspects of business.The ultimate business dictionary > EFQM European Excellence Award
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16 excellence
Gen Mgt, Opsa state of organizational performance achieved through the successful integration of a variety of operational and strategic elements that enables an organization to become one of the best in its field. Excellence is initially evident when an organization rises above its competitors, and it is usually measured by the ability to sustain a leading or significant market share. The strategic and operational elements contributing to excellence include the organization’s approach to total quality management, quality assurance, quality awards and quality standards, core competency, benchmarking, customer service, the balanced scorecard, and leadership. Taken altogether, these components should produce an organizational approach to the generation, development, and delivery of products and services that is better, cheaper, and smarter than that of the competition. Attempts at becoming an excellent organization have spawned terms such as best practice, bestin-class, and world class manufacturing and are usually associated with a holistic approach to competitive advantage. -
17 Feigenbaum, Armand Vallin
(b. 1920) Gen MgtU.S. manager and author. Originator of the concept of total quality control, the forerunner of total quality management. In Quality Control (1951), Feigenbaum argued that quality should be a companywide process.The ultimate business dictionary > Feigenbaum, Armand Vallin
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18 Six Sigma
Opsa data-driven method for achieving near perfect quality. Sigma is the Greek letter used to denote standard deviation, or measure of variation from the mean, which in production terms is used to imply defect. The greater the number of sigmas, the fewer the defects. In true Six Sigma environments, companies operate at a quality level of six standard deviations from the mean, or at a defect level of 3.4 per million. Six Sigma analysis can be focused upon any part of production or service activities, and has a strong emphasis on statistical analysis in design, manufacturing, and customer-oriented activities. It is based on statistical tools and techniques of quality management developed by Joseph Juran. It was pioneered in the United States by Motorola, and subsequently became much more popular in the 1990s after its adoption by General Electric under Jack Welch. -
19 continuous improvement
Gen Mgt, Opsthe seeking of small improvements in processes and products, with the objective of increasing quality and reducing waste. Continuous improvement is one of the tools that underpin the philosophies of total quality management and lean production. Through constant study and revision of processes, a better product can result at reduced cost. Kaizen has become a foundation for many continuous improvement strategies, and for many employees it is synonymous with continuous improvement. -
20 incrementalism
Gen Mgta collective term for the many initiatives of the 1980s and 1990s that took a small-step approach to improving quality and productivity and reducing costs. Incrementalism encompasses initiatives such as total quality management, continuous improvement, and benchmarking. Although incrementalism originally provided a source of competitive advantage, it is generally recognized today that a more radical approach is required.
См. также в других словарях:
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