A comprehensive quality planning model /
A plan creates the framework for the performance of a . system and its subsystems. These systems lead to the general functioning of an organization and should be performed according to the strategic plan. Unfortunately, this is not always the case. In general terms, traditional strategic planning ma...
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| Format: | Thesis Book |
| Language: | English |
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[Place of publication not identified] :
[publisher not identified] ;
1998.
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| Subjects: | |
| Online Access: | http://proxy.library.tamu.edu/login?url=http://proquest.umi.com/pqdweb?did=732834161&sid=1&Fmt=2&clientId=2945&RQT=309&VName=PQD |
| Summary: | A plan creates the framework for the performance of a . system and its subsystems. These systems lead to the general functioning of an organization and should be performed according to the strategic plan. Unfortunately, this is not always the case. In general terms, traditional strategic planning may be pictured as knowing the purpose of an organization and generating a set of targets and approaches for achieving it. For it to be effective, strategic planning must be the basis for generating a set of well- defined operations aligned with organizational goals and strategies. This task of generating effective plans has always been very difficult', it requires knowledge, time, patience, and persistence. It is the intent of this research to provide a systematic and rational approach to performing quality planning-to make planning less complex and more systematic through the use of quality function deployment (QFD) matrices, systems engineering concepts, quality management principles, and multi-attribute utility analysis. The general purpose of this research is to integrate these ideas and concepts, and to create a quality planning model that is well-structured and focuses on the voice of the customer and the needs of the organization. |
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| Item Description: | Vita. |
| Physical Description: | xii, 220 leaves : illustrations ; 28 cm. Issued also on microfiche from University Microfilm Inc. |
| Bibliography: | Includes bibliographical references: pages 175-180. |