-
Joseph N. Kelada
.
  •  Full professor at the HEC Business School of the University of Montreal 

    • In charge of the international team for Total Quality and Reengineering at the Centre for International Studies on Business Administration (CETAI) at HEC 
  • Holds degrees in Engineering : Mechanical (Alexandria), Naval, & Industrial 
  • Master in Business Administration (MBA - McGill) 
  • Prior to joining HEC, worked in different organizations in the public and private sectors, in manufacturing and services as well as in consulting, in Canada and abroad. He held different technical, administrative, and managerial positions 
  • Member of the Order of the professional Engineers of Quebec (OIQ) 
  • Fellow of the American Society for Quality (ASQ) 
  • Former chairman of the Quebec Quality Association 
  • Former chairman of the Quebec Institute of  Organization Consultants 
  • Founder and Editor-in-Chief of the French Language Qualité totale Magazine, from 1980 to 1995 
  • Management Consultant : President of Joseph Kelada & Associates, consultants in management, Total Quality and Business Reengineering 
  • International speaker and consultant in management, total quality and reengineering. In Canada, U.S., Japan, Korea, Mexico, Russia, Poland, France, Italy, Belgium, Haïti, Morocco, Tunisia, Ivory-Coast 
  • Expert for the United Nations (PNUD - UNIDO) in Total Quality 
Areas of interest
New trends in business management (concepts & pratices)
  • Total quality and TQM
  • Benchmarking
  • Policy Deployment
  • Quality Function Deployment
  • Successful Change prerequisites
  • Quality of Life
  • Customer retention and Customer Profitability
  • Stakeholders' Management and Stakeholders' Triad 
  • Continuous Improvement
  • Beyond Process reengineering: Total Business Reengineering 
  • Process Streamlining
  • Process Mapping
  • Performance indicators
  • Balanced Scorecard
  • Malcolm Baldrige Criteria for performance Excellence
  • Production and Operations Management 
  • The Extended Supply Chain and Network Management 
  • Cross-functional Management
  • Empowerment
  • The Learning Organization
  • Time-based Management
  • Value-based Management (EVA - MVA - SVA - CVA)
  • Boundarylessness
  • Mass Customization 
  • 360 degrees Feedback 
  • ABC/ABM (Activity-based Costing/Activity-based Management) 
  • Skill-based Pay 
  • Supply Chain Management 
  • Six Sigma
  • etc. 
Concepts developed and applied
  • Extroversive Management (as opposed to traditional Introversive management) 
  • The Stakeholders' triad (or Total Quality Triad) 
  • Stakeholders Management : A Total Quality Approach
  • The QVALITY and ACE concepts
  • Upstream and Downstream Partnerships
  • Extroversive Problem definition
  • The PISP Approach (Problem Identification, Solution and Prevention) 
    		•
     010715