Continuous permanent improvement / Arun Hariharan.

Format:

Book

Author/Creator:

Hariharan, Arun, author.

Language:

English

Subjects (All):

Total quality management.

Organizational effectiveness.

Physical Description:

1 online resource (257 pages)

Place of Publication:

Milwaukee, Wisconsin : ASQ Quality Press, [2014]

Summary:

Forewords by Mikel J. Harry, Ph.D. and Dr. K.K. NohriaContinuous permanent improvement (CPI) is not a new ism. The purpose of this book is not to expound any new theory or tools, but to share experiences in implementing existing methods with a bias toward business results. In fact, one of the important lessons we have learned is that most existing models or methods, if adhered to in the right spirit, will give results.This book is a distillation of experiences and lessons learned from successes and mistakes in nearly three decades of experience, mostly working with business processes, systematic thinking, customer focus, quality, and performance measurements-in a variety of companies and industries as diverse as financial services, telecom, manufacturing, conglomerate, and management consulting. Not being about any specific companies or industries, the contents of this book can be applied in any industry-service or manufacturing or government or education or nonprofit.The target audience of this book is business, functional, and quality leaders. Business schools and students may also use it as a text or reference book for courses on business excellence or quality. It is intended to share the experience and results of organizations that have derived substantial and sustained business results by focusing on continuous permanent improvement. Its aim is to strengthen the belief of the reader in the strategic importance of CPI, because the stronger your belief, the bigger and more sustained will be your results. The book also covers challenges related to mind-sets and other change management aspects that leaders typically will need to grapple with. Some of the very effective improvement methods and tools are explained in simple language with real examples, with senior business leaders in mind.

Contents:

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

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

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

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

References

About the Author

Index.

Notes:

Description based on print version record.

Includes bibliographical references and index.

Other Format:

Print version: Hariharan, Arun Continuous Permanent Improvement

ISBN:

9781636940984

1636940986

9781636940977

1636940978