Process improvement : enhancing your organization's effectiveness /

Detalles Bibliográficos
Clasificación:Libro Electrónico
Autor principal: Flanigan, Eileen
Formato: Electrónico eBook
Idioma:Inglés
Publicado: Menlo Park, Calif. : Crisp, ©1995.
Colección:Fifty-Minute series.
Temas:
Organizational effectiveness.
Management.
Efficacité organisationnelle.
Gestion.
management.
BUSINESS & ECONOMICS > Negotiating.
Management
Organizational effectiveness
Acceso en línea:Texto completo
Tabla de Contenidos:
  • TITLE
  • COPYRIGHT
  • ABOUT THE AUTHORS
  • CONTENTS
  • INTRODUCTION
  • PART I What Is Process Improvement?
  • THE CONCEPT IS SIMPLE!
  • Why Not Always Use Process Reengineering if the Payoff Is Higher?
  • Process versus Task
  • HOW PROCESS IMPROVEMENT FITS IN WITH OTHER WAYS TO IMPROVE
  • What Value Does Process Improvement Offer?
  • Ensuring Successful Process Improvement
  • YOUR CHALLENGE IS CLEAR!
  • Overcome the Doom Predictors!
  • Work Your Problem!
  • PART II Identifying the Players
  • THE CUSTOMER IS #1
  • Working with External Customers
  • GETTING CUSTOMER FEEDBACKSample Questions:
  • Expanding the Role of the Internal Customer
  • THE NEXT MOST IMPORTANT PERSON
  • Work Your Problem!
  • PART III Ensuring Success
  • FIND PROCESSES THAT NEED IMPROVEMENT
  • Measurements and Benchmarking
  • Measurements at Work and Play
  • REASON #1: Employees fear and mistrust measurements.
  • REASON #2: There is a general lack of understanding of what or how to measure.
  • REASON #3: The results of measurements are typically not shared in an open manner.
  • ""REASON #4: Most people make the process of measuring harder than it needs to be.""""Measure the Pulse Points""; ""HOW GOOD IS GOOD?""; ""Donâ€?t Forget Benchmarking""; ""Knowing What to Expect Really Helps!""; ""PLAN FOR YOUR SUCCESS""; ""Pick the Right Process""; ""Criteria for Picking the Right Process""; ""Common Mistakes in Process Selection""; ""PROJECT PLANNING""; ""Identifying Participants""; ""Setting Specific and Measurable Goals""; ""Creating Task Listing and Scheduling""; ""Getting Project Approval""; ""Work Your Problem!""; ""PART IV Understanding What Needs Changing""
  • ""WHERE TO BEGIN?""""Begin with Your “As-Isâ€? Process""; ""Inputs to Your Process""; ""Tasks Within Your Process""; ""Work Flow Between Tasks Within Your Process""; ""Value Created Within your Process""; ""Outputs of Your Process""; ""CREATE YOUR OWN PROCESS MAP""; ""A Process List Example for “Decks â€?R Usâ€?:""; ""PROCESS MAP AND PROCESS LIST GUIDELINES""; ""Determine if Each Step Adds Value""; ""Congratulations!""; ""Take Advantage of Work Already Done!""; ""What to Expect at This Phase""; ""BEWARE OF BECOMING STUCK IN THE “AS-ISâ€?""; ""Work Your Problem!""
  • PART V Getting Where You Want to BeIDENTIFY THOSE PESKY PROBLEM AREAS
  • Eliminate Non-Value Added Steps
  • Backlogs of Work
  • Errors and Quality Issues
  • Hand-offs Between People or Organizations
  • Physical Movement of People or Work
  • Changeover Times of Equipment or People
  • Dealing with the Unpredictable
  • So Many Issues and So Little Time
  • COME UP WITH EFFECTIVE OPTIONS
  • SELECT THE RIGHT SOLUTION
  • PLAN YOUR IMPLEMENTATION
  • Follow Through after Implementation
  • Begin Again
  • What to Expect at this Phase
  • Work Your Problem!

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