Winning the war on waste: changing the way we work
A quality revolution is taking place in many western organizations. This revolution is drastically cutting costs increasing quality & productivity & making its supporters more competitive. Many people now understand the need for a systematic approach to quality but just don't know how to go about it. This practical book will guide you through an organized process to achieve continuous improvement in all functions, not just manufacturing. It shows, with case studies, how to lead the necessary changes, including major management innovations (reengineering). It also provides detailed instructions about how to analyze work, find the waste & how to eliminate it. This is a book that tells you what to do & how to do it. Bill Conway's approach is practical, not academic. It was developed initially while he was Chief Executive of a Fortune 500 company. Starting in 1979, he worked closely with Dr. W. Edwards Deming & led the change to a culture of continuous improvement. As head of Conway Quality Inc., he has continued to refine the process of change to make it applicable to all the functions & every type of organization. For ordering information call 1-800-359-0099.
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Lead the Revolution
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accounts receivable achievement action activities and tasks activity based costing and/or areas asked Chapter continuous improvement system control chart Conway Quality cost customer complaints Deming develop discussed education and training Edwards Deming eliminate the waste eliminate waste employees errors external customer find the waste flow chart going human relations ideas identify imagineering industrial engineering inventory invoice Larry Wright leader leadership look major changes major management innovation major process meeting ment months Nashua Corporation necessary O D V O O operations opportunities organization Pareto chart payroll photo finishing pricing problems project teams Quality Secret quantify questions reduce reengineering rework sampling scheduling seminar senior management Shewhart spent steering committee step supervisor Taiichi Ohno talk team members Telephone things tion Trafalgar Square trying understand value added