Quality is just the beginning: managing for total responsiveness
In this challenge to mainstream thinking on Total Quality Management and related concepts, Levit argues that product quality and customer satisfaction are insufficient as corporate goals. He shows how to adopt a new responsiveness paradigm that encompasses quality, cycle time, teams, and other key variables. Illustrated.
What people are saying - Write a review
We haven't found any reviews in the usual places.
Ten Steps on the Transformation Road
7 other sections not shown
5-percent rule ability to respond able achieve action activities adopt applied technologies approach associated become benefits capable companies competitive competitors components cost cross-functional teams cycle dark sucker Dark Sucker Theory decision develop effect efforts eliminate employees engineering ensure environment equipment expect facility final customer four-minute mile functions goals impact improve increase industry installed technology inventory invested involved kickoff Killark levels machine maintenance manufacturing market share material ment NAFTA operations participate peanuts performance personnel Pilot Process problems product or service profit programmable logic controllers Project Team purchase realize reduce reengineering relationship response inhibitors response-managed organization result Roger Bannister situation specific statistical process control Steering Committee steps strategy stuff subassemblies success supplier team members teamwork tion total quality management traditional transformation process typical