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|a UAMI
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|a Hariharan, Arun.
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|a Continuous Permanent Improvement.
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|a La Vergne :
|b ASQ Quality Press,
|c 2014.
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|c ©2014.
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|a 1 online resource (257 pages)
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|a text
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|a Cover -- Title Page -- CIP data -- Dedication -- Table of Contents -- List of Figures and Tables -- Foreword by Mikel J. Harry, PhD -- Foreword by Dr. Kewal K. Nohria -- Preface -- Chapter 1: Business or Excellence:Do We Have a Choice? -- Aiming for Leadership-Fast -- Growing Pains -- Mad About Growth -- An Expensive Lesson -- Chapter 2: Make Quality Your Strategy -- Know Where You Want to Go and How to Get There -- Do You Have a Business Excellence Road Map? -- Chapter 3: Whose Job Is Excellence? -- Do Boards Represent Customers Enough? -- Questions That the Board Must Ask -- How to Ensure That the Board Doesn't Get into Too Much Detail -- Why Can't One Director Represent the Customer as a Key Stakeholder? -- Why the Board Must Ask These Questions -- Indicators of Organizations Where the Board Focuses on Quality and Customers -- The CEO's Role -- Chicken and Egg -- Excellence Is Everyone's Job -- Is Quality the Job of the "Quality Department"? -- Chapter 4: Begin from the Beginning: Know Who Your Customers Are and What They Want -- SIPOC and COPIS -- COPIS as a Strategy -- What Type of Business or Organization Is This Relevant To? -- The Story of How Strategic COPIS Was Applied -- Keeping Processes and Performance Measures Current -- Is It Relevant Only in a New Business? -- Foundation for Continuous Improvement -- Business Benefits of Strategic COPIS -- Output of Strategic COPIS: Master List of Business Processes -- Conclusion -- Chapter 5: Standardize to Improve: Business Process Mapping -- Grandma Cakes -- Explosive Growth-the Artisan Multiplies Herself -- Standardized Business Processes -- Who Needs Standardized Business Processes? -- The Process Map -- Do Standardized Processes Kill Innovation? On the Contrary . . . -- Why Do You Need Standardized Processes? -- You Can Have Your Own Format for Process Mapping.
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|a Who Should Document Processes? -- How Do You Know If People Are Following the Standard Process? -- The Role of Automation and the Need for Wing-to-Wing Thinking -- Conclusion -- Chapter 6: Measures that Matter -- Two Years Later -- The Dashboard Review -- Chapter 7: The Beginning of Improvement: Making Quality Problems Visible -- Measurement Itself Causes Improvement -- Where to Begin Improvement-Start by Making Quality Problems Visible -- Clear the Cobwebs with 5S -- Listen to Customer Complaints and Look at Your Performance Measures -- Chapter 8: The Fascinating World of Lean -- Lean Is for Senior Management First -- Identifying and Eliminating Waste (the Nine Types of Waste) -- What We Learned from Toyota -- Value Stream Mapping-Autobiography of a Sales Order -- Is This Value? -- The Invisible Mountain -- Value Stream Mapping Makes the Mountain of Waste Visible -- You Have Started Winning the Battle Against Quality Problems and Waste -- Examples of Fighting Waste and Results -- Lean Can Double Your Profits -- Is This Relevant in Service Industries? -- Involving Partners -- Now That You Can See the Mountain, Demolish It! -- Chapter 9:Double Your Revenue and Profits without Selling More: The Importance of First Time Right -- Why Is FTR So Important? -- FTR in Sales -- What Is an FTR Sale? -- Where Is FTR Selling Relevant? -- FTR and Cost of Rework -- FTR and Customer Satisfaction -- FTR and Company Image -- The Impact of FTR on Revenue, Profits, and Sales Productivity -- Mental Blocks -- Lesson Learned-Only Sales Must Be Responsible for FTR in Sales -- How Do You Know If It's Working? -- What You Can Do -- Chapter 10: A Management Philosophy Called Six Sigma -- The Project Charter, and Reporting Results from Lean Six Sigma (LSS) -- Lean and Six Sigma-a Powerful Combination -- Three Types of Lean Six Sigma Projects -- Quality Improvement Projects.
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|a Revenue-Enhancing Projects -- Cost-Saving Projects -- How to Select and Prioritize LSS Projects -- Do Not Marry a Model -- What to Do When Customers Complain -- Chapter 11: Is a Complaining Customer Doing You a Favor? -- The Customer's Story -- The Bank's Side of the Story -- The Bank's Story Six Months Later -- The Customer (as Always) Has the Last Word -- Chapter 12: Resolved, but Not Resolved -- A Riddle -- At Last, Some Light -- Other "Smart" Ways of Beating the System -- The Final Outcome -- The Lesson -- Chapter 13: Root Cause Analysis -- The Technique of Root Cause Analysis -- Sample Business Results from Root Cause Analysis -- Critical Success Factors-Lessons Learned in Root Cause Analysis -- Tests to Find Out If You Have Reached the Root Cause and Eliminated It -- RCA-the Epitome of Lean -- Can Problems Be Prevented before They Ever Occur? -- Chapter 14: Close the Loop with the Customer -- The Meeting with the CEO -- The Commandments(Lessons Learned) -- What's Your Company's Culture? -- Chapter 15: Kaizen and the Power of Ideas -- A Shaky Start -- A Process for Ideas and Innovation-at Two Levels -- Innovation Process for Large Business Ideas -- Continuous Process for Innovation -- Will Ideas Dry Up ? -- Your Company's Culture Can Either Encourage or Kill Innovation -- The Impact on People and Morale -- Conclusion -- Chapter 16: 360-Degree Knowledge Management -- Introduction to the 360-Degree Knowledge Management Model -- What Is Knowledge Management? -- Why Knowledge Management? -- The Six How Questions -- Communities of Experts and Knowledge Champions -- Role of Knowledge Champions and Communities of Experts -- The First Three How Questions Have Been Answered -- How KM Really Works -- The 360-Degree Knowledge Management Model -- The Six Dimensions of 360-Degree KM -- Balancing Relevance and Content Quality with Culture Building.
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|a Establish Standard KM Processes -- The Role of Technology in 360-Degree KM -- Examples of Business Results from Application of 360-Degree KM -- Knowledge-Dollars or K-Dollars -- Conclusion -- Chapter 17: Do Business Excellence Models Help? -- Chapter 18: A Word to Business Leaders -- Chapter 19: A Word to Quality Professionals -- Chapter 20: A Word to Services -- Chapter 21: Summing Up: The Cycle of Continuous Permanent Improvement -- Chapter 22: Call to Action -- How to Use This Call to Action List -- Conclusion -- References -- About the Author -- Index.
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|a Description based on publisher supplied metadata and other sources.
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| 590 |
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|a ProQuest Ebook Central
|b Ebook Central Academic Complete
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| 650 |
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|a Total quality management.
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| 650 |
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|a Organizational effectiveness.
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| 650 |
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|a Qualité totale.
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| 650 |
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|a Efficacité organisationnelle.
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| 650 |
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|a Organizational effectiveness
|2 fast
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| 650 |
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|a Total quality management
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|a Electronic books.
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|i has work:
|a Continuous permanent improvement (Text)
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|4 https://id.oclc.org/worldcat/ontology/hasWork
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|i Print version:
|a Hariharan, Arun
|t Continuous Permanent Improvement
|d La Vergne : ASQ Quality Press,c2014
|z 9780873898867
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| 856 |
4 |
0 |
|u https://ebookcentral.uam.elogim.com/lib/uam-ebooks/detail.action?docID=7184944
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