Four practical revolutions in management: systems for creating unique organizational capability = 4 practical revolutions in management
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| Previous Title: | A new American TQM, 1993 |
|---|---|
| Main Authors: | , |
| Format: | Book |
| Language: | English |
| Published: |
Cambridge, Mass.
Center for Quality of Management
2001
|
| Edition: | Rev. ed. |
| Subjects: | |
| Online Access: | Inhaltsverzeichnis |
| Physical Description: | XXVI, 758 S. graph. Darst., Ill. |
| ISBN: | 9781563273889 1563273888 |
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| 245 | 1 | 0 | |a Four practical revolutions in management |b systems for creating unique organizational capability = 4 practical revolutions in management |c Shoji Shiba ; David Walden |
| 246 | 1 | 1 | |a 4 practical revolutions in management |
| 250 | |a Rev. ed. | ||
| 264 | 1 | |a Cambridge, Mass. |b Center for Quality of Management |c 2001 | |
| 300 | |a XXVI, 758 S. |b graph. Darst., Ill. | ||
| 336 | |b txt |2 rdacontent | ||
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| 338 | |b nc |2 rdacarrier | ||
| 650 | 4 | |a Changement organisationnel | |
| 650 | 4 | |a Changement organisationnel - Cas, Études de | |
| 650 | 4 | |a Qualité totale | |
| 650 | 4 | |a Qualité totale - Cas, Études de | |
| 650 | 4 | |a Qualité totale dans l'administration publique | |
| 650 | 4 | |a Organizational change | |
| 650 | 4 | |a Organizational change |v Case studies | |
| 650 | 4 | |a Total quality management | |
| 650 | 4 | |a Total quality management |v Case studies | |
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| 780 | 0 | 0 | |i Früher u.d.T. |t A new American TQM, 1993 |
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Record in the Search Index
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|---|---|
| adam_text | Contents
List of Cases xiii
Preface xv
Acknowledgments xxiii
Introduction: BUSINESS EVOLUTION 1
1 The Evolution of the Customer Satisfaction Concept 3
1.1 What Is Customer Satisfaction? 3
1.2 Evolution of Customer Satisfaction Methods 11
1.3 Evolution of Company Integration 13
1.4 Continuing Evolution 15
2 Survival in a Rapidly Changing World 19
2.1 Practice Systematic Development of Skill 22
2.2 Treat Management as a Coherent System 28
2.3 Focus on People and Their Purposes 30
2.4 Integrate Best Practices 35
2.5 Financial Benefit 36
3 Developing a Unique Organizational Capability 41
3.1 Four Practical Revolutions in Management 41
3.2 Evolution of Our Understanding 43
3.3 Four Levels of Practice 47
The First Revolution: CUSTOMER FOCUS 49
4 Change in the Work Concept 51
4.1 Market-In 51
4.2 Customers 55
4.3 Philosophy-In and Philosophy-Out 56
5 Evolution of Customer Focus and Its Challenges 59
5.1 Three Stages of Customer Focus 59
5.2 Customer Concerns 60
5.3 Integration of Concerns 66
5.4 Individualizing Customers 69
viii Four Practical Revolutions in Management
The Second Revolution: CONTINUOUS IMPROVEMENT 71
PART 2A—INTRODUCTION: FUNDAMENTALS AND VOCABULARY
6 Improvement as a Problem-Solving Process 73
6.1 Management by Process 73
6.2 WV Model of Continuous Improvement 74
6.3 Continuous Improvement of Processes for All Types of Work 84
6.4 Continuous Improvement and the Scientific Method 92
PART 2B—MANAGING EXISTING PROCESSES
7 Process Discovery and Management 95
7.1 Thinking in Terms of Process 95
7.2 Process Discovery 98
8 Process Control and Variation 107
8.1 A Typical Example of (Mishandling) Variation 108
8.2 Making the Most of Variation 109
8.3 Process Control and Process Improvement 117
8.4 Continuing the Typical Example of Variation 118
9 Reactive Improvement and the 7 Steps Method 123
9.1 Identifying the Problem 125
9.2 Standard Steps and Tools 131
9.3 The 7 Steps: A Case Study 133
9.4 The 7 QC Tools 145
10 Management Diagnosis of the 7 Steps of Reactive Improvement 149
10.1 General Guidelines for Managers Diagnosing a QI Story 149
10.2 Step-by-Step Guidelines for Managers Diagnosing a QI Story 152
10.3 Case Study for Diagnosis of the 7 Steps 163
10.4 Run PDCA and Develop Skill 173
11 Process Management Mobilization Case Study—Teradyne 175
11.1 Introduction to the Teradyne Mobilization Story 175
11.2 Introduction of the 7 Steps 175
11.3 Experience Using the 7 Steps 177
11.4 Improving Mobilization 178
11.5 Process Discovery and Process Control 181
PART 2C—ONE-TIME EFFORTS
12 Planning Projects or Tasks 183
12.1 The 9 Steps Compared with the 7 Steps 184
12.2 The 9 Steps Mobilization at Teradyne . 185
12.3 A Teradyne Illustration of the 9 Steps Use 186
12.4 Relationship of the 9 Steps to Other Methods 196
Contents ix
PART 2D—FINDING NEW DIRECTIONS
13 Proactive Improvement 199
13.1 Collecting Data for Proactive Improvement 201
13.2 Language Data and Use of Semantics 204
13.3 Toward Standard Tools and Steps for Proactive Improvement 211
13.4 Customer Visitation as a Method of Collecting Proactive
Improvement Data 221
14 Applying Proactive Improvement to Develop New Products 235
14.1 Stage 1: Develop Understanding of Customers Needs
and Environment 239
14.2 Stage 2: Convert Understanding into Requirements 248
14.3 Stage 3: Operationally Define Requirements for
Downstream Development 260
14.4 Stages 4 and 5: Generating Concepts and Selecting the Concept 272
14.5 Expanding View of WV Model and Proactive Improvement 278
The Third Revolution: TOTAL PARTICIPATION 283
PART 3A—INTRODUCTION
15 Engagement and Alignment of Organization Members 285
15.1 Engaged Employees for a Rapidly Changing World 285
15.2 Explicit Joining of Improvement and Routine Work 287
15.3 Processes and People 291
PART 3B—INDIVIDUAL SKILL DEVELOPMENT
16 Coordinating Behavior 297
16.1 Societal Networking Case Study of the CQM Study Group
on Conversation 299
16.2 Expansion of the Principles of Semantics 302
16.3 Some types and Models of Conversations 305
16.4 Burchill Case Study from the Navy 323
17 Leading Change 329
17.1 Technical Skill 331
17.2 Human Skill 332
17.3 Conceptual Skill 333
18 Self-Development 341
18.1 Lessons from the Non-Business World 342
18.2 Local Improvement in Absence of a Supportive Environment 347
18.3 The Bottom Line 358
x Four Practical Revolutions in Management PART 3C—TEAM SKILL DEVELOPMENT
19 Teamwork Skill 361
19.1 Some Fundamentals 361
19.2 Some Types of Teams 367
19.3 Models for Team Development 396
PART 3D—ORGANIZATIONAL SKILL DEVELOPMENT
20 Initiation Strategies 405
20.1 CEO Involvement 405
20.2 Case Study: Teradyne Strategy for Introduction 415
21 Infrastructure for Mobilization 423
21.1 Create Explicit Structures for Mobilization 423
21.2 A General Model for Mobilization: The 7 Infrastructures 425
1. Goal Setting (Vision/Mission) 427
2. Organization Setting 431
3. Training and Education 434
4. Promotional Activities 441
5. Diffusion of Success Stories 441
6. Awards and Incentives 444
7. Monitoring and Diagnosis 445
22 Phase-In 453
22.1 Orientation Phase 455
22.2 Empowerment Phase 456
22.3 Alignment Phase 458
22.4 Evolution of the Parallel Organization 459
22.5 Common Patterns of Phase-In 461
23 U.S. Focused Strategies for Phase-In 467
23.1 Benchmarking 468
23.2 Six Sigma 472
23.3 Cycle-Time Reduction 479
PART 3E—ORGANIZATIONAL UNIQUENESS
24 Hoshin Management 503
24.1 Hoshin Management and Its Parts 503
Phase 1—Strategic Planning and Setting the Hoshin (Proactive) 508
Phase 2—Hoshin Deployment 510
Phase 3—Monitoring the Hoshin; Controlling with Metrics (Control) 518
Phase 4—Check and Act (Reactive) 521
Phase 5—President s Diagnosis 521
Contents xi
24.2 Management by Objectives and Conventional
Business Planning 524
24.3 Hoshin Management at Analog Devices 531
25 Leading Process Improvement 547
25.1 Modeling Personal Improvement 547
25.2 Employee Development at NIMS 549
25.3 Company Strategies 555
25.4 Individual Practice of CAPD by Managers 569
26 Further Case Studies in Mobilization 577
26.1 Teradyne Story Continued 578
26.2 HP Story 588
26.3 Analog Devices Story 593
26.4 Tom Powell s Research 602
27 The Practice of Breakthrough 607
27.1 Process versus Business Breakthrough 607
27.2 Case Studies and a Model of Business Breakthrough 610
27.3 Biggest Obstacle to Business Breakthrough 626
27.4 Integration of Ideas 636
The Fourth Revolution: SOCIETAL NETWORKING 643
28 Networking and Societal Diffusion: Regional and National Networking 645
28.1 The Japanese Model 646
28.2 Taking a Lesson from Japan—CQM 654
28.3 Comparison of National Methods 662
28.4 Use of Indirect Influence 671
29 Ongoing Integration of Methods 675
29.1 Applying Idealized Design to Hoshin Management 676
29.2 Structural Process Improvement Case Study 681
29.3 SerVend Case Study 688
Afterword 699
About the Authors 705
References 707
Index 729
List of Cases
Process Discovery Example 103
Broken Pellicle 7 Steps at Analog 133
Errorbusters 7 Steps Diagnosis at Analog 163
Process Management Mobilization at Teradyne 175
9 Steps Mobilization at Teradyne 185
9 Steps Case Study at Teradyne 186
BBN Customer Visitation Program Case Study 221
Societal Networking for Concept Engineering Development 236
Contextual Inquiry at Digital 243
Stripping Basket Case Study of Concept Engineering Introduced 237
Customer Interviews 245
Customer Image LP 248
Translation of Customer Voices to Customer Requirements 250
Use of the Seven Translation Guidelines 250
Developing a Requirements LP 258
Kano Questionnaire, Matrix, and Diagram 263
Generating Metrics 269
Use of a Quality Table 270
Benchmark Analysis 271
Commercial Success 277
Societal Networking via CQM Study Group on Conversation 299
Coordinating Behavior in Gary Burchill s Management Team 323
Evolution of a Japanese QC Team 371
Cross-Functional CQM Design Team 379
Core Teams at Analog Devices 385
Self-Directed Work Teams at Analog Devices 388
CEO Involvement at Teradyne 410
Teradyne Strategy for Introduction 415
SerVend Example of Goals, Values, and Mission 429
Monitoring Improvement Teams at Teradyne 445
Benchmarking from Xerox 468
Six Sigma from Motorola 474
Six Sigma at AlliedSignal 477
AAT Example 480
CQM Study Group on Cycle-Time Reduction 484
xiv List of Cases
APC Model for Cycle-Time Reduction 492
Hoshin Management at Analog Devices 531
Modeling Personal Improvement 547
Product Development Skill at NIMS 549
Long-Term Mobilization at Teradyne 579
Long-Term Mobilization at Hewlett-Packard 588
Long-Term Mobilization Analog Devices 593
Breakthrough at Seiko 610
Breakthrough at Yokogawa HP 613
Breakthrough at Yokogawa Electric 618
Breakthrough at Fuji Xerox 619
Breakthrough at Meada Corporation 627
Breakthrough at Teradyne Aurora 630
Breakthrough at ASKUL 633
CQM—An Organization for Societal Networking 654
Operationalizing Idealized Design 680
Structural Process Improvement 681
SerVend Case Study 688
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| indexdate | 2024-07-09T22:10:18Z |
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| isbn | 9781563273889 1563273888 |
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| spelling | Shiba, Shoji Verfasser aut Four practical revolutions in management systems for creating unique organizational capability = 4 practical revolutions in management Shoji Shiba ; David Walden 4 practical revolutions in management Rev. ed. Cambridge, Mass. Center for Quality of Management 2001 XXVI, 758 S. graph. Darst., Ill. txt rdacontent n rdamedia nc rdacarrier Changement organisationnel Changement organisationnel - Cas, Études de Qualité totale Qualité totale - Cas, Études de Qualité totale dans l'administration publique Organizational change Organizational change Case studies Total quality management Total quality management Case studies Management (DE-588)4037278-9 gnd rswk-swf (DE-588)4522595-3 Fallstudiensammlung gnd-content Management (DE-588)4037278-9 s DE-604 Walden, David Verfasser aut Früher u.d.T. A new American TQM, 1993 HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=018941919&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Shiba, Shoji Walden, David Four practical revolutions in management systems for creating unique organizational capability = 4 practical revolutions in management Changement organisationnel Changement organisationnel - Cas, Études de Qualité totale Qualité totale - Cas, Études de Qualité totale dans l'administration publique Organizational change Organizational change Case studies Total quality management Total quality management Case studies Management (DE-588)4037278-9 gnd |
| subject_GND | (DE-588)4037278-9 (DE-588)4522595-3 |
| title | Four practical revolutions in management systems for creating unique organizational capability = 4 practical revolutions in management |
| title_alt | 4 practical revolutions in management |
| title_auth | Four practical revolutions in management systems for creating unique organizational capability = 4 practical revolutions in management |
| title_exact_search | Four practical revolutions in management systems for creating unique organizational capability = 4 practical revolutions in management |
| title_full | Four practical revolutions in management systems for creating unique organizational capability = 4 practical revolutions in management Shoji Shiba ; David Walden |
| title_fullStr | Four practical revolutions in management systems for creating unique organizational capability = 4 practical revolutions in management Shoji Shiba ; David Walden |
| title_full_unstemmed | Four practical revolutions in management systems for creating unique organizational capability = 4 practical revolutions in management Shoji Shiba ; David Walden |
| title_old | A new American TQM, 1993 |
| title_short | Four practical revolutions in management |
| title_sort | four practical revolutions in management systems for creating unique organizational capability 4 practical revolutions in management |
| title_sub | systems for creating unique organizational capability = 4 practical revolutions in management |
| topic | Changement organisationnel Changement organisationnel - Cas, Études de Qualité totale Qualité totale - Cas, Études de Qualité totale dans l'administration publique Organizational change Organizational change Case studies Total quality management Total quality management Case studies Management (DE-588)4037278-9 gnd |
| topic_facet | Changement organisationnel Changement organisationnel - Cas, Études de Qualité totale Qualité totale - Cas, Études de Qualité totale dans l'administration publique Organizational change Organizational change Case studies Total quality management Total quality management Case studies Management Fallstudiensammlung |
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