Four Practical Revolutions in Management: Systems for Creating Unique Organizational Capability
In Four Practical Revolutions in Management: Systems for Creating Unique Organizational Capability, authors Shoji Shiba and David Walden significantly revise their classic text on leading management systems -- A New American TQM. This book is a comprehensive approach to business management that goes beyond business operations improvement.
The authors demonstrate a program for establishing a sophisticated, state-of-the-art management system that creates unique organizational capabilities. Containing new methodologies and case studies, the book is one of the most extensive in the management field and provides a step-by-step program for implementing leading management techniques.
To create a successful management system, the authors argue that companies must be organized around four major areas of practice called the "four revolutions." They are customer focus, continuous improvement, total participation, and societal networking. For each of the areas, the book presents proven methods that enable dynamic implementation strategies.
Any effective management system begins with the customer. Companies must learn to integrate a customer's concerns into their own. The book presents how to embrace the "market-in" concept and integrate the other skills in the book into a management strategy that focuses on the customer.
For a company to be successful in the 21st century, it must continually improve its processes to meet the ever-changing needs of the customer. This book introduces important tools for process discovery, management, and improvement. In the process, it moves beyond "reactive improvement" methods to "proactive improvement" efforts.
The key to creating a dynamic management system is employee participation. Employees are the ones who work on the issues of quality and customer satisfaction on a daily basis. This book presents skills such as hoshin management, team-building, creating structures for mobilization, and leading change and breakthrough.
Besides a company's internal audience, another source of business improvement ideas is societal networking. This is the set of companies, customers, and suppliers associated with any organization, that can learn from the experiences of these groups. To develop these valuable resources into a comprehensive management strategy, the book covers "mutual learning" methods, as well as keys for integrating various management methodologies.
This book includes:
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The Evolution of the Customer Satisfaction Concept
Survival in a Rapidly Changing World
Developing a Unique Organizational Capability
Evolution of Customer Focus and Its Challenges
PART 2BMANAGING EXISTING PROCESSES
Process Discovery Example
PART 3CTEAM SKILL DEVELOPMENT
Evolution of a Japanese QC Team
CrossFunctional CQM Design Team
Core Teams at Analog Devices
PART 3DORGANIZATIONAL SKILL DEVELOPMENT
CEO Involvement at Teradyne
Infrastructure for Mobilization
Process Control and Variation
Reactive Improvement and the 7 Steps Method
Broken Pellicle 7 Steps at Analog
Management Diagnosis of the 7 Steps of Reactive Improvement
Steps Diagnosis at Analog
Process Management Mobilization Case StudyTeradyne
PART 2CONETIME EFFORTS
Steps Mobilization at Teradyne
PART 2DFINDING NEW DIRECTIONS
BBN Customer Visitation Program Case Study
Applying Proactive Improvement to Develop New Products
Societal Networking for Concept Engineering Development
Contextual Inquiry at Digital
PART 3BINDIVIDUAL SKILL DEVELOPMENT
Societal Networking via CQM Study Group on Conversation
Coordinating Behavior in Gary Burchills Management Team
SerVend Example of Goals Values and Mission
Monitoring Improvement Teams at Teradyne
U S Focused Strategies for PhaseIn
Benchmarking from Xerox
Six Sigma from Motorola
PART 3EORGANIZATIONAL UNIQUENESS
Leading Process Improvement
Further Case Studies in Mobilization
The Practice of Breakthrough
Ongoing Integration of Methods
About the Authors