cmq primer review

THEMANAGER OF QUALITY

PRIMER

THE MANAGER OF QUALITYORGANIZATIONAL EXCELLENCE

PRIMER

Alternate Title:

© 2013 by Glenn Gee, Wes Richardson & Bill WortmanAll rights reserved

Seventh Edition

CMQ Primer ContentsI. CERTIFICATION OVERVIEW . . . . . . . . . . . . . . . . . . . . . . I-1

CERTIFIED MANAGER OF QUALITY EXAM . . . . . . . I-3CMQ BODY OF KNOWLEDGE . . . . . . . . . . . . . . . . . I-7

II. LEADERSHIP . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . II-1ORGANIZATIONAL STRUCTURES & CULTURE . . . . . II-2LEADERSHIP CHALLENGES . . . . . . . . . . . . . . . . . . . . II-9

LEADER ROLES AND RESPONSIBILITIES . . . . . . II-9MANAGER ROLES AND RESPONSIBILITIES . . . II-12CHANGE MANAGEMENT . . . . . . . . . . . . . . . . . . . . II-17LEADERSHIP TECHNIQUES . . . . . . . . . . . . . . . . . II-31EMPOWERMENT . . . . . . . . . . . . . . . . . . . . . . . . . . II-46

TEAMS AND TEAM PROCESSES . . . . . . . . . . . . . . . . II-50TYPES OF TEAMS . . . . . . . . . . . . . . . . . . . . . . . . . II-50TEAM DEVELOPMENT STAGES . . . . . . . . . . . . . . II-54TEAM BUILDING TECHNIQUES . . . . . . . . . . . . . . II-57TEAM ROLES AND RESPONSIBILITIES . . . . . . . II-65TEAM PERFORMANCE & EVALUATION . . . . . . . II-71

ASQ CODE OF ETHICS . . . . . . . . . . . . . . . . . . . . . . . . II-75REFERENCES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . II-78

III. STRATEGIC DEVELOPMENT . . . . . . . . . . . . . . . . . . . . III-1STRATEGIC PLANNING MODELS . . . . . . . . . . . . . . . . III-2BUSINESS ENVIRONMENT ANALYSIS . . . . . . . . . . . III-12

SWOT ANALYSIS . . . . . . . . . . . . . . . . . . . . . . . . . . III-12MARKET FORCES . . . . . . . . . . . . . . . . . . . . . . . . . III-17STAKEHOLDER ANALYSIS . . . . . . . . . . . . . . . . . . III-20TECHNOLOGY . . . . . . . . . . . . . . . . . . . . . . . . . . . . III-24INTERNAL CAPABILITY ANALYSIS . . . . . . . . . . . III-28LEGAL AND REGULATORY FACTORS . . . . . . . . III-33

STRATEGIC PLAN DEPLOYMENT . . . . . . . . . . . . . . . III-38ACTION PLANS . . . . . . . . . . . . . . . . . . . . . . . . . . . III-38RESOURCE ALLOCATION . . . . . . . . . . . . . . . . . . III-42PERFORMANCE MEASUREMENT . . . . . . . . . . . . III-47QUALITY STRATEGIC DEPLOYMENT . . . . . . . . . III-50

REFERENCES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . III-55

IV. MANAGEMENT SKILLS . . . . . . . . . . . . . . . . . . . . . . . . . IV-1MANAGEMENT SKILLS AND ABILITIES . . . . . . . . . . . IV-2

PRINCIPLES OF MANAGEMENT . . . . . . . . . . . . . . IV-3MANAGEMENT THEORIES & STYLES . . . . . . . . . . IV-5INTERDEPENDENCE OF FUNCTIONS . . . . . . . . . IV-19HUMAN RESOURCES MANAGEMENT . . . . . . . . . IV-26FINANCIAL MANAGEMENT . . . . . . . . . . . . . . . . . . IV-40RISK MANAGEMENT . . . . . . . . . . . . . . . . . . . . . . . IV-52KNOWLEDGE MANAGEMENT . . . . . . . . . . . . . . . IV-59

COMMUNICATION SKILLS . . . . . . . . . . . . . . . . . . . . . IV-65COMMUNICATION TECHNIQUES . . . . . . . . . . . . . IV-65INTERPERSONAL SKILLS . . . . . . . . . . . . . . . . . . . IV-70GLOBAL COMMUNICATIONS . . . . . . . . . . . . . . . . IV-74COMMUNICATIONS AND TECHNOLOGY . . . . . . IV-77

PROJECT MANAGEMENT . . . . . . . . . . . . . . . . . . . . . . IV-83PROJECT MANAGEMENT BASICS . . . . . . . . . . . . IV-83PROJECT PLANNING AND ESTIMATION . . . . . . . IV-87MEASURE PROJECT ACTIVITY . . . . . . . . . . . . . IV-100PROJECT DOCUMENTATION . . . . . . . . . . . . . . . IV-106

REFERENCES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . IV-108

V. QUALITY SYSTEMS AND MODELS . . . . . . . . . . . . . . . V-1QUALITY SYSTEMS . . . . . . . . . . . . . . . . . . . . . . . . . . . . V-2

QUALITY MISSION AND POLICY . . . . . . . . . . . . . . V-2QUALITY PLANNING AND DEPLOYMENT . . . . . . . V-7QUALITY SYSTEM EFFECTIVENESS . . . . . . . . . . V-12

QUALITY MODELS AND THEORIES . . . . . . . . . . . . . . V-17PERFORMANCE EXCELLENCE CRITERIA . . . . . V-17ISO AND OTHER STANDARDS . . . . . . . . . . . . . . . V-25OTHER QUALITY METHODOLOGIES . . . . . . . . . . V-36QUALITY PHILOSOPHIES . . . . . . . . . . . . . . . . . . . V-45

REFERENCES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . V-66

VI. MANAGEMENT TOOLS . . . . . . . . . . . . . . . . . . . . . . . . . VI-1PROBLEM SOLVING TOOLS . . . . . . . . . . . . . . . . . . . . . VI-2

THE SEVEN CLASSIC QUALITY TOOLS . . . . . . . . VI-2BASIC MANAGEMENT & PLANNING TOOLS . . . VI-19PROCESS IMPROVEMENT TOOLS . . . . . . . . . . . VI-34INNOVATION AND CREATIVITY TOOLS . . . . . . . VI-51COST OF QUALITY (COQ) . . . . . . . . . . . . . . . . . . . VI-66

PROCESS MANAGEMENT . . . . . . . . . . . . . . . . . . . . . VI-78PROCESS GOALS . . . . . . . . . . . . . . . . . . . . . . . . . VI-78PROCESS ANALYSIS . . . . . . . . . . . . . . . . . . . . . . VI-82LEAN TOOLS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . VI-86THEORY OF CONSTRAINTS (TOC) . . . . . . . . . . VI-110

REFERENCES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . VI-115

VII. MEASUREMENT TOOLS . . . . . . . . . . . . . . . . . . . . . . . VII-1STATISTICAL USAGE . . . . . . . . . . . . . . . . . . . . . . . . . VII-2SAMPLING . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . VII-10STATISTICAL ANALYSIS . . . . . . . . . . . . . . . . . . . . . . VII-21MEASUREMENT SYSTEM ANALYSIS . . . . . . . . . . . VII-41TREND AND PATTERN ANALYSIS . . . . . . . . . . . . . . VII-44PROCESS VARIATION . . . . . . . . . . . . . . . . . . . . . . . . VII-50PROCESS CAPABILITY . . . . . . . . . . . . . . . . . . . . . . . VII-53RELIABILITY TERMINOLOGY . . . . . . . . . . . . . . . . . . VII-60QUALITATIVE ASSESSMENT . . . . . . . . . . . . . . . . . . VII-68REFERENCES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . VII-71

VIII. CUSTOMER FOCUSED ORGANIZATIONS . . . . . . . . VIII-1CUSTOMER IDENTIFICATION . . . . . . . . . . . . . . . . . . . VIII-2

INTRODUCTION . . . . . . . . . . . . . . . . . . . . . . . . . . . VIII-2INTERNAL CUSTOMERS . . . . . . . . . . . . . . . . . . . . VIII-4EXTERNAL CUSTOMERS . . . . . . . . . . . . . . . . . . VIII-10CUSTOMER SEGMENTATION . . . . . . . . . . . . . . . VIII-14

CUSTOMER RELATIONSHIP MANAGEMENT . . . . . VIII-16CUSTOMER NEEDS . . . . . . . . . . . . . . . . . . . . . . . VIII-16CUSTOMER SATISFACTION & LOYALTY . . . . . VIII-25CUSTOMER SERVICE PRINCIPLES . . . . . . . . . . VIII-40MULTIPLE CUSTOMER MANAGEMENT . . . . . . VIII-46

REFERENCES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . VIII-50

IX. SUPPLIER MANAGEMENT . . . . . . . . . . . . . . . . . . . . . . IX-1SUPPLIER SELECTION . . . . . . . . . . . . . . . . . . . . . . . . . IX-2SUPPLIER COMMUNICATIONS . . . . . . . . . . . . . . . . . . IX-9SUPPLIER PERFORMANCE ASSESSMENT . . . . . . . IX-15SUPPLIER IMPROVEMENT . . . . . . . . . . . . . . . . . . . . . IX-19SUPPLIER CERTIFICATION PROGRAMS . . . . . . . . . IX-27SUPPLIER PARTNERSHIPS & ALLIANCES . . . . . . . . IX-29SUPPLIER LOGISTICS MANAGEMENT . . . . . . . . . . . IX-32REFERENCES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . IX-35

X. TRAINING AND DEVELOPMENT . . . . . . . . . . . . . . . . . . . X-1INTRODUCTION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . X-2TRAINING PLANS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . X-4TRAINING NEEDS ANALYSIS . . . . . . . . . . . . . . . . . . . X-10TRAINING MATERIALS DEVELOPMENT . . . . . . . . . . X-15METHODS OF TRAINING DELIVERY . . . . . . . . . . . . . X-22EVALUATING TRAINING EFFECTIVENESS . . . . . . . . X-28REFERENCES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . X-37

XI. ESSAY QUESTIONS . . . . . . . . . . . . . . . . . . . . . . . . . . . . XI-1BOK FOR CONSTRUCTED RESPONSE . . . . . . . . . . . . XI-2CONSTRUCTED RESPONSE DISCUSSION . . . . . . . . . XI-4ASQ ESSAY EXAMPLE . . . . . . . . . . . . . . . . . . . . . . . . . XI-8SAMPLE ESSAY QUESTIONS . . . . . . . . . . . . . . . . . . . XI-11

XII. APPENDIX . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . XII-1DEFINITIONS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . XII-2INDEX . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . XII-11ANSWERS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . XII-27

CMQ/OE 2013 © QUALITY COUNCIL OF INDIANAINTRO-5

II. LEADERSHIP

REMEMBER: IF YOU DO WHAT YOU’VE BEENDOING, YOU’LL GET WHAT YOU’VE BEENGETTING.

SOURCE UNKNOWN

CMQ/OE 2013 © QUALITY COUNCIL OF INDIANAII - 1

II. LEADERSHIPORGANIZATIONAL STRUCTURES

BOKI.A

Leadership

Leadership is divided into the following areas:

C Organizational StructuresC Leadership ChallengesC Team and Team ProcessesC ASQ Code of Ethics

Organizational Structures

There are many possible ways in which organizations can be structured. Theorganizational structure is used to define the activities of individuals and to indicatethe reporting relationships throughout the organization. The decision makingauthority at various levels in an organization will determine the amount ofcentralization. If the key decision making authority is focused upon a single point,such as a CEO, then the organization is highly centralized. To the greater extent thatthe lower levels of managers and employees have the authority to make keydecisions, then the company is more decentralized. (Robbins, 1989)35

There are various forms of company structures: flat (horizontal), tall (vertical),product, function, and matrix. Additionally, they can be hybrids of the givenstructures: flat and wide, tall and narrow, etc. A number of organizational structuresare discussed on the following pages.

Historical Organizations

Organizational structures have been with mankind for ages. Whenever communalwork was to be done, an organizational structure was necessary. Among the firstrecorded organizational structures was the case of Moses serving as judge for theIsraelites, and doing so from morning to evening. Fortunately for Moses, his father-in-law, Jethro, was visiting and recommended a more practical solution to themassive work overload. His recommendation was to appoint capable men asofficials over thousands, hundreds, fifties, and tens. Only the most difficult caseswould go before Moses (Bible, Exodus 18:17-27). The chain of command wasestablished, delegation of authority given, and the workload reduced. The span ofcontrol (referring to the number of subordinates) for each level differs, dependingon where they are in the organization.


II. LEADERSHIPORGANIZATIONAL STRUCTURES

BOKI.A

TENNIS STORES

EMPLOYEES

GENERALMANAGER

MANAGERSTORE 1

MANAGERSTORE 2

DEPT.MANAGER

ASST.MANAGER

ASST.MANAGER

DEPT.MANAGER

DEPT.MANAGER

DEPT.MANAGER

SUPERVISORS

FOREMEN

EMPLOYEES

SAFETYMANAGER

PLANTENGINEER

PRODUCTIONMANAGER

R & DHUMAN

RESOURCEMANAGER

TENNIS CORPORATION

GENERALMANAGER

MANAGERS

FOREMEN

EMPLOYEES

HUMANRESOURCES

SAFETY MANUFACTURING ENGINEERING

SUPERVISORS

FUZZMANAGER

CHAIRSMANAGER

NETSMANAGER

LINESMANAGER

TENNISBALL

MANAGER

GENERALMANAGER

TENNIS CORPORATION

TENNIS STORE

WEEKDAYEMPLOYEES

WEEKENDEMPLOYEES

OWNER

WEEKDAYMGR

WEEKENDMGR

Organizational Structure Examples

Figure 2.1Flat (Horizontal) Organization

Figure 2.2Tall (Vertical) Organization

Figure 2.3Functional Organization

Figure 2.4Product Organization


II. LEADERSHIPLEADERSHIP CHALLENGES / LEADERSHIP TECHNIQUES

BOKEXTRA

Douglas McGregor (Continued)

By contrast, Theory Y contains the following important points:

C The expenditure of physical and mental effort in work is as natural as play orrest.

C Control and punishment are not the only ways to make people work, man willdirect himself if he is committed to the aims of the organization.

C If a job is satisfying, the result will be commitment to the organization.

C The average human learns, under proper conditions, not only to accept but toseek responsibility.

C Imagination, creativity, and ingenuity can be used to solve work problems bya large number of employees.

C Under the conditions of modern industrial life, the intellectual potentialities ofthe average human are only partially utilized.

Douglas McGregor (1960)29 expanded upon Maslow’s hierarchy of human needs. Hesuggests the following forms of motivation for various human needs.

Human Needs Forms of Motivation

Physical needs. (food, shelter,clothing, etc.) This translates into ajob paying minimum wages.

Provide an opportunity to increasewages through good work.

Safety needs. A need to maintainemployment even at a subsistencelevel.

Appeal to job security. Quality productssatisfy the customer’s needs makingjobs secure.

Social needs. The desire to beaccepted as a member of a group.

Appeal to employees to not let membersof their work group down.

Ego needs. The need for respect bothinternal and external.

Appeal to an employee’s pride throughawards and recognition.

Self-fulfillment. Self-actualizationthrough expression and creativity.

Give the employees the training andencouragement to propose creative ideasand implement them.

Table 2.12 Human Needs and Corresponding Motivation


III. STRATEGIC DEVELOPMENT

OUR PLANS MISCARRY BECAUSE THEYHAVE NO AIM. WHEN A MAN DOES NOTKNOW WHAT HARBOR HE IS MAKING FOR,NO WIND IS THE RIGHT WIND.

SENECA (4BC - AD65)

CMQ/OE 2013 © QUALITY COUNCIL OF INDIANAIII - 1

III. STRATEGIC DEVELOPMENTSTRATEGIC PLANNING MODELS

BOKII.A

Strategic Development

Strategic Plan Development and Deployment is summarized in the followingtopic areas:

C Strategic Planning ModelsC Business Environmental AnalysisC Strategic Plan Deployment

Strategic Planning Models

This Primer Section deals with strategic planning techniques and models. Let’sdiscuss several models (on an introductory basis) first. ISO 9001 and ISO/TS 16949are of major importance to many companies. Therefore, these companies devote agreat deal of strategic attention to their attainment. Likewise, the achievement ofMBNQA, or other quality awards, have become models for more advancedperformance organizations. Since these models are addressed in Section IV of thisPrimer, they will be given superficial treatment here. Certainly, strategic planningcan be presented independently of these models.

The authors are aware of one CMQ/OE instructor who will ask students to rank, fromhighest to lowest priority, the following items and to be prepared to justify theirchoices:

C PoliciesC GoalsC Strategic IntentC StrategiesC Activities

C MissionC ValuesC VisionC ObjectivesC Projects

C PrinciplesC TacticsC PlansC ProceduresC Instructions

The described exercise may be tedious but it does prompt plenty of discussion andsome understanding of the subject. It also indicates that there is considerableconfusion regarding strategic management terminology in the eyes of many.


III. STRATEGIC DEVELOPMENTSTRATEGIC PLANNING MODELS

BOKII.A

Strategic Planning Models (Continued)

To provide some clarity to the subject, consider the approach taken by the writersof the CMQ/OE BOK compared to a more conventional strategic managementapproach:

C Analyze the Corporate Environment (to follow later in this Section)C Engage in Strategic Management, consisting of:

C Strategic Thinking (omitted for some reason)C Strategic Planning ³ (you are here)C Strategic Execution Deployment (to follow later in this Section)

In order to plan, information is needed. The following items will be discussed in theenvironmental analysis portion of this Section:

C SWOT analysis C Technology trendsC Market forces C Internal capabilitiesC Stakeholder analysis C Legal and regulatory factors

Any company with the above informational input should be in a position to plan.

Harrington (1995)12 states the three main purposes for articulating a business planare to set direction, to establish expectations, and to define actions. Consider theinformation in Table 3.1:

Purpose Outputs Time Frames

Direction C Vision(s)C MissionC Strategic FocusC Critical Success Factors

C 10 - 20 YearsC Open - endedC 5 YearsC 3 Years

Expectations(measurables)

C Business ObjectivesC Performance Goals

C 5 - 10 YearsC 1 - 5 Years

Action C StrategiesC TacticsC BudgetsC Performance Plans

C 1 - 5 YearsC 1 - 3 YearsC 1 - 3 YearsC 3 - 12 Months

Table 3.1 Strategic Planning Elements and Timing


V. QUALITY SYSTEMS AND MODELS

QUALITY IS NEVER AN ACCIDENT, IT IS ALWAYSTHE RESULT OF INTELLIGENT EFFORT.

JOHN RUSKIN

CMQ/OE 2013 © QUALITY COUNCIL OF INDIANAV - 1

V. QUALITY SYSTEMS AND MODELSQUALITY SYSTEMS / QUALITY MISSION AND POLICY

BOKIII.D.1

Quality Systems and Models

Quality Systems and Models will be reviewed in the following topic areas:

C Quality SystemsC Quality Models

Quality Systems

Quality Systems will be reviewed in the following topic areas:

C Quality Mission and PolicyC Quality Planning, Deployment, and DocumentationC Quality System Effectiveness

Quality Mission

The total quality effort for an organization requires structure in order for it tosucceed. There must be some functional area to coordinate and guide the qualityefforts of the organization. Often, an organization has a management steeringcommittee or a quality council as the main driving force for quality, but it may be upto the quality department to coordinate many activities. Feigenbaum has stated that“Because quality is everybody’s job in a business, it may become nobody’s job.”

The quality function has a mission to help the entire organization achieve totalquality. It can help provide technical assistance to each department so they mayachieve their strategic or tactical goals. It also has departmental responsibility forbasic quality assurance activities. How the quality function should be structured,be it decentralized or centralized, must be analyzed to get the optimum results. Where the quality function is placed in an organization’s structure (that is, reportingdirectly to the President, or two levels down) is an organizational decision.


V. QUALITY SYSTEMS AND MODELSQUALITY SYSTEMS / QUALITY MISSION AND POLICY

BOKIII.D.1

Quality Mission (Continued)

The total quality effort has taken the quality department away from being aninspection center. The quality function is the link-pin for the organization in the areaof quality activities. The quality function has two general responsibilities:

C Organizational wide focus (mission)

C Specific departmental focus (mission) (Feigenbaum, 1991)13

The range and scope of the quality department has grown; but, what authority,responsibility, and role will it have? The quality department must draft a missionstatement for this new role. (Just as all other departments in the organization haveto operate by). The mission statement(s) will help clarify the role of the departmentand its employees.

A quality manager will examine the many needs of the organization through surveysor interviews, and will develop certain strategic quality goals. Some of thosestrategic quality goals are included in the strategic business plan. These goals areused to create a mission statement for the quality department.

A departmental mission statement concisely states how the strategic quality goals(and needs) of the organization will be implemented. Specific quantitative goalsmust be included in the mission statement. (What reduction targets, how muchgained, what increases will be achieved?) Quantitative goals, not contributing to theoverall strategic goals, are not included.

In contrast, a company mission statement will address how the company will realizeits vision and strategic goals. A vision statement describes a future state, perhaps5 to 10 years into the future. The company mission statement will also have concisestatements of the objectives to be achieved. The quality department should createa departmental mission statement to use as an operating guide, and it shouldaddress such questions as:

C What does the organization need?C What tasks can the department do?C How can the department help the organization?


XII. APPENDIXINDEX

INDEX LEARNING TURNS NO STUDENTPALE, YET HOLDS THE EEL OF SCIENCEBY THE TAIL.

ALEXANDER POPE

CMQ/OE 2013 © QUALITY COUNCIL OF INDIANAXII - 11

XII. APPENDIXINDEX

Author/Name IndexAdams, S. I-2Albrecht, K. VIII-50Albrecht, S. VIII-50Allen, T. X-37Altshuller, G. VI-115Ambrosio, J. IV-108Anderson, K. VIII-50Anderson, P. F. IV-108, IX-35Auvine, B. IV-108Bailey, K. VIII-51Balsley, R. D. VIII-50Barthold, W. R. XI-35Baruch, J. III-56, IV-111Basili, V. VII-71, VII-72Bateman, T. S. II-79, IV-108Bechtell, M. L. III-54Beers, M. IV-108Bell, C. R. VIII-50, IX-35Bell, Jr., C. II-79Bennis, W. II-79Bensley, F. A. Intro-3, III-54, V-68, IX-35Besterfield, D. H. I-4, III-54, VI-115, VIII-50, IX-35Besterfield, G. H. VIII-50Besterfield-Michna, C. VIII-50Besterfield-Sacre, M. VIII-50Bhandari, I. VII-72Bhote, K. R. VIII-50, IX-35Bigelow, J. D. IV-108Birsner, E. P. VIII-50Blanchard, K. II-79, IV-109Bobrow, J. XI-7Bock, L. X-37Bogan, C. V-68Bonnell, R. D. VI-115Bossert, J. L. III-54, IX-35Bowles, J. B. VI-115Bowman, C. III-54Bowyer, K. II-79Brache, A. X-38Brassard, M. VI-115Brenton, T. Intro-3Breyfogle, F. W. III VI-115Burgelman, R. III-55, IV-108Caldiera, G. VII-71Campanella, J. VI-115Campbell, D. X-37Carlson, D. R. II-82, III-56, V-70, VI-120, VII-72, IX-36Cavanaugh, R. R. VI-118Chen, E. X-38Ciampa, D. I-4, V-68, VIII-50Clausing, D. VI-115, VI-116, VIII-51Cohen, R. VII-71Conner, G. VI-115Coombs, C. F. VI-117Covey, S. R. V-47-V-50, V-68Cox, J. VI-116Cramer, T. Intro-3Crosby, P. B. V-47, V-51, V-52, V-68Cutler, A. N. V-68Daughtrey, A. IV-111Davenport, T. IV-108Davis, S. B. I-4, II-80, III-55, IV-109, V-68, VI-116, VIII-50, IX-35,

X-37Dawson, J. VII-72Deal, T. II-79DeBono, E. VI-58, VI-115Delahaye, B. X-38Delavigne, K. T. IV-108, V-68DeLong, D. IV-108Deming, W. E. V-47, V-53-V-56, V-68, VI-115, VII-71Densmore, B. IV-108Deufel, B. Intro-3Deveau, D. IV-108Dobbins, R. K. IX-35Dodge, H. F. VII-71Dodson, M. Intro-3Domb, E. R. VI-115Dovich, R. A. VII-71Dreo, H. IV-108Drucker, P. II-79, III-55Duffy, J. IV-108Dyer, W. G. II-79Earl of Chesterfield XI-3Edenborough, N. B. VI-115, XI-7Eitington, J. II-79, VI-115English, M. V-68Ettorre, B. VIII-50Extrom, M. IV-108Fallow, A. X-37Feigenbaum, A. V. I-4, III-55, IV-108, V-47, V-57, V-58, V-68Filipczak, B. II-79Foster, R. II-79Frank, B. II-79, IV-109French, W. II-79Frigo, M. IV-109Fulenwider, D. III-55, IV-110Furlong, C. B. VIII-50Futrell, D. VIII-50Gaebler, T. VIII-52Galbraith, J. IV-109Gandhi IX-1Gantt, H. IV-96Garro, E. XI-29Geddes, L. VIII-50Gee, G. Intro-4, XI-15, XI-23, XI-27, XI-31, XI-35, XI-37Geneen, H. S. IV-109Gerstein, M. S. II-81Ginn, M. IV-111Gleason, G. VIII-51Goetsch, D. L. I-4, II-80, III-55, IV-109, V-68, VI-116, VIII-50, IX-

35, X-37Goldratt, E. VI-116Goodstein, L. III-55Gordon, D. K. XI-7Gordon, J. R. II-80, IV-109Gould, L. VI-116Graessel, B. VIII-50Grant, E. L. VI-116Grieco, P. IX-35Griffin, A. VIII-51Griffin, R. W. IV-111Gryna, F. M. III-55, V-69, VII-71Gundling, E. II-80, VI-116Hackman, R. II-80

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