Continuous Permanent Improvement.

Detalles Bibliográficos
Clasificación:Libro Electrónico
Autor principal: Hariharan, Arun
Formato: Electrónico eBook
Idioma:Inglés
Publicado: La Vergne : ASQ Quality Press, 2014.
Temas:
Total quality management.
Organizational effectiveness.
Qualité totale.
Efficacité organisationnelle.
Organizational effectiveness
Total quality management
Electronic books.
Acceso en línea:Texto completo
Tabla de Contenidos:
  • 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.
  • 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.
  • 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.
  • 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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