Competitive Quality Strategy

Pierre Maillard has a PhD in Mathematics and works as a Consultant specializing in innovation process quality management, strategic management of quality, improving the efficiency of service quality and the development of medical equipment.

• PREFACE ixINTRODUCTION xiCHAPTER 1. GENERAL PRINCIPLES OF COMPETITIVE QUALITY 11.1. What meaning should we attach to the term “quality”? 11.2. The role of quality in a company’s competitiveness 71.3. Conclusion 131.4. Summary of the basic ideas and concepts developed in this chapter 14CHAPTER 2. THE DEFINITION OF A COMPETITIVE QUALITY TACTIC 172.1. Introduction 172.2. A company’s socio-economic exchange motor 192.3. The concept of a competitive quality tactic 222.4. The major stages when devising a competitive quality tactic 242.4.1. Collection of input data for the process of creation of a CQT 242.4.2. Modeling of the arrangement of the intended stakeholders 252.4.3. Identification of the stakeholders’ perceptions of competitive quality 252.4.4. Possible gains resulting from the creation of new perceptions of competitive quality 282.4.5. Identification of the characteristics of the stakeholders’ “quality comburant” 292.4.6. Evolution of offerings to trigger perceptions of competitive quality 332.4.7. The means to be mobilized and the constraints to be taken into account to produce quality carburants 342.4.8. The CQTs needing to be elaborated in interrelations with certain suppliers in order to obtain resources that the company does not have 362.5. The major stages in the drawing up of a competitive quality tactic in a domain of strategic activities 392.5.1. Collection of the input data for the process of elaboration of the CQT 392.5.2. The other stages of the process 392.6. An atypical example of a competitive quality tactic 412.7. Another example 422.8. Conclusion 432.9. Summary of the basic ideas and concepts developed in this chapter 45CHAPTER 3. DEPLOYMENT OF A COMPETITIVE QUALITY TACTIC 513.1. Introduction 513.2. The technical functions of a competitive total quality process 523.3. The input data for deployment of a DSA’s CQT 553.4. The distribution of roles 563.5. The impact of a competitive quality tactic on quality marketing 573.6. The impact of a competitive quality tactic on the competitive quality carburant 603.7. The impact of a competitive quality tactic on the qualification of the system of production of quality carburant 653.8. The impact of a competitive quality tactic on the monitoring of perceived quality 673.9. The impact of a competitive quality tactic on the assurance of the company’s gains 683.10. The impact of a competitive quality tactic on improving the efficiency of a competitive total quality process 703.11. Conclusion 783.12. Summary of the basic ideas and concepts developed in this chapter 78CHAPTER 4. THE CONDITIONS FOR SUCCESS OF A COMPETITIVE QUALITY TACTIC 854.1. Introduction 854.2. Raising the level of the system of production of a competitive quality tactic 874.3. Enhancing the value of the project to bring the system for production of competitive quality tactic up to scratch 904.4. The main markers of a quality culture 904.5. The amplifier of a CQT’s profitability 964.6. Conclusion 964.7. Summary of the basic ideas and concepts developed in this chapter 97CHAPTER 5. SELLING A COMPETITIVE QUALITY TACTIC 1015.1. Introduction 1015.2. Input data for a CQCA 1065.3. The major steps in the design of a competitive quality carburant amplifier 1075.4. The major steps in regulating the production of a competitive quality carburant amplifier 1105.5. Conclusion 1125.6. Summary of the basic ideas and concepts developed in this chapter 112CHAPTER 6. MANAGEMENT OF A COMPETITIVE QUALITY TACTIC 1176.1. Introduction 1176.2. Elaborating a competitive quality tactic 1206.2.1. Finalizing the process of elaboration of a CQT 1206.2.2. Imagining the scenario for the process 1206.2.3. Designing the processor that will carry out the process 1216.2.4. Qualifying the processor 1246.2.5. Guiding the operation of the processor 1246.2.6. Monitoring the maintenance of the processor’s capability 1246.2.7. Enhancing the value of the processor’s potential to perform 1246.2.8. Evaluating the processor’s performances 1256.2.9. Constantly improving the way in which the CQT is elaborated 1256.3. Deployment of a competitive quality tactic 1256.3.1. Finalizing the processes 1266.3.2. Imagining the scenarios for the processes 1266.3.3. Designing the processor that will perform the processes 1296.3.4. Qualifying the processor in charge of deploying the CQT 1326.3.5. Guiding the processor’s function and ensuring its performances are maintained 1326.3.6. Enhancing the value of the processor’s potential to perform 1326.3.7. Ensuring the conformity of the processor’s activities with its objectives 1336.3.8. Constantly improving the way in which a CQT is deployed 1336.4. Running the process of design or transformations of the competitive quality carburant amplifiers 1346.4.1. Finalizing the process 1346.4.2. Imagining the scenario for the process 1356.4.3. Designing the processor that will design the amplifier 1376.4.4. Qualifying the processor in charge of designing or transforming the amplifier 1406.4.5. Activating the processor and ensuring its performances remain high 1406.4.6. Enhancing the value of the processor’s potential to perform 1406.4.7. Evaluating the processor’s performances 1416.4.8. Constantly improving the way in which an amplifier is designed or transformed 1416.5. Application of a competitive quality tactic 1416.5.1. Finalizing the processes 1426.5.2. Imagining the scenario of the processes of application of a competitive quality tactic 1426.5.3. Designing the processor which will apply a competitive quality tactic 1446.5.4. Qualifying the processor in charge of applying the competitive quality tactic 1476.5.5. Activating the processor and ensuring its performances remain high 1486.5.6. Enhancing the value of the processor’s activities 1486.5.7. Evaluating the processor’s performances 1486.5.8. Constantly improving the way in which the application of a CQT is handled 1486.6. Capitalization on feedback 1496.7. Conclusion 1496.8. Summary of the basic ideas and concepts developed in this chapter 149GENERAL CONCLUSION 151BIBLIOGRAPHY 153INDEX 155