Redefining Operational Excellence :: New Strategies for Maximizing Performance and Profits across the Organization /
True operational excellence is not about ""lean"" or six sigma or any other methodology. Our world is too complex, too interconnected, and too fast moving for organizations to achieve dramatic results simply by eliminating waste and increasing standardization. Operational excelle...
Gespeichert in:
| 1. Verfasser: | |
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| Format: | Elektronisch E-Book |
| Sprache: | English |
| Veröffentlicht: |
New York :
AMACOM,
2014.
|
| Schlagworte: | |
| Online-Zugang: | Volltext |
| Zusammenfassung: | True operational excellence is not about ""lean"" or six sigma or any other methodology. Our world is too complex, too interconnected, and too fast moving for organizations to achieve dramatic results simply by eliminating waste and increasing standardization. Operational excellence is a mindset, and it requires a company culture that questions current models and focuses on adding value, making improvements, and increasing speed. Redefining Operational Excellence covers it all--processes, people, and operations--and shares specific strategies for finding money and performance boosts in areas b |
| Beschreibung: | The Operational Excellence Crystal Ball. Includes index. |
| Beschreibung: | 1 online resource (267 pages) |
| Bibliographie: | Includes bibliographical references and index. |
| ISBN: | 9780814433980 0814433987 1306715172 9781306715171 |
Internformat
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| 100 | 1 | |a Miller, Andrew, |d 1973- |1 https://id.oclc.org/worldcat/entity/E39PCjvTkJ3DGqvWmKP4hVFrD3 |0 http://id.loc.gov/authorities/names/n2014006763 | |
| 245 | 1 | 0 | |a Redefining Operational Excellence : |b New Strategies for Maximizing Performance and Profits across the Organization / |c Andrew Miller. |
| 260 | |a New York : |b AMACOM, |c 2014. | ||
| 300 | |a 1 online resource (267 pages) | ||
| 336 | |a text |b txt |2 rdacontent | ||
| 337 | |a computer |b c |2 rdamedia | ||
| 338 | |a online resource |b cr |2 rdacarrier | ||
| 588 | 0 | |a Print version record. | |
| 505 | 0 | |a Cover; Contents; Acknowledgments; Introduction; Chapter 1: THE NEED FOR A NEW DEFINITION; The Beginnings of Operational Excellence; Redefining Operational Excellence; Would You Know Operational Excellence If You Tripped Over It?; Organizations That Exemplify Operational Excellence; Why Operational Excellence Is Important to Any Organization; Redefining How We Operate; Chapter 2: MAKING OPERATIONAL EXCELLENCE HAPPEN; The Core Components of Operational Excellence; Evolving Toward Operational Excellence; The Four Phases of Operational Excellence; Creating Gates: Protecting Your Gains. | |
| 505 | 8 | |a Four Types of OrganizationsRedefining the Way We Measure Success; Chapter 3: ATTRACTING AND RETAINING TOP TALENT: DON'T SETTLE FOR SECOND BEST; The Key Principles of Leadership; The Four Attributes of a Great Leader; Attracting the Best People; A Strategy for Talent Management; Breathe Life into Your Organization by Letting People Go; Is Your Turnover Rate Too High?; Chapter 4: THE INNOVATION EQUATION: THE IMPORTANCE OF COLLABORATION; How to Foster Innovation; The Cycle of Innovation; A Culture of Innovation: The Interaction of Empowerment and Skill; How to Become an Innovation Master. | |
| 505 | 8 | |a Accelerating the Adoption of InnovationChapter 5: ALIGNING STRATEGY AND TACTICS TO ENHANCE PERFORMANCE; Without Execution, There Is No Strategy; How to Achieve Execution Excellence; The Difference Between Responsibility and Accountability; Gaining a Tactical Advantage: Finding Performance Boosts Where You Wouldn't Normally Look; Performance Boosts: The Do-It-Yourself Version; A Final Word on Strategy Execution; Chapter 6: ACQUIRING AND KEEPING THE CUSTOMERS YOU WANT; Why Current Customers Are Your Best Opportunity for Growth; Stratifying Your Customers. | |
| 505 | 8 | |a How to Turn Customers into Great Referral SourcesOther Strategies to Strengthen Customer Loyalty and Engagement; The Five Myths of Customer Engagement; Chapter 7: OPTIMIZING SPEED MAXIMIZES PROFITABILITY; Determining Optimal Enterprise Velocity and Responsible Speed; Slow Down to Improve Results; How Speed Impacts Profitability; The Speed-Profitability Correlation and the Four Components of Operational Excellence; The Myth of the First-Mover Advantage; Knowing When to Speed Up and When to Slow Down; Implementing a Culture of Speed Optimization; Chapter 8: CENTERS OF EXCELLENCE: NOT SO MUCH. | |
| 505 | 8 | |a Why Centers of Excellence Aren't Always ExcellentWhy Create a Centralized Department?; The Benefits of a Centralized Department; Centrally Led, Locally Executed; Ignore the Center and Focus on Excellence; Chapter 9: INDUSTRY PERSPECTIVES; Retail; Services; Health Care; Technology; Manufacturing; Chapter 10: GETTING TECHNOLOGY OUT OF YOUR WAY; Fix the Process, Then Implement the Technology; Technology and Change Management; Using Technology to Enhance Operational Excellence; Operational Excellence and Automation; Chapter 11: A BRIGHT FUTURE WITH OPERATIONAL EXCELLENCE. | |
| 500 | |a The Operational Excellence Crystal Ball. | ||
| 520 | |a True operational excellence is not about ""lean"" or six sigma or any other methodology. Our world is too complex, too interconnected, and too fast moving for organizations to achieve dramatic results simply by eliminating waste and increasing standardization. Operational excellence is a mindset, and it requires a company culture that questions current models and focuses on adding value, making improvements, and increasing speed. Redefining Operational Excellence covers it all--processes, people, and operations--and shares specific strategies for finding money and performance boosts in areas b | ||
| 500 | |a Includes index. | ||
| 504 | |a Includes bibliographical references and index. | ||
| 650 | 0 | |a Performance. |0 http://id.loc.gov/authorities/subjects/sh85099805 | |
| 650 | 0 | |a Organizational effectiveness. |0 http://id.loc.gov/authorities/subjects/sh85095526 | |
| 650 | 0 | |a Management |x Technological innovations. | |
| 650 | 0 | |a Performance technology. |0 http://id.loc.gov/authorities/subjects/sh90002026 | |
| 650 | 2 | |a Task Performance and Analysis |0 https://id.nlm.nih.gov/mesh/D013647 | |
| 650 | 6 | |a Rendement au travail. | |
| 650 | 6 | |a Efficacité organisationnelle. | |
| 650 | 6 | |a Gestion |x Innovations. | |
| 650 | 7 | |a BUSINESS & ECONOMICS |x Industrial Management. |2 bisacsh | |
| 650 | 7 | |a BUSINESS & ECONOMICS |x Management. |2 bisacsh | |
| 650 | 7 | |a BUSINESS & ECONOMICS |x Management Science. |2 bisacsh | |
| 650 | 7 | |a BUSINESS & ECONOMICS |x Organizational Behavior. |2 bisacsh | |
| 650 | 7 | |a Management |x Technological innovations |2 fast | |
| 650 | 7 | |a Organizational effectiveness |2 fast | |
| 650 | 7 | |a Performance |2 fast | |
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| author | Miller, Andrew, 1973- |
| author_GND | http://id.loc.gov/authorities/names/n2014006763 |
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| contents | Cover; Contents; Acknowledgments; Introduction; Chapter 1: THE NEED FOR A NEW DEFINITION; The Beginnings of Operational Excellence; Redefining Operational Excellence; Would You Know Operational Excellence If You Tripped Over It?; Organizations That Exemplify Operational Excellence; Why Operational Excellence Is Important to Any Organization; Redefining How We Operate; Chapter 2: MAKING OPERATIONAL EXCELLENCE HAPPEN; The Core Components of Operational Excellence; Evolving Toward Operational Excellence; The Four Phases of Operational Excellence; Creating Gates: Protecting Your Gains. Four Types of OrganizationsRedefining the Way We Measure Success; Chapter 3: ATTRACTING AND RETAINING TOP TALENT: DON'T SETTLE FOR SECOND BEST; The Key Principles of Leadership; The Four Attributes of a Great Leader; Attracting the Best People; A Strategy for Talent Management; Breathe Life into Your Organization by Letting People Go; Is Your Turnover Rate Too High?; Chapter 4: THE INNOVATION EQUATION: THE IMPORTANCE OF COLLABORATION; How to Foster Innovation; The Cycle of Innovation; A Culture of Innovation: The Interaction of Empowerment and Skill; How to Become an Innovation Master. Accelerating the Adoption of InnovationChapter 5: ALIGNING STRATEGY AND TACTICS TO ENHANCE PERFORMANCE; Without Execution, There Is No Strategy; How to Achieve Execution Excellence; The Difference Between Responsibility and Accountability; Gaining a Tactical Advantage: Finding Performance Boosts Where You Wouldn't Normally Look; Performance Boosts: The Do-It-Yourself Version; A Final Word on Strategy Execution; Chapter 6: ACQUIRING AND KEEPING THE CUSTOMERS YOU WANT; Why Current Customers Are Your Best Opportunity for Growth; Stratifying Your Customers. How to Turn Customers into Great Referral SourcesOther Strategies to Strengthen Customer Loyalty and Engagement; The Five Myths of Customer Engagement; Chapter 7: OPTIMIZING SPEED MAXIMIZES PROFITABILITY; Determining Optimal Enterprise Velocity and Responsible Speed; Slow Down to Improve Results; How Speed Impacts Profitability; The Speed-Profitability Correlation and the Four Components of Operational Excellence; The Myth of the First-Mover Advantage; Knowing When to Speed Up and When to Slow Down; Implementing a Culture of Speed Optimization; Chapter 8: CENTERS OF EXCELLENCE: NOT SO MUCH. Why Centers of Excellence Aren't Always ExcellentWhy Create a Centralized Department?; The Benefits of a Centralized Department; Centrally Led, Locally Executed; Ignore the Center and Focus on Excellence; Chapter 9: INDUSTRY PERSPECTIVES; Retail; Services; Health Care; Technology; Manufacturing; Chapter 10: GETTING TECHNOLOGY OUT OF YOUR WAY; Fix the Process, Then Implement the Technology; Technology and Change Management; Using Technology to Enhance Operational Excellence; Operational Excellence and Automation; Chapter 11: A BRIGHT FUTURE WITH OPERATIONAL EXCELLENCE. |
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| dewey-ones | 658 - General management |
| dewey-raw | 658.4/012 |
| dewey-search | 658.4/012 |
| dewey-sort | 3658.4 212 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Wirtschaftswissenschaften |
| format | Electronic eBook |
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Version; A Final Word on Strategy Execution; Chapter 6: ACQUIRING AND KEEPING THE CUSTOMERS YOU WANT; Why Current Customers Are Your Best Opportunity for Growth; Stratifying Your Customers.</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">How to Turn Customers into Great Referral SourcesOther Strategies to Strengthen Customer Loyalty and Engagement; The Five Myths of Customer Engagement; Chapter 7: OPTIMIZING SPEED MAXIMIZES PROFITABILITY; Determining Optimal Enterprise Velocity and Responsible Speed; Slow Down to Improve Results; How Speed Impacts Profitability; The Speed-Profitability Correlation and the Four Components of Operational Excellence; The Myth of the First-Mover Advantage; Knowing When to Speed Up and When to Slow Down; Implementing a Culture of Speed Optimization; Chapter 8: CENTERS OF EXCELLENCE: NOT SO MUCH.</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">Why Centers of Excellence Aren't Always ExcellentWhy 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| id | ZDB-4-EBU-ocn879074106 |
| illustrated | Not Illustrated |
| indexdate | 2024-07-16T15:04:00Z |
| institution | BVB |
| isbn | 9780814433980 0814433987 1306715172 9781306715171 |
| language | English |
| oclc_num | 879074106 |
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| physical | 1 online resource (267 pages) |
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| publishDate | 2014 |
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| spelling | Miller, Andrew, 1973- https://id.oclc.org/worldcat/entity/E39PCjvTkJ3DGqvWmKP4hVFrD3 http://id.loc.gov/authorities/names/n2014006763 Redefining Operational Excellence : New Strategies for Maximizing Performance and Profits across the Organization / Andrew Miller. New York : AMACOM, 2014. 1 online resource (267 pages) text txt rdacontent computer c rdamedia online resource cr rdacarrier Print version record. Cover; Contents; Acknowledgments; Introduction; Chapter 1: THE NEED FOR A NEW DEFINITION; The Beginnings of Operational Excellence; Redefining Operational Excellence; Would You Know Operational Excellence If You Tripped Over It?; Organizations That Exemplify Operational Excellence; Why Operational Excellence Is Important to Any Organization; Redefining How We Operate; Chapter 2: MAKING OPERATIONAL EXCELLENCE HAPPEN; The Core Components of Operational Excellence; Evolving Toward Operational Excellence; The Four Phases of Operational Excellence; Creating Gates: Protecting Your Gains. Four Types of OrganizationsRedefining the Way We Measure Success; Chapter 3: ATTRACTING AND RETAINING TOP TALENT: DON'T SETTLE FOR SECOND BEST; The Key Principles of Leadership; The Four Attributes of a Great Leader; Attracting the Best People; A Strategy for Talent Management; Breathe Life into Your Organization by Letting People Go; Is Your Turnover Rate Too High?; Chapter 4: THE INNOVATION EQUATION: THE IMPORTANCE OF COLLABORATION; How to Foster Innovation; The Cycle of Innovation; A Culture of Innovation: The Interaction of Empowerment and Skill; How to Become an Innovation Master. Accelerating the Adoption of InnovationChapter 5: ALIGNING STRATEGY AND TACTICS TO ENHANCE PERFORMANCE; Without Execution, There Is No Strategy; How to Achieve Execution Excellence; The Difference Between Responsibility and Accountability; Gaining a Tactical Advantage: Finding Performance Boosts Where You Wouldn't Normally Look; Performance Boosts: The Do-It-Yourself Version; A Final Word on Strategy Execution; Chapter 6: ACQUIRING AND KEEPING THE CUSTOMERS YOU WANT; Why Current Customers Are Your Best Opportunity for Growth; Stratifying Your Customers. How to Turn Customers into Great Referral SourcesOther Strategies to Strengthen Customer Loyalty and Engagement; The Five Myths of Customer Engagement; Chapter 7: OPTIMIZING SPEED MAXIMIZES PROFITABILITY; Determining Optimal Enterprise Velocity and Responsible Speed; Slow Down to Improve Results; How Speed Impacts Profitability; The Speed-Profitability Correlation and the Four Components of Operational Excellence; The Myth of the First-Mover Advantage; Knowing When to Speed Up and When to Slow Down; Implementing a Culture of Speed Optimization; Chapter 8: CENTERS OF EXCELLENCE: NOT SO MUCH. Why Centers of Excellence Aren't Always ExcellentWhy Create a Centralized Department?; The Benefits of a Centralized Department; Centrally Led, Locally Executed; Ignore the Center and Focus on Excellence; Chapter 9: INDUSTRY PERSPECTIVES; Retail; Services; Health Care; Technology; Manufacturing; Chapter 10: GETTING TECHNOLOGY OUT OF YOUR WAY; Fix the Process, Then Implement the Technology; Technology and Change Management; Using Technology to Enhance Operational Excellence; Operational Excellence and Automation; Chapter 11: A BRIGHT FUTURE WITH OPERATIONAL EXCELLENCE. The Operational Excellence Crystal Ball. True operational excellence is not about ""lean"" or six sigma or any other methodology. Our world is too complex, too interconnected, and too fast moving for organizations to achieve dramatic results simply by eliminating waste and increasing standardization. Operational excellence is a mindset, and it requires a company culture that questions current models and focuses on adding value, making improvements, and increasing speed. Redefining Operational Excellence covers it all--processes, people, and operations--and shares specific strategies for finding money and performance boosts in areas b Includes index. Includes bibliographical references and index. Performance. http://id.loc.gov/authorities/subjects/sh85099805 Organizational effectiveness. http://id.loc.gov/authorities/subjects/sh85095526 Management Technological innovations. Performance technology. http://id.loc.gov/authorities/subjects/sh90002026 Task Performance and Analysis https://id.nlm.nih.gov/mesh/D013647 Rendement au travail. Efficacité organisationnelle. Gestion Innovations. BUSINESS & ECONOMICS Industrial Management. bisacsh BUSINESS & ECONOMICS Management. bisacsh BUSINESS & ECONOMICS Management Science. bisacsh BUSINESS & ECONOMICS Organizational Behavior. bisacsh Management Technological innovations fast Organizational effectiveness fast Performance fast has work: Redefining operational excellence (Text) https://id.oclc.org/worldcat/entity/E39PCGvk6JRY9QBFQCg649WMT3 https://id.oclc.org/worldcat/ontology/hasWork Print version: Miller, Andrew. Redefining Operational Excellence : New Strategies for Maximizing Performance and Profits Across the Organization. New York : AMACOM, ©2014 9780814433973 FWS01 ZDB-4-EBU FWS_PDA_EBU https://search.ebscohost.com/login.aspx?direct=true&scope=site&db=nlebk&AN=686824 Volltext |
| spellingShingle | Miller, Andrew, 1973- Redefining Operational Excellence : New Strategies for Maximizing Performance and Profits across the Organization / Cover; Contents; Acknowledgments; Introduction; Chapter 1: THE NEED FOR A NEW DEFINITION; The Beginnings of Operational Excellence; Redefining Operational Excellence; Would You Know Operational Excellence If You Tripped Over It?; Organizations That Exemplify Operational Excellence; Why Operational Excellence Is Important to Any Organization; Redefining How We Operate; Chapter 2: MAKING OPERATIONAL EXCELLENCE HAPPEN; The Core Components of Operational Excellence; Evolving Toward Operational Excellence; The Four Phases of Operational Excellence; Creating Gates: Protecting Your Gains. Four Types of OrganizationsRedefining the Way We Measure Success; Chapter 3: ATTRACTING AND RETAINING TOP TALENT: DON'T SETTLE FOR SECOND BEST; The Key Principles of Leadership; The Four Attributes of a Great Leader; Attracting the Best People; A Strategy for Talent Management; Breathe Life into Your Organization by Letting People Go; Is Your Turnover Rate Too High?; Chapter 4: THE INNOVATION EQUATION: THE IMPORTANCE OF COLLABORATION; How to Foster Innovation; The Cycle of Innovation; A Culture of Innovation: The Interaction of Empowerment and Skill; How to Become an Innovation Master. Accelerating the Adoption of InnovationChapter 5: ALIGNING STRATEGY AND TACTICS TO ENHANCE PERFORMANCE; Without Execution, There Is No Strategy; How to Achieve Execution Excellence; The Difference Between Responsibility and Accountability; Gaining a Tactical Advantage: Finding Performance Boosts Where You Wouldn't Normally Look; Performance Boosts: The Do-It-Yourself Version; A Final Word on Strategy Execution; Chapter 6: ACQUIRING AND KEEPING THE CUSTOMERS YOU WANT; Why Current Customers Are Your Best Opportunity for Growth; Stratifying Your Customers. How to Turn Customers into Great Referral SourcesOther Strategies to Strengthen Customer Loyalty and Engagement; The Five Myths of Customer Engagement; Chapter 7: OPTIMIZING SPEED MAXIMIZES PROFITABILITY; Determining Optimal Enterprise Velocity and Responsible Speed; Slow Down to Improve Results; How Speed Impacts Profitability; The Speed-Profitability Correlation and the Four Components of Operational Excellence; The Myth of the First-Mover Advantage; Knowing When to Speed Up and When to Slow Down; Implementing a Culture of Speed Optimization; Chapter 8: CENTERS OF EXCELLENCE: NOT SO MUCH. Why Centers of Excellence Aren't Always ExcellentWhy Create a Centralized Department?; The Benefits of a Centralized Department; Centrally Led, Locally Executed; Ignore the Center and Focus on Excellence; Chapter 9: INDUSTRY PERSPECTIVES; Retail; Services; Health Care; Technology; Manufacturing; Chapter 10: GETTING TECHNOLOGY OUT OF YOUR WAY; Fix the Process, Then Implement the Technology; Technology and Change Management; Using Technology to Enhance Operational Excellence; Operational Excellence and Automation; Chapter 11: A BRIGHT FUTURE WITH OPERATIONAL EXCELLENCE. Performance. http://id.loc.gov/authorities/subjects/sh85099805 Organizational effectiveness. http://id.loc.gov/authorities/subjects/sh85095526 Management Technological innovations. Performance technology. http://id.loc.gov/authorities/subjects/sh90002026 Task Performance and Analysis https://id.nlm.nih.gov/mesh/D013647 Rendement au travail. Efficacité organisationnelle. Gestion Innovations. BUSINESS & ECONOMICS Industrial Management. bisacsh BUSINESS & ECONOMICS Management. bisacsh BUSINESS & ECONOMICS Management Science. bisacsh BUSINESS & ECONOMICS Organizational Behavior. bisacsh Management Technological innovations fast Organizational effectiveness fast Performance fast |
| subject_GND | http://id.loc.gov/authorities/subjects/sh85099805 http://id.loc.gov/authorities/subjects/sh85095526 http://id.loc.gov/authorities/subjects/sh90002026 https://id.nlm.nih.gov/mesh/D013647 |
| title | Redefining Operational Excellence : New Strategies for Maximizing Performance and Profits across the Organization / |
| title_auth | Redefining Operational Excellence : New Strategies for Maximizing Performance and Profits across the Organization / |
| title_exact_search | Redefining Operational Excellence : New Strategies for Maximizing Performance and Profits across the Organization / |
| title_full | Redefining Operational Excellence : New Strategies for Maximizing Performance and Profits across the Organization / Andrew Miller. |
| title_fullStr | Redefining Operational Excellence : New Strategies for Maximizing Performance and Profits across the Organization / Andrew Miller. |
| title_full_unstemmed | Redefining Operational Excellence : New Strategies for Maximizing Performance and Profits across the Organization / Andrew Miller. |
| title_short | Redefining Operational Excellence : |
| title_sort | redefining operational excellence new strategies for maximizing performance and profits across the organization |
| title_sub | New Strategies for Maximizing Performance and Profits across the Organization / |
| topic | Performance. http://id.loc.gov/authorities/subjects/sh85099805 Organizational effectiveness. http://id.loc.gov/authorities/subjects/sh85095526 Management Technological innovations. Performance technology. http://id.loc.gov/authorities/subjects/sh90002026 Task Performance and Analysis https://id.nlm.nih.gov/mesh/D013647 Rendement au travail. Efficacité organisationnelle. Gestion Innovations. BUSINESS & ECONOMICS Industrial Management. bisacsh BUSINESS & ECONOMICS Management. bisacsh BUSINESS & ECONOMICS Management Science. bisacsh BUSINESS & ECONOMICS Organizational Behavior. bisacsh Management Technological innovations fast Organizational effectiveness fast Performance fast |
| topic_facet | Performance. Organizational effectiveness. Management Technological innovations. Performance technology. Task Performance and Analysis Rendement au travail. Efficacité organisationnelle. Gestion Innovations. BUSINESS & ECONOMICS Industrial Management. BUSINESS & ECONOMICS Management. BUSINESS & ECONOMICS Management Science. BUSINESS & ECONOMICS Organizational Behavior. Management Technological innovations Organizational effectiveness Performance |
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| work_keys_str_mv | AT millerandrew redefiningoperationalexcellencenewstrategiesformaximizingperformanceandprofitsacrosstheorganization |