Four practical revolutions in management : systems for creating unique organizational capability / Shōji Shiba, David Walden ; with contributions by Alan Graham, John Petrolini, and many others.

Format:

Book

Author/Creator:

Shiba, Shōji, 1933-

Contributor:

Walden, David, 1942-

Shiba, Shōji, 1933-

Language:

English

Subjects (All):

Total quality management.

Total quality management--Case studies.

Organizational change.

Organizational change--Case studies.

Genre:

Case studies.

Physical Description:

xxvi, 758 pages : illustrations ; 24 cm

Place of Publication:

Portland, Or. : Productivity Press ; Cambridge, Mass. : Center for Quality of Management, [2001]

Summary:

This book includes: - Hoshin management- PDCA (Plan, Do, Check, Act) cycle- 7 step method of reactive improvement- Proactive improvement to develop new products- Engaging people in a changing environment- Focused strategies for phase-in Leading process improvement- The practice of breakthrough- Over 30 thorough case studies

Contents:

Introduction: Business Evolution 1

1 The Evolution of the Customer Satisfaction Concept 3

1.1 What Is Customer Satisfaction? 3

1.2 Evolution of Customer Satisfaction Methods 11

1.3 Evolution of Company Integration 13

1.4 Continuing Evolution 15

2 Survival in a Rapidly Changing World 19

2.1 Practice Systematic Development of Skill 22

2.2 Treat Management as a Coherent System 28

2.3 Focus on People and Their Purposes 30

2.4 Integrate Best Practices 35

2.5 Financial Benefit 36

3 Developing a Unique Organizational Capability 41

3.1 Four Practical Revolutions in Management 41

3.2 Evolution of Our Understanding 43

3.3 Four Levels of Practice 47

Revolution 1 Customer Focus 49

4 Change in the Work Concept 51

4.1 Market-In 51

4.2 Customers 55

4.3 Philosophy-In and Philosophy-Out 56

5 Evolution of Customer Focus and Its Challenges 59

5.1 Three Stages of Customer Focus 59

5.2 Customer Concerns 60

5.3 Integration of Concerns 66

5.4 Individualizing Customers 69

Revolution 2 Continuous Improvement 71

Part 2A Introduction: Fundamentals and Vocabulary

6 Improvement as a Problem-Solving Process 73

6.1 Management by Process 73

6.2 WV Model of Continuous Improvement 74

6.3 Continuous Improvement of Processes for All Types of Work 84

6.4 Continuous Improvement and the Scientific Method 92

Part 2B Managing Existing Processes

7 Process Discovery and Management 95

7.1 Thinking in Terms of Process 95

7.2 Process Discovery 98

8 Process Control and Variation 107

8.1 A Typical Example of (Mishandling) Variation 108

8.2 Making the Most of Variation 109

8.3 Process Control and Process Improvement 117

8.4 Continuing the Typical Example of Variation 118

9 Reactive Improvement and the 7 Steps Method 123

9.1 Identifying the Problem 125

9.2 Standard Steps and Tools 131

9.3 The 7 Steps: A Case Study 133

9.4 The 7 QC Tools 145

10 Management Diagnosis of the 7 Steps of Reactive Improvement 149

10.1 General Guidelines for Managers Diagnosing a QI Story 149

10.2 Step-by-Step Guidelines for Managers Diagnosing a QI Story 152

10.3 Case Study for Diagnosis of the 7 Steps 163

10.4 Run PDCA and Develop Skill 173

11 Process Management Mobilization Case Study

Teradyne 175

11.1 Introduction to the Teradyne Mobilization Story 175

11.2 Introduction of the 7 Steps 175

11.3 Experience Using the 7 Steps 177

11.4 Improving Mobilization 178

11.5 Process Discovery and Process Control 181

Part 2C One-Time Efforts

12 Planning Projects or Tasks 183

12.1 The 9 Steps Compared with the 7 Steps 184

12.2 The 9 Steps Mobilization at Teradyne 185

12.3 A Teradyne Illustration of the 9 Steps Use 186

12.4 Relationship of the 9 Steps to Other Methods 196

Part 2D Finding New Directions

13 Proactive Improvement 199

13.1 Collecting Data for Proactive Improvement 201

13.2 Language Data and Use of Semantics 204

13.3 Toward Standard Tools and Steps for Proactive Improvement 211

13.4 Customer Visitation as a Method of Collecting Proactive Improvement Data 221

14 Applying Proactive Improvement to Develop New Products 235

14.1 Stage 1: Develop Understanding of Customers' Needs and Environment 239

14.2 Stage 2: Convert Understanding into Requirements 248

14.3 Stage 3: Operationally Define Requirements for Downstream Development 260

14.4 Stages 4 and 5: Generating Concepts and Selecting the Concept 272

14.5 Expanding View of WV Model and Proactive Improvement 278

Revolution 3 Total Participation 283

15 Engagement and Alignment of Organization Members 285

15.1 Engaged Employees for a Rapidly Changing World 285

15.2 Explicit Joining of Improvement and Routine Work 287

15.3 Processes and People 291

Part 3B Individual Skill Development

16 Coordinating Behavior 297

16.1 Societal Networking Case Study of the CQM Study Group on Conversation 299

16.2 Expansion of the Principles of Semantics 302

16.3 Some Types and Models of Conversations 305

16.4 Burchill Case Study from the Navy 323

17 Leading Change 329

17.1 Technical Skill 331

17.2 Human Skill 332

17.3 Conceptual Skill 333

18 Self-Development 341

18.1 Lessons from the Non-Business World 342

18.2 Local Improvement in Absence of a Supportive Environment 347

18.3 The Bottom Line 358

Part 3C Team Skill Development

19 Teamwork Skill 361

19.1 Some Fundamentals 361

19.2 Some Types of Teams 367

19.3 Models for Team Development 396

Part 3D Organizational Skill Development

20 Initiation Strategies 405

20.1 CEO Involvement 405

20.2 Case Study: Teradyne Strategy for Introduction 415

21 Infrastructure for Mobilization 423

21.1 Create Explicit Structures for Mobilization 423

21.2 A General Model for Mobilization: The 7 Infrastructures 425

1. Goal Setting (Vision/Mission) 427

2. Organization Setting 431

3. Training and Education 434

4. Promotional Activities 441

5. Diffusion of Success Stories 441

6. Awards and Incentives 444

7. Monitoring and Diagnosis 445

22 Phase-In 453

22.1 Orientation Phase 455

22.2 Empowerment Phase 456

22.3 Alignment Phase 458

22.4 Evolution of the Parallel Organization 459

22.5 Common Patterns of Phase-In 461

23 U.S. Focused Strategies for Phase-In 467

23.1 Benchmarking 468

23.2 Six Sigma 472

23.3 Cycle-Time Reduction 479

Part 3E Organizational Uniqueness

24 Hoshin Management 503

24.1 Hoshin Management and Its Parts 503

Phase 1 Strategic Planning and Setting the Hoshin (Proactive) 508

Phase 2 Hoshin Deployment 510

Phase 3 Monitoring the Hoshin; Controlling with Metrics (Control) 518

Phase 4 Check and Act (Reactive) 521

Phase 5 President's Diagnosis 521

24.2 Management by Objectives and Conventional Business Planning 524

24.3 Hoshin Management at Analog Devices 531

25 Leading Process Improvement 547

25.1 Modeling Personal Improvement 547

25.2 Employee Development at NIMS 549

25.3 Company Strategies 555

25.4 Individual Practice of CAPD by Managers 569

26 Further Case Studies in Mobilization 577

26.1 Teradyne Story Continued 578

26.2 HP Story 588

26.3 Analog Devices Story 593

26.4 Tom Powell's Research 602

27 The Practice of Breakthrough 607

27.1 Process versus Business Breakthrough 607

27.2 Case Studies and a Model of Business Breakthrough 610

27.3 Biggest Obstacle to Business Breakthrough 626

27.4 Integration of Ideas 636

Revolution 4 Societal Networking 643

28 Networking and Societal Diffusion: Regional and National Networking 645

28.1 The Japanese Model 646

28.2 Taking a Lesson from Japan

CQM 654

28.3 Comparison of National Methods 662

28.4 Use of Indirect Influence 671

29 Ongoing Integration of Methods 675

29.1 Applying Idealized Design to Hoshin Management 676

29.2 Structural Process Improvement Case Study 681

29.3 SerVend Case Study 688.

Notes:

Rev. ed. of: New American TQM, 1993.

Includes bibliographical references (pages 707-727) and index.

Related Work:

Shiba, Shōji, 1933- New American TQM.

ISBN:

1563272172

1563272318

OCLC:

45487580