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This book enables managers to have a strong foundation for effective management and improvement of operations. It strengthens quality practitioners' approach to people, products, or services and process improvement, to influence without authority.
This book enables managers to have a strong foundation for effective management and improvement of operations. It strengthens quality practitioners' approach to people, products, or services and process improvement, to influence without authority.
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Dr. Souraj Salah received his B.Sc. in mechanical engineering specializing in industrial production engineering from Jordan University of Science and Technology, a Master's degree of Engineering in mechanical engineering specializing in industrial engineering from Concordia University, Montreal (with Great Distinction), and a Ph.D. in mechanical engineering specializing in industrial engineering management from the University of New Brunswick where he won the Graduate Student Merit Award for two times.
He is currently a part-time Adjunct Professor at Hamdan Bin Mohammed Smart University and also at Abu Dhabi School of Management (teaching courses like Japanese quality, quality tools and techniques, TQM fundamentals, and operations management). He also serves as a Member of the Industrial Engineering Advisory Committee at the American University of Sharjah, UAE. He also serves as a member of the advisory board for the Faculty of Engineering at the University of Sharjah.
He is a Business Process Improvement Manager working in the logistics, contracting, services, and manufacturing sectors internationally. He worked for various local, multi-national and Fortune 500 companies across North America and the Middle East. His main research interests are quality control, Lean, Six Sigma, TQM, quality culture, operational excellence, and management systems.
He has authored and co-authored one book -- Integrated Company-Wide Management Systems Combining Lean Six Sigma with Process Improvement -- and more than 30 papers that were published in various international journals (the best of which was cited over 470 times).
In addition, he is certified as a Six Sigma Master Black Belt and Lean Leader trained by the Juran Institute, Lead Advisors, Alignment Strategies in Canada, and Johnson Controls Intl. in the USA, and as a Quality, Health, Safety, and Environment Management Systems (ISO 9001, ISO 14001, ISO 45001) Lead Auditor by Bureau Veritas. He has led and coached several Green Belt and Black Belt practitioners in executing numerous Lean Six Sigma Projects delivering millions of dollars in savings from the cost of poor quality. In 2015, he won the United Arab Emirates Quality Professional Award by the American Society for Quality (ASQ).
Inhaltsangabe
PART I. INTRODUCTION AND LITERATURE REVIEW 1. Introduction and Overview 2. Literature Review PART II. QUALITY MANAGEMENT 3. Fundamental Pillars Related to Quality 4. Fundamental Pillars Related to Change Management 5. Fundamental Pillars Related to Strategic Quality Management and Company-Wide Management Systems PART III. THE METHODOLOGY OF SIX SIGMA 6. Fundamental Pillars Related to Six Sigma 7. Fundamental Pillars Related to the Use of Basic Quality Tools (Utilized in Six Sigma Projects) 8. Fundamental Pillars Related to Additional Six Sigma Tools PART IV. LEAN MANAGEMENT 9. Fundamental Pillars Related to Lean Management 10. Fundamental Pillars Related to Visual Management 11. Fundamental Pillars Related to Additional Lean Tools PART V. CURRENT AND FUTURE QUALITY IMPROVEMENT TRENDS RECOMMENDATIONS AND CONCLUSIONS 12. Current and Future Quality Improvement Trends Recommendations and Conclusions APPENDICES A. Case Study A: Supply Chain (SC) Improvement Project B. Case Study B: Revenue Assurance Project
PART I. INTRODUCTION AND LITERATURE REVIEW, 1. Introduction and Overview, 2. Literature Review, PART II. QUALITY MANAGEMENT, 3. Fundamental Pillars Related to Quality, 4. Fundamental Pillars Related to Change Management, 5. Fundamental Pillars Related to Strategic Quality Management and Company-Wide Management Systems, PART III. THE METHODOLOGY OF SIX SIGMA, 6. Fundamental Pillars Related to Six Sigma, 7. Fundamental Pillars Related to the Use of Basic Quality Tools (Utilized in Six Sigma Projects), 8. Fundamental Pillars Related to Additional Six Sigma Tools, PART IV. LEAN MANAGEMENT, 9. Fundamental Pillars Related to Lean Management, 10. Fundamental Pillars Related to Visual Management , 11. Fundamental Pillars Related to Additional Lean Tools, PART V. CURRENT AND FUTURE QUALITY IMPROVEMENT TRENDS, RECOMMENDATIONS, AND CONCLUSIONS, 12. Current and Future Quality Improvement Trends, Recommendations, and Conclusions, APPENDICES, A. Case Study A: Supply Chain (SC) Improvement Project, B. Case Study B: Revenue Assurance Project
PART I. INTRODUCTION AND LITERATURE REVIEW 1. Introduction and Overview 2. Literature Review PART II. QUALITY MANAGEMENT 3. Fundamental Pillars Related to Quality 4. Fundamental Pillars Related to Change Management 5. Fundamental Pillars Related to Strategic Quality Management and Company-Wide Management Systems PART III. THE METHODOLOGY OF SIX SIGMA 6. Fundamental Pillars Related to Six Sigma 7. Fundamental Pillars Related to the Use of Basic Quality Tools (Utilized in Six Sigma Projects) 8. Fundamental Pillars Related to Additional Six Sigma Tools PART IV. LEAN MANAGEMENT 9. Fundamental Pillars Related to Lean Management 10. Fundamental Pillars Related to Visual Management 11. Fundamental Pillars Related to Additional Lean Tools PART V. CURRENT AND FUTURE QUALITY IMPROVEMENT TRENDS RECOMMENDATIONS AND CONCLUSIONS 12. Current and Future Quality Improvement Trends Recommendations and Conclusions APPENDICES A. Case Study A: Supply Chain (SC) Improvement Project B. Case Study B: Revenue Assurance Project
PART I. INTRODUCTION AND LITERATURE REVIEW, 1. Introduction and Overview, 2. Literature Review, PART II. QUALITY MANAGEMENT, 3. Fundamental Pillars Related to Quality, 4. Fundamental Pillars Related to Change Management, 5. Fundamental Pillars Related to Strategic Quality Management and Company-Wide Management Systems, PART III. THE METHODOLOGY OF SIX SIGMA, 6. Fundamental Pillars Related to Six Sigma, 7. Fundamental Pillars Related to the Use of Basic Quality Tools (Utilized in Six Sigma Projects), 8. Fundamental Pillars Related to Additional Six Sigma Tools, PART IV. LEAN MANAGEMENT, 9. Fundamental Pillars Related to Lean Management, 10. Fundamental Pillars Related to Visual Management , 11. Fundamental Pillars Related to Additional Lean Tools, PART V. CURRENT AND FUTURE QUALITY IMPROVEMENT TRENDS, RECOMMENDATIONS, AND CONCLUSIONS, 12. Current and Future Quality Improvement Trends, Recommendations, and Conclusions, APPENDICES, A. Case Study A: Supply Chain (SC) Improvement Project, B. Case Study B: Revenue Assurance Project
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