Linear Model Theory: Univariate, Multivariate, and Mixed Models

Their intention is to reenergize the quality revolution in the United States by using the talent already on organizations payrolls. Logical theory, and a reallife and full-scale success story are presented as a model in the book. I show some of the main aspects of the content of the book (which includes an introduction, 10 chapters, 3 appendixes, references, and an index, and some aspects of the professional competence of the authors) along the following lines. With the American quality revolution inspired by the leadership of Dr. W. Edwards Deming, Dr. Joseph Juran, and Dr. Tom Peters, the complete quality process (CQP) emerged. It consists of seven components: top management commitment, leadership, structured 100% employee involvement as a source of ideas, and support of the whole through measurement, training, recognition, and communication. The title of the book, Quality Makes Money, is derived from the Ritz Carlton “profit is the residue of quality” premise, a Malcom Baldrige National Quality Award 1999 winner. Quality, and the expectation of quality, is a vital force in the marketplace for loyal customer satisfaction and retention, and profit is the compelling motivation for beginning a quality process between loyal employees. Thus, “quality is the ethical thing to do” according to the authors. They think that a CQP is notably less expensive than six sigma, ISO, reengineering, and various other efforts of the past, but it does require a capital outlay up front. The CQP starts with an authoritarian decision that everyone in the organization will focus on quality. After this, the participatory decisions on what approach best fits the corporate culture are made. The final phase involves delegating decision-making power to all employees. In a CQP the abilities of every person on the payroll provide the opportunity to effect change and elicit quality ideas. Because the CQP acknowledges each person, a balance is created between confident employees and informed leadership. Management is a subset of leadership just as productivity is a subset of quality. When management skills fall short, leadership skills can fill the gap. The success of a CQP depends on a company commitment to providing training of all types; whether the aim is to create a common vision or to increase competencies, training is an investment in the future. Measurement (which is vital to improvement) is good for checking progress and suggesting possibilities. “Statistical process control” is important, but the numbers are neutral, not rational or emotional: how numbers are used by humans is what counts. The CQP allows the introduction and use of all the measurement tools that involve quality. The heart of the CQP is saying “thank you”; that is, managers recognizing employees for quality improvements. The book gives many samples of CQP and shows and ways to communicate these ideas from leaders to employees and vice versa. The quality team leaders are trained to measure and document the impact of an idea, so “quality” is the transferable job skill of this century. When the leaders and statisticians switch jobs and careers, they are open to change and know the value of the customers without boundaries.