Integrated Management Systems A Practical Approach to Transforming Organizations

by Lee, Thomas H.; Shiba, Shoji; Wood, Robert Chapman

• ISBN13: 9780471345954
• ISBN10: 0471345954
• Edition: 1st
• Format: Hardcover
• Copyright: 1999-11-02
• Publisher: Wiley

Summary

Based on a profoundly important six-year study by the Center for the Quality of Management (CQM), "Integrated Management Systems" shows how successful organizations accomplish something unbelievably powerful: Creating their own particular ways of executing the scientific method. The authors worked with the cooperation of some of America's largest companies - Teradyne, Hewlett-Packard, Eastman Chemical, Ritz-Carlton -- and of non-profit organizations including top hospitals and the U.S. Navy. They were surprised to find how radically successful systems differed from one organization to the next. Yet the core of each was universal: Each organization had designed a system that gathered data about the organization's particular problems, developed theories, tested the theories, and finally documented and shared the results throughout the organization. Each successful organization's methods were unique much as the methods of each successful discipline within the sciences are unique. But less successful organizations had nothing comparable. And the processes through which the leaders in these organizations had gotten them on the right path had a great deal in common.

Author Biography

<b>THOMAS H. LEE</b> is President Emeritus of the Center for Quality of Management. He has also served as a senior manager at General Electric, a professor at MIT, and Director of the International Institute for Applied Systems Analysis in Vienna, Austria. <p> <b>SHOJI SHIBA</b> is one of the worlds foremost experts on TQM and the author of Four Practical Revolutions in Management. <p> <b>ROBERT CHAPMAN WOOD</b> is a researcher associated with the Center for Quality of Management and the Asian Management Center of Boston University. His management writings have appeared in Forbes and the Financial Times (London).

Table of Contents

The Theory and Practice of Integrated Management Systems Putting the Scientific Method to Work	1	(26)
Two Core Theories	2	(6)
Five Key Practices	8	(16)
The Challenge of the Journey	24	(3)
Pioneers in Integrated Management Systems What Manufacturers Learned from Crisis	27	(52)
Teradyne	29	(22)
Hewlett-Packard Medical Products Group	51	(16)
Conclusions: The Scientific Method Is Even More Powerful Than We Realized	67	(1)
Eastman Chemical: Integrated Management in a Radically Different Manufacturer	68	(11)
The Service Industries Integrated Management for Radically Different Processes	79	(27)
Ritz-Carlton: Systematically Preparing for ``Moments of Truth''	80	(10)
Synetics: Developing Systems for High-Quality Innovation Processes	90	(14)
Managing Each Kind of Process	104	(2)
Achieving Diverse Purposes Integrated Systems in Education	106	(23)
Kenmore-Tonawanda School District	107	(10)
Mt. Edgecumbe High School	117	(4)
University of Texas at Austin	121	(2)
At the Local Level: Consensus-Driven Improvement	123	(2)
The Challenge of Integrated Systems	125	(2)
Principles for Transformations in Education	127	(2)
Managing the Most Complex Processes Integrated Systems in Health Care	129	(22)
Intermountain Health Care	131	(8)
Meriter Hospital	139	(7)
The Health Care System and Integrated Management: Work Still to Be Done	146	(5)
Better Lives for Sailors and Continuous Improvement Processes Integrated Systems in the Military	151	(19)
U.S.S. Kinkaid	153	(7)
U.S.S. McKee	160	(2)
Important Progress in the Navy as a Whole	162	(2)
Why Isn't the Impact Greater?	164	(6)
The Challenge of Intransigent Organizations Integrated Systems in Government Agencies	170	(18)
The Madison Police Department	172	(4)
Ogden Internal Revenue Service Center	176	(4)
The Environmental Protection Agency	180	(3)
The State of Massachusetts	183	(2)
What Will It Take to Create Dramatic Improvement in Government?	185	(3)
Act Locally What We Have Learned, What You Can Do	188	(23)
Beliefs, Spirit, and Vision of the Leader	189	(8)
Doing It: Changing Your Organization's Structure	197	(3)
Doing It: Revolutionizing Your Processes	200	(9)
Fruitful Management Science	209	(2)
Think Globally The State of Management Today: What Still Must Be Done	211	(28)
The Faddish Culture	212	(1)
Inadequate Understanding and Application of Systems Science	213	(4)
Inadequate Integration of Management with the Social Sciences and Humanities	217	(1)
Where Do We Go from Here?	218	(18)
The Continuing Struggle	236	(3)
Introduction to the Appendices	239	(78)
Appendix A: The Systems Theories of Russell Ackoff	241	(14)
Understanding ``Systems''	241	(1)
Managing Interactions: A Big Challenge in Systems of All Kinds	242	(3)
The Social Model and the Pursuit of Human Purposes	245	(10)
Appendix B: Leadership and Breakthrough	255	(28)
Three Sets of Skills (and Five Effective Principles) of Leadership	256	(27)
Appendix C: The Power of Collective Action	283	(3)
Collective Actions in the Physical Sciences	283	(1)
Collective Phenomena in Social Systems	284	(2)
Appendix D: Conversation Competence	286	(31)
David Walden
The Importance (and Difficulty) of Conversation	286	(2)
The CQM Study Group on Conversation	288	(2)
Some Types of Conversations	290	(2)
Conversations for Action via the Atom of Work	292	(8)
Conversations about Breakdown	300	(1)
Shared Concerns	300	(2)
Conversations for Possibilities Are Key to Discovering Shared Concerns	302	(1)
Viewpoints	303	(2)
How We Reason	305	(4)
How We Can Create a Multiview	309	(2)
How to Find Shared Concerns	311	(2)
Conversations for Relationships and Building Trusting Relationships	313	(1)
Summary	314	(3)
Notes	317	(8)
Index	325