Breakthrough thinking in total quality management
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| Format: | Buch |
| Sprache: | English |
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Norcross, Ga.
Industrial Engineering and Management Press <<[u.a.]>>
1994
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| 100 | 1 | |a Hoffherr, Glen D. |e Verfasser |4 aut | |
| 245 | 1 | 0 | |a Breakthrough thinking in total quality management |c Glen D. Hoffherr ; John W. Moran ; Gerald Nadler |
| 264 | 1 | |a Norcross, Ga. |b Industrial Engineering and Management Press <<[u.a.]>> |c 1994 | |
| 300 | |a XIV, 434 S. |b graph. Darst. | ||
| 336 | |b txt |2 rdacontent | ||
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| 700 | 1 | |a Moran, John W. |e Verfasser |4 aut | |
| 700 | 1 | |a Nadler, Gerald |e Verfasser |4 aut | |
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Datensatz im Suchindex
| _version_ | 1804138144169197568 |
|---|---|
| adam_text | Contents £ ^^M
Preface vii
Part I The Mission and Goals 1
1 Total Quality Management Overview 3
The Deming Prize 6
The Baldrige Award 9
Joseph M. Juran s 10 Steps To Quality Improvement 11
2 Total Quality Management in the United States 15
Difficulties that have Surfaced with TQM 19
Changing TQM 25
3 Modes of Thinking 29
Philosophical Considerations 30
Problem Areas 31
Modes of Thinking about Problems 33
Research on How Effective People Think 36
Comparisons of Results: Conventional and New Thinking
Modes 43
Requirements for a New Thinking Approach 45
4 Breakthrough Thinking Overview 46
The Uniqueness Principle 47
The Purposes Principle 48
The Solution-After-Next Principle 49
The Systems Principle 50
The Limited Information-Collection Principle 50
The People-Design Principle 52
iii
iv Contents
The Betterment-Timeline Principle 53
A Paradigm Shift in the Pattern of Reasoning 53
5 Converting TQM Concepts to Practice 57
Some Imperatives for Converting TQM Concepts to
Practice 58
Relating TQM Concepts and Practices 60
Axioms Governing the Conversion of
Knowledge to Practice 60
Starting the Conversion Process 62
Motivation X Vision X Process 62
Achieving TQM Ends through People 63
Conclusion 64
Part II The Breakthrough Thinking Process 73
6 Designing and Implementing the TQM Program 75
Awareness 77
Designing the TQM Process with Breakthrough Thinking 78
A Case Illustration 81
Readiness Conditions 87
Customer Readiness Factors 87
Internal Readiness Factors 91
Conclusion 93
7 Setting Up the TQM Project 94
Project Management 97
Case Illustration 7-1 105
The Project Team 107
Considerations in Team Operation 109
Case Illustration 7-2 124
Self-Managed Work Teams ( Quality Circles ) 129
Computer Support for Teams 131
How To Go About Setting Up a Project 132
Contents v
8 Developing Purposes 134
Purposes of Developing Purposes 136
Definition of Purpose and Purpose Hierarchy 142
Illustrations of Purpose Hierarchies 170
Cases for Chapters 8 through 13 172
9 Developing Solution-after-Next Options 183
Guidelines and Rationales for Developing Ideal Solutions 186
Meaning of Solution-after-Next or Ideal System 189
Concepts of Idea Generation 192
Case Illustrations 207
10 Selecting a Solution-after-Next Target 218
Identify Regularities for the Target Design 220
Separate Ideas into Major Alternatives 227
Provide More Detail for Each Major Alternative 227
Identify Each Major Alternative as Contemplative or
Feasible 232
Select the Target Solution For Regularities 233
Make the Target as Ideal and Operational as Possible 240
Save Other Ideas 241
Case Illustrations 241
11 Developing Recommended Changes 247
Develop Alternatives for SANT Components 251
Estimate Performances, Outcomes, and Consequences 255
Select Workable Solution to be Recommended 257
Case Illustrations 262
12 Detailing the Recommendations 269
Formulate Plans to Get Final Approval 271
Develop Details of the Solution as Much as Needed 275
Solution Frameworks 278
Using the System Matrix as a Framework 281
vi Contents
Review Solution Details with Others 301
Case Illustrations 304
13 Developing the Installation Plan 311
Test, Simulate, or Try Out the Solution 314
Set Up Installation Schedule 317
Develop Procedures for Presenting and Selling
the Solution 320
Prepare Operational Resources 321
Install the Solution. DO IT! 323
Monitor the Installation 323
Establish Operational Performance Measurements 326
Evaluate the Performance of the Installed Solution 329
Get and Celebrate Success 329
Case Illustrations 330
14 Incorporating the Solution into the Organization 334
Betterment Efforts 336
Productivity 337
Installation Stumbling Blocks 338
Part III The Organization as a Whole 345
15 Integrating the Solution: Processes and Initiatives 347
Motivation of People 350
Time Factor/Transitional Timeline 354
Training of People 357
Reward Systems 360
A Final Word of Caution 362
An Application of Breakthrough Thinking and TQM 362
16 The Future for TQM 371
Epilogue 377
Appendix A 379
Index 431
|
| adam_txt |
Contents £ ^^M
Preface vii
Part I The Mission and Goals 1
1 Total Quality Management Overview 3
The Deming Prize 6
The Baldrige Award 9
Joseph M. Juran's "10 Steps To Quality Improvement" 11
2 Total Quality Management in the United States 15
Difficulties that have Surfaced with TQM 19
Changing TQM 25
3 Modes of Thinking 29
Philosophical Considerations 30
Problem Areas 31
Modes of Thinking about Problems 33
Research on How Effective People Think 36
Comparisons of Results: Conventional and New Thinking
Modes 43
Requirements for a New Thinking Approach 45
4 Breakthrough Thinking Overview 46
The Uniqueness Principle 47
The Purposes Principle 48
The Solution-After-Next Principle 49
The Systems Principle 50
The Limited Information-Collection Principle 50
The People-Design Principle 52
iii
iv Contents
The Betterment-Timeline Principle 53
A Paradigm Shift in the Pattern of Reasoning 53
5 Converting TQM Concepts to Practice 57
Some Imperatives for Converting TQM Concepts to
Practice 58
Relating TQM Concepts and Practices 60
Axioms Governing the Conversion of
Knowledge to Practice 60
Starting the Conversion Process 62
Motivation X Vision X Process 62
Achieving TQM Ends through People 63
Conclusion 64
Part II The Breakthrough Thinking Process 73
6 Designing and Implementing the TQM Program 75
Awareness 77
Designing the TQM Process with Breakthrough Thinking 78
A Case Illustration 81
Readiness Conditions 87
Customer Readiness Factors 87
Internal Readiness Factors 91
Conclusion 93
7 Setting Up the TQM Project 94
Project Management 97
Case Illustration 7-1 105
The Project Team 107
Considerations in Team Operation 109
Case Illustration 7-2 124
Self-Managed Work Teams ("Quality Circles") 129
Computer Support for Teams 131
How To Go About Setting Up a Project 132
Contents v
8 Developing Purposes 134
Purposes of Developing Purposes 136
Definition of Purpose and Purpose Hierarchy 142
Illustrations of Purpose Hierarchies 170
Cases for Chapters 8 through 13 172
9 Developing Solution-after-Next Options 183
Guidelines and Rationales for Developing Ideal Solutions 186
Meaning of Solution-after-Next or Ideal System 189
Concepts of Idea Generation 192
Case Illustrations 207
10 Selecting a Solution-after-Next Target 218
Identify Regularities for the Target Design 220
Separate Ideas into Major Alternatives 227
Provide More Detail for Each Major Alternative 227
Identify Each Major Alternative as Contemplative or
Feasible 232
Select the Target Solution For Regularities 233
Make the Target as Ideal and Operational as Possible 240
Save Other Ideas 241
Case Illustrations 241
11 Developing Recommended Changes 247
Develop Alternatives for SANT Components 251
Estimate Performances, Outcomes, and Consequences 255
Select Workable Solution to be Recommended 257
Case Illustrations 262
12 Detailing the Recommendations 269
Formulate Plans to Get Final Approval 271
Develop Details of the Solution as Much as Needed 275
Solution Frameworks 278
Using the System Matrix as a Framework 281
vi Contents
Review Solution Details with Others 301
Case Illustrations 304
13 Developing the Installation Plan 311
Test, Simulate, or Try Out the Solution 314
Set Up Installation Schedule 317
Develop Procedures for Presenting and "Selling"
the Solution 320
Prepare Operational Resources 321
Install the Solution. DO IT! 323
Monitor the Installation 323
Establish Operational Performance Measurements 326
Evaluate the Performance of the Installed Solution 329
Get and Celebrate Success 329
Case Illustrations 330
14 Incorporating the Solution into the Organization 334
Betterment Efforts 336
Productivity 337
Installation Stumbling Blocks 338
Part III The Organization as a Whole 345
15 Integrating the Solution: Processes and Initiatives 347
Motivation of People 350
Time Factor/Transitional Timeline 354
Training of People 357
Reward Systems 360
A Final Word of Caution 362
An Application of Breakthrough Thinking and TQM 362
16 The Future for TQM 371
Epilogue 377
Appendix A 379
Index 431 |
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| index_date | 2024-07-02T22:30:37Z |
| indexdate | 2024-07-09T21:23:31Z |
| institution | BVB |
| isbn | 0132908832 |
| language | English |
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| physical | XIV, 434 S. graph. Darst. |
| publishDate | 1994 |
| publishDateSearch | 1994 |
| publishDateSort | 1994 |
| publisher | Industrial Engineering and Management Press <<[u.a.]>> |
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| spelling | Hoffherr, Glen D. Verfasser aut Breakthrough thinking in total quality management Glen D. Hoffherr ; John W. Moran ; Gerald Nadler Norcross, Ga. Industrial Engineering and Management Press <<[u.a.]>> 1994 XIV, 434 S. graph. Darst. txt rdacontent n rdamedia nc rdacarrier Qualitätsmanagement (DE-588)4219057-5 gnd rswk-swf Strategisches Management (DE-588)4124261-0 gnd rswk-swf Qualitätsmanagement (DE-588)4219057-5 s Strategisches Management (DE-588)4124261-0 s 1\p DE-604 Moran, John W. Verfasser aut Nadler, Gerald Verfasser aut HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=016829922&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis 1\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk |
| spellingShingle | Hoffherr, Glen D. Moran, John W. Nadler, Gerald Breakthrough thinking in total quality management Qualitätsmanagement (DE-588)4219057-5 gnd Strategisches Management (DE-588)4124261-0 gnd |
| subject_GND | (DE-588)4219057-5 (DE-588)4124261-0 |
| title | Breakthrough thinking in total quality management |
| title_auth | Breakthrough thinking in total quality management |
| title_exact_search | Breakthrough thinking in total quality management |
| title_exact_search_txtP | Breakthrough thinking in total quality management |
| title_full | Breakthrough thinking in total quality management Glen D. Hoffherr ; John W. Moran ; Gerald Nadler |
| title_fullStr | Breakthrough thinking in total quality management Glen D. Hoffherr ; John W. Moran ; Gerald Nadler |
| title_full_unstemmed | Breakthrough thinking in total quality management Glen D. Hoffherr ; John W. Moran ; Gerald Nadler |
| title_short | Breakthrough thinking in total quality management |
| title_sort | breakthrough thinking in total quality management |
| topic | Qualitätsmanagement (DE-588)4219057-5 gnd Strategisches Management (DE-588)4124261-0 gnd |
| topic_facet | Qualitätsmanagement Strategisches Management |
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