Management Theory Review: 2024

April 22, 2024

Human Resource Management

Human Resource Management - Introduction - A Revision Article

Human Resource Planning and Recruitment - Review Notes of Bernardin's Chapter

Business Ethics

Business Ethics – Introduction

Moral Standards and Moral Judgments – Approaches

Financial, Cost and Management Accounting - Review Notes List

Kaizen Costing and Kaizen Cost Management

Role of Costing and Cost Accounting in the Organization

Variance Analysis, Flexible Budget and Management Control

Economic Theory of Production and Production Cost

Principles of Efficiency - Harrington Emerson

Engineering Economy or Engineering Economics: Economic Decision Making by Engineers

The Role of Accounting in Organizations

Accounting: The Language of Business - Review Notes

Valuation of Bonds and Equity Shares - Basic Principles and Models

Human Resource Management

Human Resource Management - Introduction - A Revision Article

The Role of Globalization in HR Policy and Practice - Review Notes

The Legal Environment of HRM - Review Notes

Work Analysis and Design -Bernardin HRM Chapter - Review Notes

Human Resource Planning and Recruitment - Review Notes of Bernardin's Chapter

Performance Management and Appraisal - Bernardin - Review Notes

Training and Development - Bernardin - Review Notes

Direct and Indirect Compensation - Review Notes

Managing the Employee Relationship - Review Notes

Employee Health and Safety - Review Notes

Human Resource Management - Review Articles

Value Engineering - Introduction

Plant Layout - Efficiency

Organizing for Industrial Engineering Department and Function

System Improvement Process

Total Industrial Engineering - H. Yamashina 30

Inspection Methods Efficiency Engineering

Operations Research - An Efficiency Improvement Tool for Industrial Engineers

Industrial Engineering - Introduction

Principles of Motion Economy

Motion Study - Human Effort Engineering

Ergonomics - Introduction

Predetermined Motion Time Systems (PMTS)

Statistical Quality Control – Industrial Engineering

Shigeo Shingo - The Japanese Industrial Engineer

Peter Drucker on Scientific Management - Industrial Engineering

Theories of Leadership

The concepts of Leadership and Management

Leadership Styles, Roles, Activities, Skills and Development - Review Notes

Political Strategies in Use for Acquiring and Using Power in Organizations

Lean Thinking - James Womack and Daniel Jones - Book Summary

Budget, Budgeting and Budgetary Control

Value Chain Analysis - IMA Guideline

Managerial Economics of Profit - Economics for CEO - Review Notes

Economics of Capital Budgeting - Joel Dean - Managerial Economics - Review Notes

Selling Process - 10 Steps

Selling Process – Prospecting

Sales Process – Call Planning

Interacting with the Prospect – Customer

Trial Close

Sales Closing Techniques

Service to Customer: Follow Up After The Sale

Marketing Strategy - Differentiating and Positioning the Market Offering

Philip Kotler - Keller Definition and Explanation of Marketing Management for 21st Century - 14th Edition

Marketing Channel Management – Important Issues

Sales Promotion

Analyzing Competitors

Marketing Public Relations

Scanning of Environment for Marketing Ideas and Decisions

Operations Strategy and Competitiveness - Review Notes

Process Analysis

Optimizing the Use of Resources with Linear Programming - Review Notes

Forecasting - Operations Management Review Notes

Job Design and Work Measurement - Review Notes

Product Design and Process Selection—Services - Review Notes

Total Quality Management: Focus on Six Sigma - Review Notes

Strategic Capacity Management - Operations Management Review Notes

Organizational Behavior

Organizational Behavior Book by Fred Luthans - Review Notes

Introduction to Organizational Behavior

Organization Behavior – History of Development of The Discipline

Organizational Behavior – Theoretical Frameworks

Globalization and Technology - Impact on Organizational Behavior - Review Notes

Reward Systems and Organizational Behavior - Review Notes

Perception and Attribution - Review Notes

Personality and Attitudes

Communication: Importance and Definition

Stress, Conflict and Negotiation Skills

Motivation

Power - The Concept and Theory in Organizational Behavior

Principles of Management

Principles of Management Revision/Review Articles - List

Management - Definition and Process

Evolution of Management Thought and Theory - Review Notes

Principles of Management – Koontz and O’Donnell

Planning - A Management Process

The Nature and Purpose of Planning - Review Notes

Leadership - Koontz and O'Donnell - Review Notes

Human Factors and Motivation - Koontz and O'Donnell

Managerial Skills

Supply Chain Management

Tailoring Strategy to Fit Specific Company - Industry Situation - Review Notes

Building Resource Strengths and Organizational Capabilities - Review Notes

Corporate Culture and Leadership - Keys to Effective Strategy Execution - Review Notes

Supply Chain Management: Review Notes Based on Chopra and Meindl's Book

Understanding the Supply Chain - Review Notes

Supply Chain Drivers and Obstacles - Review Notes

Supply Chain Performance: Achieving Strategic Fit and Scope - Review Notes
Facility Decisions: Network Design in the Supply Chain - Review Notes

Supply Chain Management - Coordination

Demand Forecasting in a Supply Chain - Review Notes

Determining Optimal Level of Product Availability - Review Notes

Aggregate Planning in the Supply Chain - Review Notes

Managing Economies of Scale in the Supply Chain: Cycle Inventory

Managing Uncertainty in the Supply Chain: Safety Inventory - Review Notes

Network Design in an Uncertain Environment

Designing the Distribution Network in a Supply Chain

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Updated 3 May 2019
2018 - 9 August 2018, 6 August 2018, 24 February, 10 February 2018,

2 April 2016

Mental Health in Work Place - Attention by Managers and HR Professionals

Updates 23.4.2024

https://www.ilo.org/global/topics/safety-and-health-at-work/areasofwork/mental-health-at-work/lang--en/index.htm

https://hbr.org/2020/08/8-ways-managers-can-support-employees-mental-health

https://hr.economictimes.indiatimes.com/news/trends/employee-experience/79-employees-feel-role-of-leadership-influences-mental-health-at-the-workplace-report/82181259

https://www.linkedin.com/pulse/mental-health-wellness-capelli-ma-ms-lpc-nce-lcdc-ci-cart/

May 2015

http://knowledge.wharton.upenn.edu/article/moving-beyond-the-stigma-of-mental-health-in-the-workplace/

“There is a lot of stigma around mental illness,” says Peter Cappelli, Wharton management professor and director of the school’s Center for Human Resources. There are still a lot of people who believe it is character rather than a physiological problem. Mental illness is not very well understood at this point in time.

A national campaign "Change Direction,” was launched to encourage Americans to care for their mental health and recognize the signs of emotional distress — withdrawal, agitation, hopelessness, decline in personal care and change in personality. The campaign targets the business and corporate community, with Booz Allen Hamilton a major partner with the message "“Whether an illness affects your heart, your leg or your brain, it’s still an illness."

ud. 23.4.2024

Pub. 4.6.2015

Health of Organization

WHAT IS A HEALTHY COMPANY?

May 19, 2021

by Dan Markovitz

https://www.markovitzconsulting.com/blog/what-is-a-healthy-company

12 April 2018
______________

______________

Uploaded Mile Madinah - A Management Institute
Presentation by Jim Laub
https://www.servantleaderperformance.com/about/dr-jim-laub/

Organizational health is also a concept of importance for top management.

Definitions of Organizational Health

For the organization, the definition of health may be stated as: a healthy organization is an organization which establishes and maintains a mutually beneficial relationship with its environment.

Organizational health is the capacity to deliver—over the long term—superior financial and operating performance. (McKinsey)

The capacity to deliver has to be improved along with using it deliver performance.
http://www.mckinsey.com/business-functions/organization/our-insights/the-hidden-value-of-organizational-health-and-how-to-capture-it

April 1, 2014 article

Even though many authors have not mentioned it, we can describe some characteristics of the organization as disease. An organization where the CEO is despised is a sick organization. No body can be a healthy CEO, who develops hatred in the employees of the organization. Leaders that means managers in the organization must have the capability to assemble followers. They should not become group leaders in organizations and create conflict between employees and create a context for fights, cases and dismissals. In majority of the commercial organizations where conflict among employees is started by the leaders are doomed to fail. There are leaders who join organizations of relative peace and stability but convert them into organizations of strife, mistrust and dissatisfaction.

Shaomin Huang and Gerald Ramey have proposed a method of measurement of organizational health through four propositions

PROPOSITION 1 (organizational effectiveness):
a) Strong attention to task orientation will lead to higher organization effectiveness.
b) A more involved work force will lead to higher organization effectiveness.
c) An increase in innovative practices among workers will lead to higher organization effectiveness.

d) Optimal interaction among the variables of innovation, involvement and task orientation (collectively, not individually) within the work force will improve organization

effectiveness.

PROPOSITION 2 (leadership):
a) An increase in appropriate supervisor support will lead to more leadership within the
organization.
b) A decrease in excessive control mechanisms will create more leadership within the
organization.
c) An increase in autonomy will increase leadership within the organization.

d) Optimal interaction among the variables of autonomy, control, and supervisor support

(collectively, not individually) within the work force will improve leadership in the

organization.

PROPOSITION 3 (team work efficiency):
a) Increased clarity in all communication will reduce destructive conflict in the organization.
b) An increase in cohesiveness among peers within the work force will decrease destructive
conflict in the organization.
c) A reasonable release in work pressure will decrease destructive conflict in the organization.
d) Optimal interaction among the variables of clarity, peer cohesion,and work pressure (collectively, not individually) within the work force will reduce excessive and
destructive conflict in the organization.

PROPOSITION 4:
Assessment on organization effectiveness, leadership, and team work efficiency showing multiple causalty effects is a valid and appropriate method of evaluating organizational health.

McKinsey - Measurement of Health of Organizations

McKinsey helps you to measure your Organizational Health Index

Healthy organizations perform better. In healthy companies, employees know where the organization is headed; understand how they fit into the strategy to get there; have the tools, capabilities, and motivation to execute; and are empowered to innovate and change.

The Organizational Health Index is a survey-based diagnostic. It has been deployed by more than 1,300 organizations worldwide. The data collected from employees and executive, provide the consultants and company managers to understand the underlying mind-sets and behaviors that drive performance. Country- and industry-specific benchmarks are available to compare like with like.

http://www.mckinsey.com/business-functions/organization/how-we-help-clients/organizational-health-index

A detailed article

http://www.mckinsey.com/business-functions/organization/our-insights/the-hidden-value-of-organizational-health-and-how-to-capture-it

For the CEO

http://chiefexecutive.net/your-companys-health-performance-is-not-enough/

Shaomin Huang and Gerald Ramey, "Organizational Health Assessment: a Romania Firm Case Study"

This article is part of #AtoZChallenge 2017 for Blogging Posts. My Theme for the Challenge is Top Management Challenges - Full List of Articles http://nraomtr.blogspot.com/2016/12/a-to-z-2017-blogging-challenge-top.html

To Know More About A to Z Blogging Challenge
http://www.a-to-zchallenge.com/

Blog posts visited today

Homemade: Theme values
https://queasypeasy.wordpress.com/2017/04/10/homemade-is-still-best/

A to Z of Happiness: H - Hope #atozchallenge @AprilA2Z
http://www.mysteriouskaddu.com/2017/04/a-to-z-of-happiness-hope.html

#AtoZchallenge Healthy Minds and Healthy Writers
https://operationawesome6.blogspot.com/2017/04/atozchallenge-healthy-minds-and-healthy.html

My comment on this blog.

Narayana Rao K.V.S.S. said...

Failing during learning. Failing during performing. Failing during learning is personal. We need to continue till we learn. Failing during performing has both personal and external components. We want the audience to enjoy. But they may not. We have to accept such failures as a part of the profession of performing. But personal failure to perform adequately is something we need to think through and pledge to avoid in the future. It may be through some relearning or advanced learning or through more rehearsals or through stricter quality control. We want some private audience to judge our performance. Whether it is up to standard or not. But we should not give up once we start any activity as a profession. For that matter even serious amateur initiatives. Perseverance is important for the ultimate success. There is nothing wrong in displaying learning board for a longer time. Thank you for the post. My post for the day for letter H is:
Health of Organization

H for Happiness- What is it like to be in the state of happiness and how to attain it?
http://www.medhanagur.com/state-of-happiness-how-to-be-happy/

H is for HORIZONS #AtoZ Poetry
https://poetryfromthelanai.blogspot.com/2017/04/h-is-for-horizons-atoz-poetry.html

#atozchallenge Letters to my Embryos: H is for Hospital
http://clicks-clan.blogspot.com/2017/04/atozchallenge-letters-to-my-embryos-h.html

Updated on 23.4.2024, 26.4.2022, 13 April 2018, 10 April 2017

March 2, 2024

Total Quality Control, 4th Ed. - Feigenbaum

Total Quality Control, 4th Ed. : Achieving Productivity, Market Penetration, and Advantage in the Global Economy

Publication date 30 Sep 2015

Table of contents

Part One: Business Quality Management

Chapter One: The Quality of Products and Services

Chapter Two: The Buyer Producer, and the New Marketplace

Chapter Three: Productivity, Technology, and the Internationalization of Quality

Chapter Four: What are the Factors in Controlling Quality and What are the Jobs of Quality Control

Part Two: The Total Quality System

Chapter Five: The Systems Approach To Quality

Chapter Six: Establishing the Quality System

Chapter Seven: Quality Cost: Foundations of Quality-Systems Economics

Part Three: Management Strategies for Quality

Chapter Eight: Organizing for Quality

Chapter Nine: Achieving Total Commitment to Quality

Part Four: Engineering Technology of Quality

Chapter Ten: Quality-Engineering Technology Chapter Eleven: Process-Control-Engineering Technology Chapter Twelve: Quality Information Equipment Engineering Technology

Part Five: Statistical Technology of Quality Chapter Thirteen: Frequency Distribution Chapter Fourteen: Control Charts Chapter Fifteen: Sampling Tables Chapter Sixteen: Special Methods Chapter Seventeen: Product Reliability

Part Six: Applying Total Quality Control in the Company

Chapter Eighteen: New Design Control

Chapter Nineteen: Incoming Material Control

Chapter Twenty: Product Control

Chapter Twenty One: Special Process Studies

To be rewritten

Summary of 3.2 Total Quality and Total Productivity

These new work patterns in today's offices and factories, are broadening the concentration of productivity from the traditional primarily factory-oriented attention to "more product and service output per unit of resource input" of the entire business system that includes the factory. The patterns are progressing toward a market-oriented business productivity concept measured by "more saleable, good-qualtty product and service output per unit of input."

No company is likely to be profitable today with a bad product. The product that cannot be sold because it does not have adequate consumer value, or one that must be recalled from the field because it is unreliable or unsafe, or one that must be too often returned for service-these are unproductive outputs of negative business value to the company that offered them. The economically meaningful business indicator of productive input-output efficiency for company management in today's markets is the degree to which product and service output provide customer quality satisfaction, with the corresponding positive impact upon product saleability.

This customer-oriented business productivity measure changes the focus of program planning attention. No longer is the emphasis solely upon techniques to improve factory work efficiency, as has been the case for more than 50 years and as important as this remains; it is now also focused upon the fact that achieving customer-oriented productivity requires the strong use of modern quality programs. These programs help to bring about fundamental changes in marketing and product planning actions, in conventional production practices, in traditional industrial engineering approaches, and in the practice of management itself.

This is an important part of the new approach increasingly being widely used by major companies throughout the world: Industrial productivity must focus upon the input-output effectiveness across the enttre scope of the company organization. Economists call the approach "total resource-factor productivity," or, simply, "total productivity."

Updated 3.3.2024

Posted 29.8.2022

February 21, 2024

Industrial Management - Business Management - Toyota Way of Management

Toyota Way is highlighted aspect of industrial management and business management practiced by Toyota. Toyota uses full knowledge of industrial management, business management and industrial engineering. It highlights certain aspects for more focus and intensive application.

Corporate Philosophy

Toyota Way 2001

Sharing the Toyota Way Values

The Guiding Principles at Toyota reflect the kind of company that Toyota seeks to be. The Toyota Way 2001 clarifies the values and business methods that all employees should embrace in order to carry out the Guiding Principles at Toyota throughout the company's global activities.

With the rapid growth, diversification and globalization of Toyota in the past decade, the values and business methods that had been passed on as implicit knowledge were identified and defined in 2001. Toyota is preparing to operate as a truly global company, guided by a common corporate culture.

In order to continue fulfilling its role as the backbone of all Toyota operations, the Toyota Way must evolve amid an everchanging business environment. Toyota will continue to update it in the future to reflect changes in the times.

The Toyota Way is supported by two main pillars: 'Continuous Improvement' and 'Respect for People'. We are never satisfied with where we are and always work to improve our business by putting forward new ideas and working to the best of our abilities. We respect all Toyota stakeholders, and believe the success of our business is created by individual effort and good teamwork.

Human Resources Development by the Toyota Institute

To promote sharing of the Toyota Way, the Toyota Institute was established in January 2002 as an internal human resources development organization.

Since 2003, overseas affiliates in North America (U.S.), Europe (Belgium), Asia (Thailand and China), Africa (South Africa) and Oceania (Australia) have established their own human resources training organizations modeled after the Toyota Institute.

https://www.toyota-global.com/company/history_of_toyota/75years/data/conditions/philosophy/toyotaway2001.html

Even when they highlight certain rules and principles, Toyota managers do take decisions and implement in deviation with them, if they are beneficial in the light of circumstances. They are very rational and apply all alternative decision making methods to problems.

Toyota makes efforts to adopt all new innovations in management and industrial engineering by monitoring developments in the subjects and acquiring understanding of them at various levels.

Industrial Engineering - Toyota Style Industrial Engineering

Toyota developed a version of industrial engineering which proved useful to them. They acknowledged the usefulness of industrial engineering and applied it rationally to their production system.

They monitor developments in engineering and industrial engineering and adopt them if appropriate. Toyota is presently updating its technologies, facilities, and processes to implement Industry 4.0 technology set.

https://nraoiekc.blogspot.com/2024/02/industrial-engineering-toyota-style.html

Free Download EBook (122 pages). 7800+ Downloads so far. MODERN INDUSTRIAL ENGINEERING. IE OF PRODUCTS, FACILITIES & PROCESSES - Maximum Customer Value. Minimum Cost Value. Minimum Facilities and Minimum Use of Facilities.

https://academia.edu/103626052/INTRODUCTION_TO_MODERN_INDUSTRIAL_ENGINEERING_Version_3_0

https://www.linkedin.com/posts/jeffreyliker_lean-mastery-insights-from-the-toyota-way-activity-7155561764871397376-gfla

https://www.linkedin.com/pulse/toyota-way-reflection-linh-l%C6%B0%C6%A1ng

https://www.linkedin.com/pulse/leading-learning-toyota-way-tracey-richardson

https://www.linkedin.com/pulse/20140629161825-6736549-developing-leaders-the-toyota-way

https://www.linkedin.com/pulse/toyota-way-still-relevant-nathan-lugo-montanez-7di8e/?trk=article-ssr-frontend-pulse_more-articles_related-content-card

https://www.linkedin.com/posts/bob-emiliani-660a72170_the-toyota-way-rip-activity-7159149316933120000-6xDe/

https://bobemiliani.com/the-toyota-way-rip/

https://bobemiliani.com/revisiting-the-toyota-way-2001/

https://emielvanest.nl/has-toyota-lost-its-way/

https://global.toyota/en/company/vision-and-philosophy/toyotaway_code-of-conduct/

Quality

https://www.toyota-global.com/company/history_of_toyota/75years/text/taking_on_the_automotive_business/chapter2/section7/item6_a.html

https://www.toyota-industries.com/csr/reports/items/p40-41.pdf

https://cdn.toyotauk.com/toyotauk/public/documents/our-approach-to-quality.pdf

https://www.toyota-industries.com/csr/reports/items/25-28e.pdf

https://www.toyota-global.com/company/history_of_toyota/75years/data/company_information/management_and_finances/management/tqm/change.html

January 24, 2024

Quality 4.0 - Introduction and Bibliography

Evolution of The Quality Management Philosophy and Practice

https://nraomtr.blogspot.com/2017/03/evolution-of-quality-management.html

QUALITY 4.0

"Quality 4.0" is a term that references the future of quality and organizational excellence within the context of Industry 4.0.

QUALITY 4.0 PRINCIPLES

People

Quality 4.0 is more than technology. It’s a new way for quality professionals to manage quality with the digital tools available today and understanding how to apply them and achieve excellence through quality. By speaking the digital language and making the case for quality in disruption, quality professionals can elevate their role from enforcers to navigators to successfully guide organizations through digital disruption and toward excellence.

Process

As more work is automated the need for flawless processes remains the same, if not more important. Existing processes will be broken and the need to educate the next generation of workers to implement new processes and strategies will be vital to not only the quality professional but also business operations. Quality is a vital link and should be included at the strategic level for sustainability during digital transformation.

Technology

Technology is growing 10 times faster than it used to, and organizations’ platforms, such as processes, systems, data, operations and governance, must keep pace. Technology also is a great leveler because it gives any individual with the right idea and intent the capability that previously was available only to large organizations. Quality professionals must move from data analyst roles to data wrangler roles by engaging with new technologies, understanding these technologic advancements and the potential outputs they create, and determining how and when to use them.

QUALITY 4.0 TOOLS

Artificial intelligence: computer vision, language processing, chatbots, personal assistants, navigation, robotics, making complex decisions.

Big data: infrastructure (such as MapReduce, Hadoop, Hive, and NoSQL databases), easier access to data sources, tools for managing and analyzing large data sets without having to use supercomputers.

Blockchain: increasing transparency and auditability of transactions (for assets and information), monitoring conditions so transactions don’t occur unless quality objectives are met.

Deep learning: image classification, complex pattern recognition, time series forecasting, text generation, creating sound and art, creating fictitious video from real video, adjusting images based on heuristics (make a frowning person in a photo appear to smile, for example).

Enabling technologies: affordable sensors and actuators, cloud computing, open-source software, augmented reality (AR), mixed reality, virtual reality (VR), data streaming (such as Kafka and Storm), 5G networks, IPv6, IoT.

Machine learning: text analysis, recommendation systems, email spam filters, fraud detection, classifying objects into groups, forecasting.

Data science: the practice of bringing together heterogeneous data sets for making predictions, performing classifications, finding patterns in large data sets, reducing large sets of observations to most significant predictors, applying sound traditional techniques (such as visualization, inference and simulation) to generate viable models and solutions.

Quality 4.0

A detailed article with multiple references from ASQC

https://asq.org/quality-resources/quality-4-0

What is Quality 4.0?

Based on phase one of our research, here is our working definition of Quality 4.0 (CQI - IRCA Japana):

Quality 4.0 is the leveraging of technology with people to improve the quality of an organisation, its products, its services and the outcomes it creates.

This definition sees quality professionals as having two roles:

To help organisations adopt and use digital technologies – so they create value for customers and other stakeholders

To adopt and use digital technologies in quality management – to effectively deliver governance, assurance and improvement

https://www.quality.org/quality-4-point-0

Quality 4.0: The Future of Quality?

Juran

June 15, 2019

https://www.juran.com/blog/quality-4-0-the-future-of-quality/

January 23, 2024

Evolution of The Quality Management Philosophy and Practice

New article found.

https://www.juran.com/blog/the-history-of-quality/

Ignoing F.W. Taylor is a blunder. It is only ignorance on the part of writers of the article.

Till 1800, production of goods and services was primarily done by single person owned or family owned facilities. The quality of the item was negotiated and set by the individual owner-operator who was in turn also responsible for producing the item. This phase, which continued till Taylor's publication of Shop Management, that is the time period up to 1900, is now called the period of ‘Operator Quality Control’. In operator quality control, controlling and improving quality of the product was aligned with the philosophy of pride in workmanship.

In the early days of factory of production, foreman became the most important managers of the factories. He is responsible for all management activities. So during the early days of factory production, a second phase of quality management evolved, which is now termed as the ‘Foreman Quality Control’ period. Supervisors are now responsible to ensure that quality was achieved. We can imagine that he is doing some inspection. Also, the operator may not be directly talking to the customer now. Foremen or supervisors controlled the quality of the product, and they were also responsible for the shop floor operations.

The next phase of quality is the ‘Inspection Quality Control’. With more complicated products and processes it became impossible for the foreman to keep close watch over the quality dimension. Inspectors were assigned to check the quality of a product after processing. Individual product standards were set, and any discrepancies between standard and actual product features was reported. Defective items were set aside as scrap, and few items with minor defects are reworked to meet the specified standard or specification. This practice was picked up by Taylor, and inspection or quality foreman became one of the functional foremen in Taylor's functional foremanship model. As we know, Taylor's function foremanship model was converted into line and staff model of management and inspection departments were established. They became very big also with plant level quality control or inspection head with many inspectors reporting to him.

In 1924, Walter A. Shewhart of Bell Telephone Laboratories introduced the concept of statistical charts to monitor variability of the process using measurements of product characteristics. These charts were called process control charts. In the latter half of 1920s, H. F. Dodge and H. G. Romig, also from Bell Telephone Laboratories, proposed acceptance sampling plans for inspection. These plans proposed the concept of samples for inspection, thus elimination 100 percent inspection and saving inspection time. It is a productivity improvement innovation in inspection. But, it was stated that sample based inspection will give similar rate of outgoing quality as 100% inspection was giving. Industrial engineers adopted sample inspection plans in their productivity improvement practice. During 1930’s application of acceptance sampling plans was in full flow in industries. In 1929, Walter Shewhart with the help of American Society for Testing Materials (ASTM), American Society of Mechanical Engineers (ASME), American Statistical Association (ASA), and Institute of Mathematical Statistics (IMS) created the joint committee for the development of statistical techniques for application in engineering industries.

http://nptel.ac.in/courses/110101010/

Total Quality Management: Focus on Six Sigma - Review Notes

Deming

If Japan Can, Why Can't We?

Deming's Big Hit TV Program in 1980 on NBC

__________________

https://www.youtube.com/watch?v=vcG_Pmt_Ny4

___________________

Selected Papers By Dr. W. Edwards Deming

Dr. Deming published over 170 articles, wrote numerous unpublished papers for his students and clients, and conducted hundreds of studies for clients. These and numerous other writings by Dr. Deming are in the National Archives, The Library of Congress (LOC) in Washington, DC.

https://deming.org/deming-articles/

Out of the Crisis

William Edwards Deming

MIT Press, 2000 - Business & Economics - 507 pages

Out of the Crisis, originally published in 1982, Deming offers a theory of management based on his famous 14 Points for Management.

Deming offers a theory of management based on his famous 14 Points for Management.

"Long-term commitment to new learning and new philosophy is required of any management that seeks transformation. The timid and the fainthearted, and the people that expect quick results, are doomed to disappointment."

According to W. Edwards Deming, American companies require nothing less than a transformation of management style and of governmental relations with industry. In Out of the Crisis, originally published in 1982, Deming offers a theory of management based on his famous 14 Points for Management. Management's failure to plan for the future, he claims, brings about loss of market, which brings about loss of jobs. Management must be judged not only by the quarterly dividend, but by innovative plans to stay in business, protect investment, ensure future dividends, and provide more jobs through improved product and service. In simple, direct language, he explains the principles of management transformation and how to apply them.

Previously published by MIT-CAES

https://books.google.co.in/books/about/Out_of_the_Crisis.html?id=i2lB09HvPpsC

Out of the Crisis, reissue

Front Cover

W. Edwards Deming

MIT Press, 16-Oct-2018 - Business & Economics - 448 pages

2 Reviews

Deming's classic work on management, based on his famous 14 Points for Management.

—from Out of the Crisis

In his classic Out of the Crisis, W. Edwards Deming describes the foundations for a completely new and transformational way to lead and manage people, processes, and resources. Translated into twelve languages and continuously in print since its original publication, it has proved highly influential. Research shows that Deming's approach has high levels of success and sustainability. Readers today will find Deming's insights relevant, significant, and effective in business thinking and practice. This edition includes a foreword by Deming's grandson, Kevin Edwards Cahill, and Kelly Allan, business consultant and Deming expert.

According to Deming, American companies require nothing less than a transformation of management style and of governmental relations with industry. In Out of the Crisis, originally published in 1982, Deming offers a theory of management based on his famous 14 Points for Management. Management's failure to plan for the future, he claims, brings about loss of market, which brings about loss of jobs. Management must be judged not only by the quarterly dividend, but by innovative plans to stay in business, protect investment, ensure future dividends, and provide more jobs through improved product and service. In simple, direct language, Deming explains the principles of management transformation and how to apply them.

https://books.google.co.in/books/about/Out_of_the_Crisis.html?id=RTNwDwAAQBAJ

The Essential Deming: Leadership Principles from the Father of Quality: by W. Edwards Deming (Author), Joyce Orsini (Editor), Diana Deming Cahill (Editor)

Juran

Juran on Quality by Design: The New Steps for Planning Quality Into Goods and Services

J. M. Juran, JOSEPH M AUTOR JURAN

Simon and Schuster, 04-May-1992 - Business & Economics - 538 pages

Building on the experiences of scores of companies and hundreds of managers, J.M. Juran, the world-renowned quality pioneer, presents a new, exhaustively comprehensive approach to planning, setting, and reaching quality goals. Employing three case examples which encompass the three major sectors of the economy -- service, manufacturing, and support, he offers a practical plan for companies to achieve strategic, market-driven goals by following a structural approach to planning quality.

Quality, according to Juran, has become a prerequisite for business success. He cites the loss of market share, failure of products, and waste as results of poor quality planning. Juran provides a set of universal steps which can be used in the basic managerial process to establish quality goals, identify customers, determine customer needs, provide measurement, and develop process features and controls to improve business tactics.

The author gives new emphasis to setting quality goals, planning in "multifunctional" processes, establishing data bases for quality planning, motivating managers and the work force, and introducing quality planning into organizations.

https://books.google.co.in/books?id=KPUXbZ2Hw1EC

Juran's Quality Handbook: The Complete Guide to Performance Excellence 6/e 6th Edition

The Lean Six Sigma Pocket Toolbook: A Quick Reference Guide to 100 Tools for Improving Quality and Speed: by Michael L. George (Author), John Maxey (Author), David Rowlands (Author), Mark Price (Author)

Quality 4.0

Quality 4.0 - Introduction and Bibliography

https://nraomtr.blogspot.com/2024/01/quality-40-introduction-and-bibliography.html

A detailed article with multiple references from ASQC

https://asq.org/quality-resources/quality-4-0

Updated 25.1.2024, 25.4.2022, 21.4.2022, 9.4.2022, 20 May 2021

Pub 25 March 2017

January 4, 2024

Intel - “IDM 2.0,” - A Major Evolution of Intel’s Integrated Device Manufacturing (IDM) model.

“IDM 2.0,” a major evolution of Intel’s integrated device manufacturing (IDM) model.

23 March 2021

https://www.intel.com/content/www/us/en/newsroom/news/idm-manufacturing-innovation-product-leadership.html#gs.35bhm6

Engineering the Future

During a virtual presentation on March 23, 2021, Intel CEO Pat Gelsinger outlined the company’s path forward to manufacture, design and deliver leadership products and create long-term value for stakeholders.

https://www.intel.com/content/www/us/en/newsroom/resources/engineering.html#gs.35fh1l

9 June 2021

https://www.intel.com/content/www/us/en/newsroom/news/idm2-strategy-defined-60-seconds.html#gs.35bhn7

11 October 2022

Intel Embraces an Internal Foundry Model

CEO Pat Gelsinger introduces an internal foundry model for both external customers and Intel product lines.

https://www.intel.com/content/www/us/en/newsroom/news/intel-embraces-internal-foundry-model.html#gs.35fj1n

17 Oct 2022

Intel’s Role as a Systems Foundry, Explained

Intel Foundry Services still makes silicon wafers for customers, but it does more than just that traditional foundry role.

At Intel Innovation in September, Gelsinger said Intel Foundry Services (IFS) is ushering in the “systems foundry era.” Instead of just supplying wafers to customers, which is the traditional foundry model, Gelsinger said Intel offers silicon, packaging, software and chiplets.

“IFS will usher in the era of the systems foundry,” he said, “marking a paradigm shift as the focus moves from system-on-a-chip to system in a package.”

https://www.intel.com/content/www/us/en/newsroom/news/intels-role-systems-foundry-explained.html#gs.35fzvw

21 March 2023

SANTA CLARA, Calif., March 21, 2023 – Intel Corporation today announced the appointment of Stuart Pann as senior vice president and general manager of Intel Foundry Services (IFS), Intel’s commercial foundry business. Pann will report to Intel CEO Pat Gelsinger and drive continued growth for IFS and its differentiated systems foundry offering, which goes beyond traditional wafer fabrication to include packaging, chiplet standards and software, as well as U.S.- and Europe-based capacity.

https://www.intel.com/content/www/us/en/newsroom/news/ifs-march-2023-news.html

29 March 2023

Four Takeaways from Intel’s Investor Webinar

Intel leaders focus on the company’s Data Center and Artificial Intelligence business unit with roadmap and progress updates.

https://www.intel.com/content/www/us/en/newsroom/news/four-takeaways-from-intel-investor-webinar.html#gs.35fmfg

31 May 2023

Intel Foundry Services Ushers in a New Era

New IFS leader shares his point of view on foundry progress, new collaborations and opportunities for success.

In April, Intel Foundry Services (IFS) and Arm announced a multigenerational agreement to enable chip designers to build low-power compute system-on-chip (SoCs) on Intel technology. We are excited to provide our customers with the opportunity to design their mobile SoCs on Intel’s leading-edge 18A process technology paired with the latest, most powerful Arm CPU core — the recently launched next-generation Cortex-X4 — for improved power and performance.

https://www.intel.com/content/www/us/en/newsroom/opinion/intel-foundry-services-ushers-new-era.html#gs.35fo59

21 June 2023

Intel Provides Update on Internal Foundry Model

New model represents fundamental change to operations aimed at unlocking significant value.

Intel leaders told analysts and investors during a webinar Wednesday that its transition to a new internal foundry model will be a key enabler to achieving its stated cost savings goal of more than $8-10 billion exiting 2025. In this new operating model, Intel’s internal product groups move to a foundry-style relationship with the company’s manufacturing group. As a result, company execs say they are projecting a broad class of increased efficiencies that will be reflected in greater profitability as Intel pursues its long-term ambition to achieve non-GAAP gross margins of 60%.

https://www.intel.com/content/www/us/en/newsroom/news/intel-update-internal-foundry-model.html#gs.35fpjj

Newroom Intel https://www.intel.com/content/www/us/en/newsroom/home.html#gs.35b5ny

Keyvan Esfarjani

@KeyvanEsfarjani

Chief Global Operations Officer

@Intel

| Shaping the future of #sustainable semiconductor #manufacturing | Purpose and people driven leader

https://twitter.com/KeyvanEsfarjani

https://www.linkedin.com/in/keyvanesfarjani/

Management Theory Review

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