TQM for purchasing management

목차 (Table of Contents)

• CONTENTS
• An Open Letter to Purchasing Managers and Their CEOs = xi
• Part 1. TQM's Impact on Purchasing
• 1. What Is Total Quality Management? = 3
• Introduction = 3
• TQM : A New Perspective = 4
• Imagining Optimum Results = 4
• TQM―A New Paradigm = 5
• TQM : A Working Definition = 7
• The Cost of Quality Is a Barometer of TQM = 8
• Summary = 11
• 2. Why Are We Talking About TQM? = 13
• Introduction = 13
• The Evolution of TQM = 14
• 1750-1900 : The Industrial Revolution = 14
• The World War Ⅱ Years : America's Triumph = 15
• 1950-1970 : U.S. Industrial Leadership = 16
• The 1970s : U.S. Industrial Decline = 17
• The 1980s : American Industrial Resurgence Begins = 18
• 1986 : The U.S. Defense Department's Assessment of Japanese Manufacturing Technology = 21
• TAT Recommendations = 24
• 1987-1988 : MIT Study Identifies Weaknesses in U.S. Industry = 26
• The 1990s : Is the Japanese Industrial Threat Receding? = 27
• Can We Be Successful at TQM? = 27
• Six U.S. Companies That Are Already Successful at TQM = 29
• How Do You Know If You've Made It? = 33
• 3. What Does TQM Mean to Purchasing? = 35
• Introduction = 35
• The Role of Purchasing = 37
• Acquisition Strategies = 38
• Supplier Relationships = 39
• Purchasing Performance Measurements = 40
• 4. What Are the Leaders Doing? = 43
• Introduction = 43
• Apple Computer = 45
• Bell & Howell = 45
• Black & Decker = 46
• Briggs & Stratton = 46
• Caterpillar = 46
• Chrysler = 46
• Corning = 47
• Cummins Engine = 47
• Delta Faucet = 48
• Ford = 48
• Harley-Davidson = 49
• Hawroth = 49
• Honda = 49
• IBM Rochester = 50
• ITT Defense = 51
• Kurt Manufacturing = 51
• McDonnell Aircraft = 51
• Morton & Company = 52
• Motorola = 52
• Navistar International = 52
• NCR = 53
• Outboard Marine = 53
• Raytheon Small Missile Division = 54
• Thiokol = 54
• Toyota = 55
• Westinghouse = 55
• Xerox = 56
• Yale Materials Handling = 58
• Summary = 59
• Part 2. A Model for Implementing TQM in Purchasing
• 5. Overview of the Implementation Model = 63
• Introduction = 63
• The Seven Basic Steps = 66
• Step 1 : Establishing the Management Environment = 66
• Step 2 : Understanding Purchasing's Customers and Their Needs = 66
• Step 3 : Determining the Purchasing Strategies = 66
• Step 4 : Determining Training Needs = 66
• Step 5 : Establishing and Training Teams = 67
• Step 6 : Developing Implementation Plans = 67
• Step 7 : Implementing, Monitoring, and Making Adjustments = 67
• 6. Step 1 : Establishing the Management Environment = 69
• Introduction = 69
• Establishing Purchasing Leadership = 72
• Establishing a Purchasing Vision = 73
• Obtaining and Demonstrating Long-Term Commitment = 74
• Using Disciplined Methodologies = 74
• The Lesons Learned = 75
• Summary = 76
• 7. Step 2 : Understanding Purchasing's Customers and Their Needs = 77
• Introduction = 77
• The Definition of Quality Function Deployment = 78
• Defining Purchasing's Customers = 79
• The QFD Process for Purchasing = 79
• Phase Ⅰ : Identifying the Voice of the Cstomer = 81
• Phase Ⅱ : Identifying Actions to Satisfy the VOC = 85
• Phase Ⅲ : Identifying Purchasing Strategies = 86
• Alternative Use of QFD for Purchasing = 90
• Lessons Learned in QFD Application = 91
• Summary = 91
• 8. Step 3 : Determining the Purchasing Strategies = 93
• Introduction = 93
• 1. Developing Strategic Relationships／Partnerships = 94
• A Definition of Strategic Partnerships = 94
• Strong Versus Weak Partnerships = 96
• Partnership Benefits = 97
• Starting a Partnership = 100
• Partnership Concerns = 101
• Partnership Lessons Learned = 103
• 2. Reducing the Suplier Base and／or Relying on Sole Sources = 104
• 3. Implementing Supplier Certification = 106
• Approaches to Certification = 106
• Certification Issues = 107
• The Downside to Certification = 108
• Certification and Liability = 109
• Ask the Suppliers = 109
• 4. Practicing Just-In-Time Purchasing = 110
• 5. Reducing Variability = 111
• Statistical Process Control : A Tool for Variability = 111
• Using a Variability Approach to Evaluate Suppliers = 112
• The Automobile Industry and Variability = 112
• 6. Improving Cash Management = 113
• 7. Benchmarking = 114
• APQC Benchmarking Clearinghouse = 115
• Who Are the Benchmark Companies? = 116
• Xerox : A Benchmark of Benchmarking = 117
• Preparations for Benchmarking = 118
• Xeorx's Ten-Step Benchmarking Process = 119
• AT &T'S Twelve-Step Benchmarking Process = 125
• Alcoa's Six-Step Benchmarking Process = 127
• Supply Management Is a Lucrative Benchmarking Area = 128
• Approaches to Benchmarking Supply Management(Purchasing) Performance = 128
• Purchasing Performance Benchmarks = 129
• Benchmarking and the Malcolm Baldrige Award = 130
• 8. Involving Suppliers in Design(Concurrent Engineering) = 130
• 9. Back to Basics = 131
• Summary = 131
• 9. Step 4 : Determining Training Needs = 133
• Introduction = 133
• The Education and Training Focus = 134
• Selecting the Education and Training Approach = 136
• Identifying Educatiion and Training Needs in the Purchasing Organization = 136
• Quality Training Methods for Purchasing = 137
• Identifying Dducation and Training Needs in the Supplier Community = 138
• Summary = 139
• 10. Step 5 : Establishing and Training Teams = 141
• Introduction = 141
• Improvement Teams Do Not Equal Quality Circles = 142
• Team Types and structures = 142
• Source-Selection and Commodity Teams = 144
• The Buyer = 144
• The Manufacturing Member = 145
• The Quality Member = 146
• The Production Planning and Control Member = 146
• Efficiency Improvement Teams = 147
• Team Members = 147
• Team Leaders = 147
• Team Process = 147
• Team Facilitators = 148
• Training Teams After They Are Formed = 149
• Lesson Learned = 149
• Summary = 150
• 11. Step 6 : Developing Implementation Plans = 151
• Introduction = 151
• TQM Implementation Gurus' Views On Suppliers = 153
• Phil Crosby = 153
• Bill Conway = 153
• Dr. W. E. Deming = 154
• Joe Juran = 154
• One Tested Approach to Implementation Planning = 155
• Identifying Improvement Opportunities and Developing Miniplans = 156
• Developing and Establishing Measurements = 157
• 12. Step 7 : Implementing, Monitoring, and Making Adjustments = 159
• Appendixes
• Appendix A. Does TQM Apply to Defense Contractors? = 163
• Introduction = 163
• DoD Actually Pushes TQM = 163
• Defense Contractors' Material and Purchasing Personnel Speak Out = 165
• Perceived Roadblocks for Defense Contractors = 167
• Summary = 168
• Appedix B. Measurement Techniques = 169
• Introduction = 169
• Use Metrics Cautiously = 169
• TQM-Type Measurements = 170
• Benchmarking = 170
• Litton's Ten-Step Benchmarking Process = 171
• Hamilton Standard's Use of "Arachnids" to Show Its Performance = 172
• The Comprehensive Index Approach = 172
• Value Added = 173
• The Work Value System to Measure Productivity = 173
• Comparable Productivity = 174
• ITT Defense's Productivity-Quality-Timeliness Approach = 175
• Step 1 : Identifying the Customers = 176
• Step 2 : Fact-Finding Meetings = 177
• Step 3 : Gathering Baseline Information = 177
• Appendix C. Purchasing and the Malcolm Baldrige Award = 181
• Introduction = 181
• The Baldrige Award Process = 182
• The Origin of the Award = 182
• Eligibility for the Award = 183
• The Application Process = 183
• The Examiners = 184
• The Confidentiality of Information = 184
• Qualifying for the Award = 185
• The Scoring Systems = 186
• Baldrige Award Statistics = 187
• The Debate on Baldrige = 188
• Purchasing and Baldrige = 188
• Item 5.4 Supplier Quality = 189
• Item 6.4 Supplier Quality Results = 192
• Hints for Applications = 193
• A Comparison of the Baldrige Award and the Deming Prize = 194
• Summary = 195
• Appendix D. ITT Defense's Supplier Readiness Assessment = 197
• Introduction = 197
• Using the Production Readiness Review = 198
• Day One : Introduction and Overview = 198
• Day One : Panel Discussions Begin = 199
• Day Two : Panel Discussions End／Debriefing = 199
• Using the Schedule Technique Evaluation Process = 202
• Appendix E. Strategies for Doing Business with Small Disadvantaged Businesses = 205
• Introduction = 205
• Background = 205
• Old Strategy = 206
• New Strategy = 207
• Top ManagementSupport = 208
• Annual Budget = 208
• Company-Wide Awareness = 209
• Formal Company Procedures = 209
• Mentor／Protege Program = 210
• Appendix F. Purchasing TQM-isms = 211
• Bibliography = 213
• Index = 219