Table of Contents ©

Part One—Laying a Foundation

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Chapter One Category: Meaning

Quality IS…a pattern of allied concepts.

Why seek meaning in conceptual fields of knowledge and those allied concepts, principles and paradigms that describe and control them and then connect them with a theory?

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Chapter Two Category: Theory

Quality IS…a recipe for connecting patterns.

Why seek criteria that will lead to a coherent quality theory with explanatory power?

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Chapter Three Category: Concepts

Quality IS… an abstract concept.

Why identify the mental glue that secures our past experiences?

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Chapter Four Category: Principles

Quality IS…an anthology of principles.

Why establish concept to concept relationships?

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Chapter Five Category: Paradigms

Quality IS…a shared set of assumptions with a purpose.

Why aggregate concepts and principles by providing rules for their application?

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Part Two—Synthesis

Chapter Six Category: Legacy

Quality IS… a legacy of applied imagination involving destruction and creation.

Why explore the notions of applied imagination, suggested by Alex Osborn, and Destruction and Creation by John Boyd?

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Chapter Seven Category: The Pattern Engine

Quality IS…a formal language for constructing patterns.

Why establish a methodology for redesigning concepts to create patterns from multi-source lexical definitions?

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 Chapter Eight Category: Linking Explanation

Quality IS…a construct for linking patterns.

Why learn that a linked description “does its work not by invoking something beyond which might be described, but by putting one fact or law into relation with others.”   —Abraham Kaplan

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 Part Three—Knowledge Domains

 Chapter Nine Category: Knowledge

Quality IS…knowledge for modifying behaviors.

Why learn that knowledge is the ability to analyze, generate a solution, select and plan the solution, and then subject the solution to implementation and evaluation?

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Chapter Ten Category: Thinking

Quality IS… thinking that creates meaningful patterns.

Why think with the objective of forming a pattern and utilize data, facts and experiences to make inferences and judgments based on concepts and theories to answer a question or solve a problem?

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Chapter Eleven Category: Curriculum

Quality IS…scientific technique not shared paradigms.

Why should curriculum be based on the needs of potential employers—not the shared knowledge and paradigms of individuals and institutions?

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Chapter Twelve Category: Metrics

Quality IS…a metric for an ideal state.

Why learn that the metrics of an ideal state are closely related to variation, targets, performance and control?

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Chapter Thirteen Category: Indicators

Quality IS…an indicator of needed change.

Why learn that indicators are simple algorithms that typically combine, and then process metrics that may not be related, but when used together provide a switch for needed change?

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Chapter Fourteen Category: Variation

Quality IS…variation that affects predictability.

Why does quality become unpredictable and frustrating for both provider and user when variation becomes excessive?

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Chapter Fifteen Category: Sampling

Quality IS…a sampling paradox without adequate representation.

Why is the collection of samples without purpose if they don’t capture the variation present in the process?

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Chapter Sixteen Category: Control

Quality IS…control of variation over time.

Why are data, from any measurable characteristic, that fail to demonstrate control, not operating predictably and, therefore, contribute to decisions that are economically and strategically suspect?

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Chapter Seventeen Category : Targets

Quality IS…a target of centralized variation.

Why are process targets typically unrealistic if the process is not naturally centered and variation is not predicable within limits?

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Chapter Eighteen Category: Waste

Quality IS…waste when knowledge is not used to good effect.

Why does wasted knowledge lead to wasted action and chaos?

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Chapter Nineteen Category: Conformance

Quality IS…conformance to requirements, but it is not free.

Why is poor conformance equivalent to Russian roulette when it comes to customer satisfaction?

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Chapter Twenty Category: Algorithms

Quality IS…an effective procedure for creating information from data.

Why is an algorithm a logical sequence of steps for solving a problem or carrying out a procedure and may contain embedded experience, expertise and knowledge?

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Chapter Twenty-One Category: Homeostasis

Quality IS…a sustainable state of feedback mechanisms.

Why does an organization gain the ability to maintain a constant internal state—in spite of external conditions—when it is in a state of homeostasis?

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Chapter Twenty-Two Category: Organizations

Quality IS…governed by an organized executioner.

Why, metaphorically, is quality the DNA of organizations that can be mapped, charted, modeled and altered?

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Chapter Twenty-Three Category: Performance

Quality IS…not performance in disguise.

Why have the officials, responsible for maintaining the criteria for the Malcolm Baldrige National Quality Award, been dropping the word quality since early the 1990s?

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Chapter Twenty-Four Category: Value

Quality IS…value—a subjective aspect.

Why is value the key ingredient for customer loyalty?

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Chapter Twenty-Five Category: Customers

Quality IS…the raw product of profitability.

Why is the term “customer” often associated with four concepts: needs, expectations, requirements and demands? Why is each concept unique, but may often overlap with the others?

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Chapter Twenty-Six Category: Segmentation

Quality IS…concentrating the needs of the customer.

Why does the concept of segmentation lead to concentration of resources in markets where competitive advantage is the greatest?

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Chapter Twenty-Seven Category: Improvement

Quality IS…an antonym for stagnation.

Why will organizations that are effective and efficient in their improvement efforts eventually dominate their markets?

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Chapter Twenty-Eight Category: Activities

Quality IS…reducing waste where it counts.

Why activities are the elements that make a process work.

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Chapter Twenty-Nine Category: Processes

Quality IS…linking activities efficiently and effectively.

Why do efficient and effective processes order activities in a way that concentrates time, utilizes raw material to advantage, and creates value?

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Part Four—Quality Theory

Chapter Thirty Category: The ConPriDigm Theory of Quality

Quality IS…a theory of patterns with purpose and meaning.

Why linked explanation?

 

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