Four practical revolutions in management : systems for creating unique organizational capability
著者
書誌事項
Four practical revolutions in management : systems for creating unique organizational capability
Productivity Press , Center for Quality of Management, c2001
- タイトル別名
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A new American TQM : four practical revolutions in management
大学図書館所蔵 全11件
  青森
  岩手
  宮城
  秋田
  山形
  福島
  茨城
  栃木
  群馬
  埼玉
  千葉
  東京
  神奈川
  新潟
  富山
  石川
  福井
  山梨
  長野
  岐阜
  静岡
  愛知
  三重
  滋賀
  京都
  大阪
  兵庫
  奈良
  和歌山
  鳥取
  島根
  岡山
  広島
  山口
  徳島
  香川
  愛媛
  高知
  福岡
  佐賀
  長崎
  熊本
  大分
  宮崎
  鹿児島
  沖縄
  韓国
  中国
  タイ
  イギリス
  ドイツ
  スイス
  フランス
  ベルギー
  オランダ
  スウェーデン
  ノルウェー
  アメリカ
注記
Rev. ed. of: A new American TQM, 1993
Includes bibliographical references and index
内容説明・目次
内容説明
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.
Customer Focus
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.
Continuous Improvement
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.
Total Participation
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.
Societal Networking
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:
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 thirty thorough case studies
目次
1. The Evolution of the Customer Satisfaction Concept
2. Survival in a Rapidly Changing World
3. Developing a Unique Organizational Capability
4. Change in the Work Concept
5. Evolution of Customer Focus and Its Challenges
6. Improvement as a Problem-Solving Process
7. Process Discovery and Management
8. Process Control and Variation
9. Reactive Improvement and the 7 Steps Method
10. Management Diagnosis of the 7 Steps of Reactive Improvement
11. Process Management Mobilization Case Study -- Teradyne
12. Planning Projects or Tasks
13. Proactive Improvement
14. Applying Proactive Improvement to Develop New Products
15. Engagement and Alignment of Organization Members
16. Coordination Behavior
17. Leading Change
18. Self-Development
19. Teamwork Skill
20. Initiation Strategies
21. Infrastructure for Mobilization
22. Phase-In
23. U.S. Focused Strategies for Phase-In
24. Hoshin Management
25. Leading Process Improvement
26. Further Case Studies in Mobilization
27. The Practice of Breakthrough
28. Networking and Societal Diffusion: Regional and National Networking
29. Ongoing Integration of Methods
To visit David Walden's website, click here.
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