To lead a step quality

Editor presentation

• A complete guide which accompanies the reader step by step in the implementation by a step quality.
• A step specifies in 4 stages (inventory of fixtures, launching, improvement and piloting), illustrated of many examples and evidences.
• Conditions of success and shelves to be avoided at the time of the installation of each stage, method or tool.
• A support of formation directly usable.

The stakes of quality are multiple: satisfied and customers, intelligently mobilized human resources, participative management, efficient management, controlled brand image, increased competitiveness…

However, good number of firms and organizations always do not manage to instigate their structure, to energize it, to some extent to connect it customers. How to develop near each employee a frame of mind quality and a permanent will of improvement? How to give the direction of the customer to the whole of the firm? The objective of this guide is to help the reader to conceive and implement a step quality and to create this internal dynamics. He addresses himself to the people responsible for the policy quality in their firm, administration, or establishment: managing director, Director of quality, project manager; and with any person wishing to implement a step, tools or methods quality in its unity or quite simply to improve its professional practices.

With the synopsis

• Why a policy quality?

• Definition
• History of the steps of quality
• Stakes
• Principles of share
• Specificities of quality of service
• Thirteen
  In complement
  The quality system, ISO and tools

  On the same subject

  Production control A. Courteous, Mr. Pillet, C. Martin-Bonnefous

  system J. , D. Jones

  The Toyota model J.

  Chronicle, last bank notes of the

  Do managers, what play?
  Continuation of the bank note To control by the stakes? Easy to tell…

  But the official report is however right. It is true that too many projects stumble for lack of comprehensive view and follow-up of the strategic issues of . Only, this not by leaving some the total responsibility to the only data processing specialists that this problem will be solved. The decision makers must also take their share of responsibility. Too much often, the management and of the functional people responsible does not feel paradoxically concerned in addition to measurement by the good progress of the projects. Thus, with some happy exceptions, they take a care particular to be held with a sizeable distance of the technique.
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  Copyright: Alain FERNANDEZ ©1998-2008- All rights reserved

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