Let's Work Smarter, Not Harder

by Caravatta, Michael

• ISBN13: 9780873893862
• ISBN10: 0873893867
• Format: Paperback
• Copyright: 1997-07-01
• Publisher: Asq Pr

Summary

Explains why organizational change is necessary, and provides you the realistic tools needed to help you accomplish change. Shows how to build shared vision to carry out goals, and continuously improve your daily work. DLC: Organizational change.

Table of Contents

Preface	xiii	(6)
Introduction	xix
PART I ESTABLISHING A FOUNDATION	1	(104)
Chapter 1 Management Leadership	3	(38)
Aim of This Chapter
Management Leadership Is Required
Senior Management Must Establish a Business System
Leadership's Role Is Fourfold
Senior Management Must Have Its Priorities in the Right Place
Differences in Management Focus
Management Must Create a Culture of Innovation and Improvement
Going Around in Circles
Where Are You?
Does Your Management Style Need Changing?
Paradigms Must Change
Commitment to a New Way
Concepts of Process Control
Did You Find What We Found?
There Are Different Design Steps
Management Must Focus on Eliminating Process Variation
Spend Time with Processes
Driving Improvement
Arriving at the Optimum
Chapter 2 Cross-Functional Business Relationships	41	(14)
Aim of This Chapter
Vertical vs. Horizontal Organizations
Total Business Processes
Horizontal Process History
Back to Basics: Return to an Understanding of Total Process Management
Total Business Processes and Their Impact on TTT
Activity Silos
Customer Order Processing Example
Chapter 3 Customer/Supplier Relationships	55	(14)
Aim of This Chapter
Discipline Produces Defect-Free Products
The Consumer Is the Most Important Part of a Product or Service
Understanding the Supply Chain
Understanding Needs
What Kind of Satisfaction Are You Providing?
Increase Your Bottom-Line Dollars Through Internal Customer/Supplier Relationships
Chapter 4 Learning Teams: Crank Up Your Organization's Engine	69	(36)
Aim of This Chapter
Fixing a Broken Business Is Tough
Harnessing the Power of the Organization
Three Important Reminders
Working Together in Teams: Understanding the Types of Teams, Roles, Responsibilities, Meetings, and Consensus
Pitfalls on the Path to Teamwork
Why Learning Teams Typically Fail
The Team Leader's Role
Tools of a Good Speaker
Getting Started: Attention to the Sharing and Learning Process
Team Activities Checklist
Team Function Checklist
Establishing Meeting Ground Rules
How to Run an Effective Meeting
Managing Disruptions in Team Meetings
Handling Conflict Resolution and Achieving Consensus
PART II EXECUTION: HOW TO DO IT!	105	(148)
Chapter 5 Conducting an Organizational Self-Assessment	107	(22)
Aim of This Chapter
What Are the Malcolm Baldrige National Quality Award Criteria?
Using the Criteria to Conduct an Operational Assessment
Conducting Your Organizational Self-Assessment
Chapter 6 Building Shared Vision	129	(28)
Aim of This Chapter
Improve Internally
Strategic Quality Planning (Hoshin Kanri)
Establishing Missions, Goals, and Objectives
Creating a Successful Environment for Improvement
What Is a Key Core Process?
Identifying Core Processes to Improve
Core Project Results
Core Process Ownership and Reporting Relationships
Detailed Cross-Functional Core Process Management Roles and Responsibilities
Do It! Create Objectives for Mission Statements and Implement Them
Chapter 7 Processes: Making Them Come Alive	157	(34)
Aim of This Chapter
Process Elements
Why Document What You Do?
Creating Process Documentation
Examining Processes in Detail
Documenting Your Own Tasks
You Can See Processes Come Alive!
Process Flow vs. Floor Layout
Gathering Data and Facts
Addressing Administration and Service Areas
Practicing What I Preach
Another Focusing Tool: The Pareto Concept
How to Construct a Pareto Chart
Chapter 8 Measurements and Feedback	191	(32)
Aim of This Chapter
High-Speed Operations Lead to Profits
Time Is Money
MBWA: Management by Walking Around
Results vs. Process Criteria
Measuring Total Throughput Time
Measuring Throughput Time Example: Deli Contract
Another Way
Measuring Defects per Unit
Calculating Defects per Unit for the Deli Contract
Understanding Customer Needs
Old vs. New Measures
Measuring What You Do
Chapter 9 Continuous Improvement in Daily Work	223	(30)
Aim of This Chapter
Looking at Processes
Process Review Example
Follow-Up
In Closing
An Invitation	253	(2)
Glossary	255	(14)
Bibliography	269	(4)
Index	273