Total improvement management: the next generation in performance improvement
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
New York [u.a.]
McGraw-Hill
1995
|
| Schlagworte: | |
| Online-Zugang: | Table of contents Inhaltsverzeichnis |
| Beschreibung: | XVIII, 488 S. graph. Darst. |
| ISBN: | 0070267707 |
Internformat
MARC
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Datensatz im Suchindex
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|---|---|
| adam_text | Contents
Acknowledgments xvii
Introduction I
Introduction 1
We Cannot Lose Our Smokestack Industries 2
General Motors Downturn 3
Ford Motor Company s Quality Improvement Program 4
IBM s Problems 6
Wallace, Inc. 7
Summary 7
Overview 9
Introduction 9
Losers, Survivors, or Winners 10
Government Needs to Improve 13
Characteristics of the Winners 13
Does the Customer Want Improvement? 19
So You Want to Improve 19
Confusion Reigns Supreme 19
Management s Improvement Dilemma 23
Looking at the Total 30
Improvement Methodologies Impact on Each Other 31
Blending Together the Improvement Methodologies 32
Viii Contents
Improvement s Impact on Stakeholders 38
How TIM Affects the Organization 41
Do the Total Management Methodologies Pay Off? 42
Benchmarking—The Worst Pays Off Big 43
How Does the United States Measure Up? 48
Japan, Incorporated 49
Moving Production Back to the United States 52
Return on Investment for TIM Expenditures 52
Summary 54
References and Sources 56
1. Top Management Leadership: The People
Who Need to Change First 59
Introduction 59
How Does Top Management Feel About
Improving Quality and Productivity? 60
What Makes Believers Out of Top Management? 61
Why Top Management Keeps at Arm s Length 62
It Doesn t Have to Be the President and/or the
Chairman of the Board 63
How Does Top Management Show Leadership? 64
Committing and Giving Freely of Top Management s Time 65
Personal Performance Indicators 66
Top Management s Personal Support of the Improvement Process 67
Supplying the Required Resources 68
Releasing Supporting Policies and Procedures 68
Organizational Impact 76
Measurements of Improvement 79
Summary 83
References 86
2. Business Planning Process: Aligning the
Organization and the People 87
Introduction 87
What s the Problem? Don t We Have Enough Already? 88
What s in a Good Business Plan? 89
Setting Direction 91
Establishing Expectations (Measurements) 94
Contents ix
Defining Actions 96
What s in an Effective Planning Process? 98
How Do You Use a Business Plan? 101
Adaptation from Experience 102
Summary 102
3. Environmental Change Plans: Best Practices
for Improvement Planning and Implementation 104
Introduction 105
Business Plans versus Environmental Change Plans 105
Why Do You Need an Environmental Change Plan? 106
What Creates Your Organization s Culture? 107
Assessment of Today s Personalities 108
How Do You Change an Organization s Personality? 110
Organized Labor Involvement 110
Establish Environmental Vision Statements 111
Setting Performance Improvement Goals 114
Desired Behavior and Habit Patterns 114
Three Year Improvement Plans 116
Combined Three Year Plan 118
Rolling 90 Day Improvement Action Plan 119
Making the Improvement Process Work 120
Organizational Change Management 120
Working Definition of OCM 121
OCM Best Practices 122
Identify and Orchestrate Key Roles 125
View Resistance as a Natural Reaction That
Must Be Expected and Managed 132
Recognize the Levels of Commitment That Are Required 135
Understand the Strategic Importance of the
Organization s Culture 137
Summary 138
References 140
4. External Customer Focus: Best Practices for
Outstanding Customer Relationships 141
Introduction 141
Why Single Out External Customers? 141
X Contents
Today s Customers 142
Customer Focus 142
Customer Related Measurements 143
Using the Right Words 143
Customer Perception 145
Needs versus Expectations versus Desires 146
When the Customer Remembers Your Name 147
Customer Satisfaction 149
Marketing s Impact on the External Customer 149
Sales and Delivery Staff Impact on the External Customer 151
Other External Customer Contacts 153
The Customer Satisfaction Process 154
Customer Data 154
External Customer Data Systems 156
External Customer Satisfaction Measurements 157
Customer Complaint Handling 158
Getting and Staying Close to Customers 160
Designing for Customer Satisfaction 161
Developing Strategic Customer Partnerships 161
Summary 166
References 167
5. Quality Management Systems: ISO 9000 and More 168
Introduction 168
What Is a Quality Management System? 169
The Development of Quality Management Systems 171
The ISO 9000 Series Standards—An Overview 174
ISO 9000 or QMS Implementation Tips and Traps 179
Who Do Organizations Get Certified? 187
Summary 187
6. Management Participation: Management Must
Set the Example 190
Introduction 190
What Do We Call Them? i 92
Why Start with Management First? 194
Managers Are Ultimately Held Accountable 196
Why Is Management the Problem? 198
Contents xi
Why Managers Fear the Improvement Process 199
Management s New Role 199
Building Trust and Understanding 201
Recognizing Good and Bad Performance—
The Feedback Process 204
Basic Principles 205
Tomorrow s Managers 205
Understanding the Customer 209
Participation/Employee Involvement 210
Organized Labor s Involvement in Participative
Management 216
Overcontrolled and Underled 218
The New Middle Manager 221
Management s Change Process 222
Developing the Desire to Change 223
Management Education 224
Job Descriptions 226
New Performance Standards—Error Free Output 227
Measurement Systems and Performance Plans 228
Upward Appraisals 229
Management Improvement Teams (MIT) 230
The Down Side to Improvement 232
Management and Employee Opinion Surveys 234
Management Self Assessments 234
Summary 235
References 237
7. Team Building: Bringing Synergy
to the Organization 238
Introduction 238
Elements of a Team 240
The Problem Solving Process 247
Types of Teams 250
Training Teams 253
Using the Team Approach to Organize and Run Meetings 254
Evaluating Team Meetings 255
Basic Problem Solving Tools 256
Macro Improvement Tools 258
The Seven New Management Tools 259
xii Contents
Reaching and Managing Decisions 261
How to Implement a Team Process 262
How to Measure Team Success 263
How to Deal with Problem Teams 264
The Future of Teams 265
Summary 266
References 268
8. Individual Excellence: Going Beyond Teams 269
Introduction 269
Training—Opening the Door to Individual Excellence 272
Improvement Related Training 275
Job Related Training 275
Career Growth Training 276
Developing Individual Performance Plans 277
Performance Evaluations (Appraisals) 278
The New Employee 279
Career Building 281
Building a Bond with Your Manager 282
Reinforcing Desired Individual Behavior 283
Cross Discipline Training 285
Turning Employees Complaints into Profits 286
Getting Ideas Flowing 291
Problems Without Known Solutions 291
Safety 293
Empowering the Individual Closest to the Customer 294
The Start of Individual Excellence 295
Creativity 296
Creativity for the Individual 297
Self Managed Employees 305
Summary 308
Suggested Reading 311
References 311
9. Supplier Relations: Developing a Supply
Management Process 313
Introduction 313
Approach 314
Contents xiii
Current State Assessment 314
Material Goals and Strategies 315
Definition and Scope of Supply Management 316
What Is Supply Management? 317
Simple Classifications, Strategies, Tactics, Tools,
and Techniques to Get Started 318
Supply Management Process 324
Generic Supply Management Model—Ten Steps 325
The Commodity Team 326
Application of the Supply Management Process (SMP)
Leading to Certification 327
Commodity Team—Yearly Activities/Responsibilities 332
Guidelines and Models for Implementation 333
Pitfalls to Avoid During Implementation 335
Supply Management—A New Competitive Advantage—
Yes and Yes 336
Summary 336
References 338
10. Process Breakthrough: Jump Starting Your Process 339
Introduction 339
How to Improve Your Business Processes 340
Phase I—Organizing for Improvement 340
Phase II—Understanding the Process 343
Phase III—Streamlining the Process 345
Phase IV—Implementation, Measurements, and Controls 350
Phase V—Continuous Improvement 353
Does BPI Work? 353
Summary 354
11. Product Process Excellence: The Production Side
of All Organizations 356
Introduction 356
Product Processes 357
Product Development Phase 358
Product and Process Design and Innovation 369
Production Phase 372
Information Technology 375
xiv Contents
How Motorola Woke Up 376
Summary 377
12. Service Process Excellence: How to Best
Serve Your Customers 380
Introduction 380
What Is a Service Industry? 381
Importance of Service Industries to the U.S. Economy 382
Service Is America s Number One Problem 382
Characteristics Involved in Service 382
Major Classifications for Service Organizations 385
Service Quality in the Banking/Financial Industry 386
Service Quality in the Health Care Industry 393
Service Quality in the Utilities Industry 401
Overview of Improvement in the Service Industry 408
Service Sector Summary 412
Banking Source References 415
13. The Measurement Process: The Balanced Score Card 416
Introduction 416
Using Measurements 418
Benefits of Measurement 419
Understanding Measurement 421
Measurements Are Key to Improving 425
Types of Measurement Data 427
Clear Performance Data 427
Measurement Characteristics 428
Poor Quality Cost 431
Surveys as a Measurement Tool 434
Using National Quality Award Criteria to Measure Improvement 436
Management Information System Measures 438
Planning the TIM Measurement System 441
Summary 442
References 443
14. Organizational Structure: Restructuring the
Organization for the Twenty First Century 444
Contents XV
Introduction 444
The Evolution of the Organizational Structure 445
The Vertical Organization 446
The Bureaucratic Organization 447
The Decentralized Organization 447
The Network Organization 449
Two Models of Network Structures 452
Implementation of Network Structure 455
Organizational Structure Design 457
What Are the Barriers to Implementation? 461
Summary 463
15. Rewards and Recognition: Rewarding
Desired Behavior 465
Introduction 465
Ingredients of an Organization s Reward Process 467
Reward Process Hierarchy 468
Why Reward People? 468
Key Reward Rules 469
Types of Rewards 470
Financial Compensation 474
Monetary Awards 475
Group/Team Rewards 475
Public Personal Recognition 476
Private Personal Recognition 477
Peer Rewards 478
Customer Rewards 479
Organizational Awards 479
Implementation of the Reward Process 480
Summary 481
Index 483
|
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