CWL Publishing Enterprises Virtual Bookstore Books on Quality Management and More In cooperation with Amazon.com To order any of the books on this page from Amazon Books, just click on "Order from Amazon." Karl Albrecht, Service Within: Solving the Middle Management Leadership Crisis, 203 pages, Dow Jones-Irwin, 1990. Order from Amazon Return to Bookstore In this book, Albrecht -- co-author of Service America! and The Service Advantage and author of At America's Service -- focuses on turf battles, political struggles, and "middle management inertia." He raises internal service as the flag around which to rally the troops, "a way to give everybody in the organization a sense of mission and purpose." More specifically, it can encourage middle managers to serve as leaders and help people in support departments understand their functions in terms of the customer. Albrecht proposes here what he calls the Total Quality Service approach, "a change-management process for transforming any internal support organization from an introverted, activity-focused entity to a service-driven, customer-focused one." TABLE OF CONTENTS: Part I: The Problem and the Opportunity 1. If You're Not Serving the Customer; 2. New Management Thinking for the Service Age; 3. The Organization: Enemy of Service; 4. Middle Management: The Leadership Crisis; 5. Moving Toward an Internal Service Culture; Part II: The Plan for Internal Service Introduction to Part II; 6. Special Issues for Internal Service Departments; 7. Understanding the Internal Customer; 8. Defining the Internal Service Mission; 9. Orienting the People for Internal Service; 10. Aligning the Systems for Internal Service; 11. Closing the Loop With Reinforcers. Michael Brassard and Diane Ritter, The Memory Jogger™II: A Pocket Guide of Tools for Continuous Improvement and Effective Planning, 164 pages, GOAL/QPC, 1994. Order from Amazon Return to Bookstore This is a revised edition of The Memory Jogger™ that was published in 1985. It now includes the Seven Quality Control Tools, the Seven Management and Planning Tools, and a problem-solving case study example. What Hoyle is to games, The Memory Jogger™II is to continuous quality improvement. Each tool is explained succinctly, in terms of three basic questions -- Why use it? What does it do? How do I do it? The Tool Selector Chart (actually there are three of them) helps the user decide which tools would be most appropriate for the task. The only reason for not including this on your book shelves is its size: it belongs in pockets and briefcases, ready for consultation at any moment. TABLE OF CONTENTS: How to Use The Memory Jogger™II; Tool Selector Chart; Introduction; Activity Network Diagram; Affinity Diagram; Brainstorming; Cause & Effect/Fishbone Diagram; Check Sheet; Control Charts; Data Points; Flowchart; Force Field Analysis; Histogram; Interrelationship Digraph; Matrix Diagram; Nominal Group Technique; Pareto Chart; Prioritization Matrices; Problem-Solving/Process-Improvement Model; Process Capability; Radar Chart; Run Chart; Scatter Diagram; Team Guidelines; Tree Diagram. Lou Cohen, Quality Function Deployment: How to Make QFD Work for You, 348 pages, Addison-Wesley, 1995. Order from Amazon Return to Bookstore In his foreword, Don Clausing calls this "the definitive book on quality function deployment." Cohen provides a textbook approach, in the best sense of that term. Every chapter begins with a brief explanation of what that chapter will cover and why, then closes with a summary, sometimes with discussion questions as well. This book provides solid coverage of QFD and abundant references, but it is definitely not a scholarly tome. As Cohen notes in his introduction, "This book as been written to fill a gap still not addressed by the existing QFD literature in English. This book focuses on the doing of QFD." It would be difficult to disagree with Clausing, who calls this "far and away the best book on QFD, a book that is very much needed by American and European industry." TABLE OF CONTENTS: Part I. About QFD 1. What is QFD? 2. How QFD Fits in the Organization; Part II. QFD at Ground Level 3. Getting Ready for the Details; 4. Overview of the House of Quality; 5. Customer Needs/Benefits Section; 6. The Planning Matrix; 7. Substitute Quality Characteristics (Technical Response); 8. Impacts, Relationships, and Priorities; 9. Technical Correlations; 10. Technical Benchmarks; 11. Targets; Part III. QFD from 10,000 Feet 12. The Larger Picture: QFD and Its Relationship to the Product Development Cycle; 13. QFD in an Imperfect World; Part IV. QFD Handbook 14. Introduction to the Handbook; 15. Phase 0: Planning QFD; 16. Phase 1: Gathering the Voice of the Customer; 17. Phase 2 and Phase 3: Building the House and Analysis; Part V. Beyond the House of Quality 18. Beyond the House of Quality; 19. Special Applications of QFD; Afterword; Bibliography. Harry I. Forsha, Show Me: The Complete Guide to Storyboarding and Problem Solving, 300 pages, ASQC Quality Press, 1995. Order from Amazon Return to Bookstore This book seems to be a fusion of two books, as the title indicates. As Forsha states in the preface: "This book began with the idea that storyboarding ... is underutilized. ... Out of this thinking came a purpose: to define, describe, and explain the practical use of storyboards. ... The purpose of this book is to present the storyboard as a tool to get things done." But then, as he notes at the start of chapter 3, "It is impossible to talk about storyboards without saying something about problem-solving methods." And that transition becomes the subject for the remainder of this book. But this is not just a book about problem-solving. What Forsha provides here, in a nutshell, is a guide to better teamwork through better graphics. He follows the basic steps to solving problems, showing how charts, diagrams, and other illustrations can help people understand and think. TABLE OF CONTENTS: 1. Background and Introduction; 2. The Importance of Teams; 3. Problem Solving; 4. Quality Improvement Tools; 5. Identify the Problem. Find the Reason for Improvement; 6. Understand the Problem and the Current Situation; 7. Analyze the Problem; 8. Generate Potential Actions; 9. Evaluate and Select Actions; 10. Action; 11. Appraise or Evaluate; 12. Documentation, Future Plans, and Lessons Learned; Appendix A. Storyboard Examples for Health Care and Education; Appendix B. Comparison of Problem-Solving Structures; Appendix C. Tool Pages; Suggested Readings. J. Davidson Frame, Managing Projects in Organizations: How to Make the Best Use of Time, Techniques, and People, 247 pages, Jossey-Bass, 1995. Order from Amazon Return to Bookstore Intended as "a fairly quick and painless overview of key issues" in project management, this book offers a methodology for people who find themselves in "the accidental profession" with responsibilities beyond their realm of experience. One might also recommend this book to all managers, since changes in the economy and work environments mean that work assignments are decreasingly routine and require increasing flexibility. First published in 1987, this book has been revised to reflect the "fuzzy world" of the "information age" and the growing importance of project management. For those who want a more advanced guide, Frame -- director of the International Center for Project Management Excellence -- has written The New Project Management (Jossey-Bass, 1994). TABLE OF CONTENTS: Introduction: Understanding the Process of Managing Projects; Part One. The Project Context: People, Teams, and the Organization 1. Operating Within the Realities of Organizational Life; 2. Finding and Working With Capable People; 3. Structuring Project Teams and Building Cohesiveness; Part Two. The Project Customer and Project Requirements 4. Making Certain the Project Is Based on a Clear Need; 5. Specifying What the Project Should Accomplish; Part Three. Project Planning and Control 6. Tools and Techniques for Keeping the Project on Course; 7. Managing Special Problems and Complex Projects; 8. Achieving Results: Principles for Success as a Project Manager; Resources: The Core Competencies of the Project Manager; Project Management as a Profession; Further Reading on Project Management. Dianne Galloway, Mapping Work Processes, 89 pages, ASQC Quality Press, 1994. Order from Amazon Return to Bookstore The purpose of this book is to help employees achieve "a broad and profound understanding" of the work they do within the organization. Galloway has worked with dozens of techniques to help employees document their jobs. In the first six chapters of this book, she presents the technique of mapping, essentially a simpler, more direct form of flowcharting. The final two chapters give 13 ways of using a map "to inspire meaningful, creative change." The book is intended for self-directed groups of employees who share a work process, but it can be used by individuals. Galloway explains clearly and uses examples from everyday life. It's difficult to imagine an easier, more practical approach to charting processes. TABLE OF CONTENTS: 1. Introduction to Mapping; 2. Select a Process; 3. Define the Process; 4. Map the Primary Process; 5. Map Alternative Paths; 6. Map Inspection Points; 7. Use the Map to Improve the Process; 8. More Ways to Improve the Process; Glossary of Terms. H. James Harrington and Dwayne D. Mathers, ISO 9000 and Beyond: From Compliance to Performance Improvement, 359 pages, McGraw-Hill, 1997. Order from Amazon Return to Bookstore The premise for this book, announced in the subtitle, is stated emphatically from the first pages: "ISO 9000 is not an end unto itself. It is a starting point that gets an organization into the competitive race." This book is not just a compendium of instructions for compliance and certification, but a guide through the principles and purposes behind ISO 9000 -- "the documented, controlled, understood, standardized approach to managing quality." Harrington and Mathers were members of the International Organization for Standardization's Technical Committee 176 that established the ISO 9000 Quality System Standards. This book should be basic reading for any manager involved in ISO 9000. TABLE OF CONTENTS: Introduction: The Quality Management System; 1. Total Quality Management System; 2. ISO 9001 in Detail; 3. Phase I: Assessment; 4. Phase II: Planning; 5. Phase III: Upgrading (Refining) the Quality Management System; 6. Phase IV: Implementation; 7. Phase V: Audits; 8. Phase VI: Continuous Improvement; Appendix I. Makeup of ISO/TC 176 as of January 1996; Appendix II. List of ISO 9000 Series as They Are Released by Country; Appendix III. List of Typical ISO 9000 Registrars; Appendix IV. List of Typical ISO 9000 Implementation Consulting Firms; Appendix V. The Organizational Change; Appendix VI. ISO 9000 Books and Audio/Video References; Appendix VII. List of ISO Evaluation Questions. John L. Hradesky, Total Quality Management Handbook, 712 pages, McGraw-Hill, 1995. Order from Amazon Return to Bookstore This book is based on failure. Hradesky announces that he intends it for companies that are doing poorly or are expecting business difficulties ... and companies that been unsuccessful at TQM, "more aptly named in this time Total Survival Management." He states that "TQM, SPC, QFD, etc. is not rocket science," that problems have resulted from insufficient or inappropriate training. Hradesky focuses on the need to train according to specific company objectives and to integrate that training with implementation of strategies. Hradesky identifies "10 tracks of curriculum" for training to apply TQM and devotes a chapter to each track. To help company trainers with the practical aspects of their job, Hradesky offers six pages of advice on providing better presentations. TABLE OF CONTENTS: 1. Introduction; 2. Foundation Track; 3. Implementation Track; 4. Cultural Track; 5. Recognition and Rewards; 6. Leadership/Team Building; 7. Management Skills Track; 8. Core Techniques; 9. Advanced Techniques; 10. Customer Focus; 11. Train the Trainer; Appendix A. The Overhead Projector; Appendix B. Create Great Transparencies; Appendix C. Flipchart Tips; Appendix D. Speaking Styles. Robert S. Kaplan and David P. Norton, The Balanced Scorecard: Translating Strategy Into Action, 322 pages, Harvard Business School Press, 1996. Order from Amazon Return to Bookstore The concept of the Balanced Scorecard was developed out of a perceived need to replace traditional performance measurement approaches relying primarily on financial measures, to manage changes. As Kaplan and Norton observe, "many organizations espouse strategies about customer relationships, core competencies, and organizational capabilities while motivating and measuring performance only with financial measures." The Balanced Scorecard "complements financial measures of past performance with measures of the drivers of future performance ... from four perspectives: financial, customer, internal business process, and learning and growth." In short, "the Balanced Scorecard should translate a business unit's mission and strategy into tangible objectives and measures." This book tells how to develop and implement a Balanced Scorecard and shows how various companies are using this approach. TABLE OF CONTENTS: 1. Measurement and Management in the Information Age; 2. Why Does Business Need a Balanced Scorecard? Part One. Measuring Business Strategy 3. Financial Perspective; 4. Customer Perspective; 5. Internal-Business-Process Perspective; 6. Learning and Growth Perspective; 7. Linking Balanced Scorecard Measures to Your Strategy; 8. Structure and Strategy; Part Two. Managing Business Strategy 9. Achieving Strategic Alignment: From Top to Bottom; 10. Targets, Resource Allocation, Initiatives, and Budgets; 11. Feedback and the Strategic Learning Process; 12. Implementing a Balanced Scorecard Management Program; Appendix. Building a Balanced Scorecard. Mary G. Leitnaker, Richard D, Sanders, and Cheryl Hild, The Power of Statistical Thinking: Improving Industrial Processes, 519 pages, Addison-Wesley, 1996. Order from Amazon Return to Bookstore This book is intended "to provide present and future managers and engineers of industrial organizations with the knowledge and information needed for the statistical study of the processes of an organization." The goal of the authors is to teach statistical techniques useful in analyzing processes and to show how those techniques can be applied to help understand the causal mechanisms that determine the output characteristics of processes. The typical manager may feel overwhelmed by the substance of this book after the first two chapters, and with good reason: the authors developed this book through their work with executive education courses in the Management Development Center at the University of Tennessee, but it is part of the Engineering Process Improvement Series. Readers who are responsible for process management and committed to the cause will find this book a comprehensive textbook. TABLE OF CONTENTS: 1. Introduction to the Use of Statistical Methods in Strategic Organizational Improvement; 2. Tools for Process Study; 3. Control Charts for Attributes Data: p and np Charts; 4. Control Charts for Attributes Data: c and u Charts; 5. Control Charts for Variables Data: Variability and Location; 6. Sampling and Subgrouping Principles; 7. Control Charts for Variables Data: Moving Range and Individuals Charts; 8. Subgrouping and Components of Variation; 9. Measurement Processes; 10. The Role of Designed Experiments in Process Management; Appendix A. Probability Models; Appendix B. Runs Tests; Appendix C. Symbols for More Detailed Process Flowcharts; Appendix D. Statistical Tables; Appendix E. Answers to Practice Problems; Bibliography. Robert H. Lochner and Joseph E. Matar, Designing for Quality: An Introduction to the Best of Taguchi and Western Methods of Statistical Experimental Design, 241 pages, ASQC Quality Press and Quality Resources, 1990. Order from Amazon Return to Bookstore The purpose of this book is "to show engineers with little or no previous exposure to experimental design how to use statistically designed experiments to improve products and processes." The authors focus on using statistical experimental designs to improve product and process quality economically, through a combination of Western methods and Taguchi Methods. TABLE OF CONTENTS: 1. Introduction; 2. The Taguchi Approach to Quality; 3. Two-level Experiments: Full Factorial Designs; 4, Two-level Experiments: Fractional Factorial Designs; 5. Evaluating Variability; 6. Taguchi Inner and Outer Arrays; 7. Experimental Designs for Factors at Three and Four Levels; 8. Analysis of Variance in Engineering Design; 9. Computer Software for Experimental Design; 10. Using Experiments to Improve Processes; Appendix A. Summary of Examples; Appendix B. Tables of Random Orderings for Eight- and Sixteen-Run Experiments; Glossary; Bibliography. S. Marsh, John W. Moran, S. Nakui, and G. Hoffherr, Facilitating and Training in Quality Function Deployment, 152 pages, GOAL/QPC, 1991. Order from Amazon Return to Bookstore This book is intended for those selected to educate their organization in the advantages of the QFD process. It assumes that those facilitators and trainers will be knowledgeable in QFD methodology. The authors provide guidance in introducing the concepts of QFD, developing the strategy for implementing QFD, organizing and training QFD teams, and facilitating QFD projects. They also outline in the preface the role of management in the QFD process in terms of making certain commitments to the QFD initiative and make specific recommendations. Unfortunately, those two pages, a brief word in the chapter on "lessons to be learned," and two pages in the "summary" seem to be the only places in this book that consider the importance of management in QFD. The book would be much more useful if the "summary" were placed in front, to supplement the preface, as a first chapter. After all, facilitating and training start at the top and support must continue from the top. TABLE OF CONTENTS: 1. Facilitating Quality Function Deployment; 2. Tips for Facilitating Successful Quality Function Deployment Meetings; 3. Introducing Quality Function Deployment to Your Organization; 4. History of Quality Function Deployment; 5. Overview of Quality Function Deployment; 6. Lessons to Be Learned; 7. The Wallace Wallets Works Case Study; 8. Understanding the Voice of the Customer; 9. Matrix of Matrices Flow: The Tool Box; 10: Wallace Wallet Works Case Study; 11. Reviewing Chart A-1; 12. Using Software; 13. Supplementary QFD Case Study; 14. Summary; Glossary. Peter Mears, Quality Improvement Tools & Techniques, 326 pages, McGraw-Hill, 1995. Order from Amazon Return to Bookstore The focus of this book is to "remove the 'mystique' associated with Quality Improvement tools by using the tools in a graphical, problem-solving way." Mears begins by showing, in simple terms, the need to improve quality. Then, he demonstrates how to do so using the essential tools and techniques. Throughout the book, Mears provides exercises applying the concepts, tools, and techniques, then gives answers to some of the exercises in an appendix. Only after covering basic and advanced techniques does he complicate the scenario by discussing various quality improvement approaches and TQM gurus. He concludes with a chapter of "selected readings" -- adaptations of three articles that he published recently. As an "optional companion to this book," SPC EXpert software is available for a nominal charge; instructions for use are presented in an appendix. TABLE OF CONTENTS: 1. The Continuous Improvement Story; 2. Basic Quality Improvement Tools; 3. Supporting Quality Improvement Tools; 4. Basic QI Techniques; 5. Advanced QI Techniques; 6. Quality Improvement Systems; 7. TQM Contributors; 8. Selected Readings on TQM, Baldrige Award, and ISO Standards; Appendix A. Using the Companion Software; Appendix B. Answers to Selected Problems; Appendix C. Quality Improvement Forms. Eugene H. Melan, Process Management: Methods for Improving Products and Service, 262 pages, McGraw-Hill (co-published with ASQC Quality Press), 1993. Order from Amazon Return to Bookstore "Business is a complex productive system composed of interrelated processes. For a business to be competitive, its processes must be effective and efficient. Process management provides a means to remain competitive." It's just that simple, in theory. Yet in practice, companies continue to suffer from suboptimization, lack of cooperation, and segmentation. Melan provides comprehensive coverage of the principles and methodology of process management, showing how companies that go beyond functions to focus on processes will derive greater benefits as competition increases and business environments continue to change in the future. This is a very practical and complete step-by-step explanation of how to manage and improve processes in any type of organization. This books provides one of the best overviews of what process management you'll find anywhere. It starts at ground zero, and takes you through all the basics. It includes methods for evaluating and assessing a process, guidelines for designing a process, how-to information for implementing process management in a TQM environment, and lots more. Highly recommended. TABLE OF CONTENTS: Part 1. Fundamentals of Process Management 1. Introduction; 2. Origins and Characteristics of a Process; 3. Fundamentals of Process Management: Process Initialization; 4. Fundamentals of Process Management: Defining the Process; 5. Fundamentals of Process Management: Process Control; 6. Analyzing the Process: The Classical Method; 7. Analyzing the Process: Modern Methods; 8. Assessing and Evaluating a Process; 9. Process Management in Practice I: Putting It All Together; 10. Process Management in Practice II: Implementing Process Management for TQM; Part 2. Cases in Process Management Applications 11. Process Management in Staff/Service Operations; 12. Process Management in Financial Operations; 13. Process Management in a Laboratory; Part 3. Processes: Present and Future 14. Designing a Process; 15. Future Trends. George L. Miller and LaRue L. Krumm, The Whats, Whys, and Hows of Quality Improvement: A Guidebook for Continuous Improvement, 283 pages, ASQC Quality Press, 1992. Order from Amazon Return to Bookstore This book is intended primarily for "the worker and the student who have not heard of W. Edwards Deming or other quality leaders. ... This text ... is intended to look at the subject from the non-management perspective." (Readers might well wonder, then, why the Books section of the Bibliography begins, "Note: All of these are from a management perspective.") The Preface states that the purpose of this book is to explain to workers why management is imposing policies and practices to improve quality, because "production workers ... are without any understanding of why certain procedures are used," yet the book is generally written as a text for students, judging from its length, its wording (e.g., "you, the new or prospective employee"), its in-depth discussion of statistics, and the four dozen books listed in the Bibliography. (It should also be noted that the Bibliography was somewhat dated when this book came out in 1992, including no books published after 1988 and only two articles published as recently as 1989.) This book was meant to meet two very important, but quite different needs. Some of the chapters are excellent, while the others are perhaps too ambitious. TABLE OF CONTENTS: 1. The Whys and the Whos; 2. Management Philosophy; 3. Culture Change; 4. Teams; 5. Zero in on Causes; 6. Avoiding Pitfalls; 7. Statistical Process Control; 8. The Basic SPC Tools; 9. Process Capability; 10. Advanced Topics; Appendix: Deming's 14 Points Discussed; Glossary; Bibliography; Answers to Selected Problems. Kazuo Ozeki and Tetsuichi Asaka, Handbook of Quality Tools: The Japanese Approach, 297 pages, Productivity Press, 1990. Order from Amazon Return to Bookstore The authors intended this book primarily as a convenient handbook for shop floor and field leaders in the manufacturing sector, particularly in construction and transportation. The content was derived from materials used in a quality control seminar for foremen. The first part of the book lays down the basics within the context of a Japanese work environment, with a focus on low-level leadership. In some ways, these first seven chapters may be the most valuable. The main part of the book -- the presentation of 12 standard tools -- is straightforward and practical, supported by examples. The appendices provide interesting historical, social, and cultural perspectives. Unfortunately, the translation is uneven and sometimes awkward. All in all, this book could serve as a good primer, particularly for front-line supervisors. TABLE OF CONTENTS: Part I. Management 1. Essentials of Quality Control; 2. The Role of the Foreman; 3. How to Implement Improvements; 4. Process Control; 5. Standardizing Operations; 6. Leadership; 7. Small Group Activities; Part II. Tools 8. Applying Methods; 9. How to Collect Data; 10. Graphs; 11. Pareto Diagrams; 12. Cause-and-effect Diagrams; 13. Check Sheets; 14. Histograms; 15. Stratification; 16. Quantitative Expressions of the Data Distribution; 17. Process Capability; 18. Control Charts; 19. Scatter Diagrams and Correlation; 20. Affinity Diagrams; 21. Relations Diagrams; 22. Systematic Diagrams; 23. Matrix Diagrams; 24. Arrow Diagrams; Appendixes: 1. Quality Month Themes and Slogans; 2. Chronology of Standardization and Quality Control. Hy Pitt, SPC for the Rest of Us: A Personal Path to Statistical Process Control, 429 pages, Addison-Wesley, 1994. Order from Amazon Return to Bookstore Pitt states in his preface, "This book tries to make fundamental statistical principles clear, understandable, relevant, and exciting so that applications can be made correctly and confidently." He has organized the material into short chapters, subdivided into short sections, concluding each chapter with a summary and most with practical exercises. His style is colloquial and collegial, but not condescending. His teaching does not stop with the last lesson: Pitt includes a chapter on providing training in SPC and a bibliography divided into basic, intermediate, and advanced publications, as guidance for those interested in going beyond this book. For many, SPC is the technical part of Total Quality Management that sometimes is just forgotten or not put into practice except on the factory floor. Statistics, the tool by which to best understand the measurements of process outputs, is not easy. However, statistics are not so difficult to understand either, if you put a little time in. And managing to reduce variation and improve quality depends on the use of statistical measurements to understand your system and its capabilities. This is the best book we have found for those who want to know something about SPC but aren't engineers or technicians. SPC for the rest of us properly describes this book. It is a clear, not difficult, yet accurate review of the basic statistics involved in undertaking SPC in any area of a business, including the front office, the shop floor, or measuring customer satisfaction. TABLE OF CONTENTS: Part One. Introduction 1. Revolutions in Quality, Productivity, and Statistics; 2. First, Some Major Management Chores; 3. What Is SPC? 4. What About Acceptance Sampling Plans? 5. Who's Afraid of Statistics, Anyway? Part Two. Basic Statistical Concepts 6. A First Look at Data: The Frequency Histogram; 7. Population (Process) Versus Sample -- Nomenclature; 8. Kinds of Samples and How to Sample; 9. Some Rules of Probability; 10. Measures of Central Tendency: Mean, Median, Mode; 11. Measures of Variability: Range, Standard Deviation; 12. Calculating Formulas for Sample Standard Deviation S; 13. Estimating Process Standard Deviation from Ranges; 14. Coding and Decoding Data; Part Three. Key SPC Tools 15. The Normal Distribution: Serving as a Process Model; 16. Predicting for Variables with the Normal Curve; 17. Predicting for Attributes with Confidence Belts; 18. Introduction to Shewhart Control Charts; 19. Why Control Charts Work: Introduction to Variables Charts; 20. How to Interpret Control Charts; 21. Attributes Control Charts; 22. Other Kinds of Charts; 23. Process Capability Studies, Strategies, and Indexes; Part Four. Implementing SPC 24. Implementing a System of SPC; 25. Calculators and Computers for SPC; 26. Training for SPC and Learning to Speak Statistics; 27. Where Do We Go from Here? Appendix. Some Useful Tables and Graphs; Glossary of SPC Terms; Glossary of SPC Symbols and Formulas; Bibliography. Peter R. Scholtes, Brian L. Joiner, and Barbara J. Streibel, The Team Handbook, Second Edition, 304 pages, Joiner Associates, 1996. Order from Oriel, Inc. Return to Bookstore This handbook was intended to have the "character of a knowledgeable and friendly advisor." It succeeds, although that advisor seems to have a split personality: readers may be struck by the contrast in style and tone between the central text and the sidebars, marginal notes, and graphics. It may seem surprising that such a user-friendly handbook contains no glossary, but that may be the only thing missing here. The first edition, published in 1988, focused on cross-functional teams involved in improvement projects. This second edition includes approaches for management teams, new product development teams, and ongoing work teams -- something for every purpose. This book exudes such enthusiasm for team approaches that readers may need to bear in mind the comment by Scholtes in his foreword: "Teams are one vehicle for getting work done. Teams will not always be the best vehicle. A given team may not be able to deal with the causes of the problem or the needs of the system. ... Teams need to be part of larger contexts and larger systems." TABLE OF CONTENTS: 1. Using Teams to Meet Today's Challenges; 2. Getting Started: Learning the Tools; 3. Supporting Successful Projects; 4. Doing Work in Teams; 5. Building an Improvement Plan; 6. Learning to Work Together; 7. Dealing With Conflict; Appendix A. Quality Leadership; Appendix B. Storyboard Example; Appendix C. Team-Building Activities; Appendix D. References. Peter R. Scholtes, The Leader's Handbook: Making Things Happen, Getting Things Done, 415 Pages, McGraw-Hill, 1998. Order from Amazon Return to Bookstore This is the accumulated wisdom of a wise man on how to effectively lead organizations. There is a ton of useful techniques but also lots and lots of insight as well. Early on it describes the nature of systems thinking and the importance of understanding this to manage and lead effectively. Then it progresses through a series of chapters that include theory, stories, applications, how-to, tools, and even exercises. The book is something to read from cover to cover, but it is also a reference and a training tool. It is spiral bound so it sits open on the desk and is well designed physically, making it easy to use and find things. TABLE OF CONTENTS: 1. Train Wrecks and Bad Radios: How We Got Where We Are; 2. The New Leadership Competencies; 3. Systems Thinking: The Heart of Twenty-First Century Leadership; 4. Getting the Daily Work Done; 5. Giving Meaning, Purpose, Direction, and Focus to Work; 6. Breakthrough Improvement; 7. Keeping Track: Measurements of Improvement, Progress, and Success; 8. Leading By Asking Good Questions; 9. Performance Without Appraisal; 10. Leadership Into the Next Millenium. Nancy R. Tague, The Quality Toolbox, 298 pages, ASQC Quality Press, 1995. Order from Amazon Return to Bookstore This book is intended as "a comprehensive reference to a variety of methods and techniques," including several created by the author. Chapter 4 presents 52 tools, enough to overwhelm most readers. But Tague provides guidance in her first three chapters. Chapter 1 provides a Tool Matrix that helps in selecting tools appropriate to the task, divided into idea creation, process analysis, cause analysis, planning, evaluation, and data collection and analysis. Chapter 2 guides the reader through a 10-step quality improvement process, suggesting tools for each step. Four brief success stories in Chapter 3 serve as examples of how the tools can be used. In her preface, Tague states that she wrote and organized this book "to be as simple as possible to use so that anyone can find and learn new tools without a teacher." She seems to have succeeded in doing so, although one might wish that she had included a glossary, particularly for the statistical terms. TABLE OF CONTENTS: 1. How to Use This Book; 2. The Quality Improvement Process; 3. Quality Improvement Stories; 4. The Tools; Appendix: Table of Area Under the Normal Curve; Recommended Reading. John Terninko, Step-by-Step QFD: Customer-Driven Product Design, 240 pages, St. Lucie Press, 1997. Order from Amazon Return to Bookstore This is a work book for learning Quality Function Deployment (QFD). The author draws upon his years as a consultant and trainer to provide a guide for "people who are studying Quality Function Deployment (QFD) for the first time, practitioners in their first year of using QFD and organizations that are experiencing manufacturing difficulties." He defines QFD as "a detailed system for translating the needs and wishes of the consumer into design requirements for products or services." His focus here is on the design of new products. This is truly a workbook, a seminar in print: the numerous illustrations are suggestive of presentation transparencies, there are exercises and assignments, and the book ends with more than a dozen worksheets. TABLE OF CONTENTS: 1. Introduction; 2. Flow of Analysis in Step by Step QFD; 3. Priority of Customer Segments; 4. Understanding Your Customer; 5. Customer Voice into Design Team Voice; 6. A Better Way to Measure Quality; 7. New Design Concepts; 8. Voice of Customer to Manufacturing; 9. Robust Design in Manufacturing; 10. Admonitions; Appendix: Going to the Gemba and a Successful QFD Project; One Matrix and the Gemba Recapture a Lost Market; A QFD Application with Depth; Glossary; Bibliography. Gregory H. Watson, The Benchmarking Workbook: Adapting Best Practices for Performance Improvement, 169 pages, Productivity Press, 1992. Order from Amazon Return to Bookstore As Watson establishes in his preface, "Effective benchmarking links the desire to learn from other companies with the need to strategically allocate an organization's resources. By linking benchmarking with strategic planning, organizations can focus their change- management ability on the areas that will provide the highest payoff in terms of quality, productivity, and customer satisfaction." This book provides a systematic, practical approach to benchmarking, in language that's easy to understand. Perhaps the only criticism might be that Watson hides so much of value in his chapter notes, where readers might miss it. Also, readers who tend to skip over the foreword of a book should take a few moments to read the comments made here by Carla O'Dell, director of the International Benchmarking Clearinghouse, whose foreword is really a worthwhile chapter in itself. TABLE OF CONTENTS: Introduction: Benchmarking for Continuous Improvement; 1. Introducing Process Benchmarking; 2. Planning a Benchmarking Study; 3. Searching for World-Class Processes; 4. Observing Best Practices; 5. Analyzing Performance Gaps; 6. Adapting Superior Practices to Your Culture; 7. Improving Process Performance; 8. Seeking the Horizon; Appendix. Benchmarking Forms. John A. Woods, 10 Minute Guide to Teams and Teamwork, 152 pages, Macmillan Spectrum/Alpha Books, 1997. Order from Amazon Return to Bookstore This book begins with the basics -- processes, systems, and values. Step by step, in 10- minute chapters, it builds on those basics. This book provides tools, techniques, and tips, but the focus is on people. As Woods notes in his introduction, "Teamwork attitude and values ... are just as important for team success as any actions managers or team members take." Readers may be disappointed that Woods devotes only eight pages to resolving problems within teams, but his approach emphasizes prevention: he points out that many problems come "from management and from team members not properly understanding what instituting teams and being on a team really involves." TABLE OF CONTENTS: 1. Why Teams? 2. Teamwork Values; 3. Some Team Basics; 4. Different Types of Teams; 5. The Stages of Team Development; 6. Effective Team Meetings; 7. Team Decision- Making; 8. Team Leadership; 9. Self-Directed Teams; 10. Communication for Teamwork; 11. Dealing With Conflict on Teams; 12. Process Management Tools for Teams, Part 1; 13. Process Management Tools for Teams, Part 2; 14. A Team Problem Solving Process; 15. Why Teams Don't Work and What to Do About It. Stephen R. Covey, The 7 Habits of Highly Effective People: Powerful Lessons in Personal Change, 358 pages, Fireside (Simon & Schuster), 1989. Order from Amazon Return to Bookstore Covey's best selling book (available in trade paperback) is based on understanding that people succeed best when they help others also succeed and when they continuously improve themselves. The ideas Covey promotes are completely consistent with the TQM approach to management, with its emphasis on teamwork, communication, focus on delighting customers, and continuous improvement. TABLE OF CONTENTS: PART ONE: PARADIGMS AND PRINCIPLES Inside Out; The Seven Habits -- An Overview PART TWO: PRIVATE VICTORY Habit 1. Be Proactive Habit 2. Begin with the End in Mind Habit 3. Put First Things First PART THREE. PUBLIC VICTORY Paradigms of Interdependence Habit 4. Think Win/Win Habit 5. Seek First to Understand, Then to Be Understood Habit 6. Synergize PART FOUR. RENEWAL Habit 7. Sharpen the Saw; Inside-Out Again. Philip B. Crosby, Quality Is Free: The Art of Making Quality Certain, Resissue Edition (paperback), Mentor Books, 1992. Order from Amazon Return to Bookstore Crosby demonstrates that doing things right the first time adds nothing to the cost of your product or service. He also shows that doing things wrong what costs organizations money. Rework, scrap, and repeating services costs companies up to 20% of their sales dollars. This book helps managers understand the importance of the idea of defect free products and services and that delivering such products and services to customers does not add but actually lowers costs. Crosby's book is a pioneering effort in the field of quality management and provides many practical ideas for how a company can develop a management and operational style that helps ensure defect-free outputs are the norm. TABLE OF CONTENTS: PART ONE. THE UNDERSTANDING 1. Making Quality Certain 2. "Quality May Not Be What You Think It Is" 3. The Quality Management Maturity Grid 4. Management Understanding and Attitude 5. Quality Organizational Status 6. Handling Problems 7. Cost of Quality 8. Quality Improvement Program 9. Management Style PART TWO. THE DOING: THE HPA CORPORATION QUALITY IMPROVEMENT PROGRAM: 10. History of the Project 11. The Program PART THREE. THE TOOLS 12. Instructor's Guide for HPA 13. Make Certain. Thomas H. Davenport, Process Innovation: Reengineering Work Through Information Technology, 336 pages, Harvard Business School Press, 1993. Order from Amazon Return to Bookstore This book looks at the central role of information technology in reengineering business processes. Current organizational processes, created before the ability to create and deliver information instantaneously in the organization, are now outmoded and inefficient. This book suggests that the cornerstone to process innovation's potentially dramatic results is information technology -- a largely untapped resource but a crucial enabler of process innovation. Likewise, only by committing to process innovation will management begin to see the value this technology. This book is a seminal work in the use of IT to facilitate and manage reengineered processes. TABLE OF CONTENTS: 1. The Nature of Process Innovation PART I. A FRAMEWORK FOR PROCESS INNOVATION 2. Selecting Processes for Innovation 3. Information Technology as an Enabler of Process Innovation 4. Processes and Information 5. Organizational and Human Resource Enablers of Process Change 6. Creating a Process Vision 7. Understanding and Improving Existing Processes 8. Designing and Implementing the New Process Organization PART II. THE IMPLEMENTATION OF INNOVATIVE BUSINESS PROCESSES 9. Process Innovation and the Management of Organizational Change 10. Implementing Process Innovation with Information Technology PART III. INNOVATION STRATEGIES FOR TYPICAL PROCESS TYPES 11. Product and Service Development and Delivery Processes 12. Customer-Facing Processes 13. Management Processes 14. Summary and Conclusions Appendix A. Companies Involved in the Research Appendix B. The Origins of Process Innovation. W. Edwards Deming, Out of the Crisis, 507 pages, MIT Center for Advanced Engineering Study, 1986. Order from Amazon Return to Bookstore This is Deming's summary of how to manage successfully. Deming does not view his teachings in terms of TQM. He always said he was teaching a more informed view of management based on understanding variation and its management for continuous improvement. This book expounds on the ideas captured in the 14 Points and 7 Deadly Diseases (see classics section). It is written as Deming spoke, a not altogether flowing style, but it deserves perusal and use by any manager because it is a standard reference for others in the field. It is best used as a reference to understand Deming's view of management practice on various points. TABLE OF CONTENTS: 1. Chain Reaction: Quality, Productivity, Lower Costs, Capture the Market 2. Principles for Transformation of Western Management 3. Diseases and Obstacles 4. When? How Long? 5. Questions to Help Managers 6. Quality and the Consumer 7. Quality and Productivity in Service Organizations 8. Some New Principles of Training and Leadership 9. Operational Definitions: Conformance, Performance 10. Standards and Regulation 11. Common Causes and Special Causes of Improvement. Stable System. 12. More Examples of Improvement Downstream 13. Some Disappointments in Great Ideas 14. Two Reports to Management 15. Plan for Minimum Average Total Cost for Test of Incoming Materials and Final Product 16. Organization for Improvement of Quality and Productivity 17. Some Illustrations for Improvement of Living 18. Appendix: Transformation in Japan. Stephen J. Frangos with Steven J. Bennett, Team Zebra: How 1500 Partners Revitalized Eastman Kodak's Black & White Film-Making Flow, John Wiley & Sons, 1996. Order from Amazon Return to Bookstore This is the inside story of how the failing black and white film division of Eastman Kodak was given 18 months to turn itself around and how it succeeded beyond expectations. Taking the name "Team Zebra" the leadership of this division implemented teams, reengineered processes, empowered its people, and created a learning organization that quickly began generating results that everyone seemed to own and feel good about. They embraced time-based competition and dramatically reduced costs and waste and improved the commercialization of new products. This book is included as an excellent example of what happens when a company jumps into TQM with both feet. TABLE OF CONTENTS: Introduction 1. From Minting Silver Dollars to Squeezing Copper Pennies 2. Mother Kodak 3. Flow Is a Go -- This Morning 4. Straight Talk at the Park 5. Bandages and Tourniquets for a Bleeding Zebra 6. Racing Down the Data Highway and Other Acts of Empowerment 7. The Zebra Lives 8. Formal Strategies for a New B&W 9. Up the Learning Organization: Building Capabilities at in Black & White 10. The Magic Behind Team Zebra Postscript: Vision of Black & White. Michael Hammer and James Champy, Reengineering the Corporation: A Manifesto for Business Revolution, 223 pages, HarperBusiness, 1993. Order from Amazon Return to Bookstore This was the best-selling business book of 1993, with good reason. It provides managers with real insight into the value of reengineering business processes to improve quality and reduce costs. Reengineering is contrasted with continuous improvement, in which current processes are gradually but continuously upgraded. In reengineering, old processes and thrown out and new ones, often quite different and more efficient, are developed to take their place. This book explains this important idea and includes three detailed chapters from companies that have done this. From a TQM perspective, reengineering is one potentially important tool for reducing costs and improving responsiveness to customers. TABLE OF CONTENTS: 1. The Crisis that Will Not Go Away 2. Reengineering -- The Path to Change 3. Rethinking Business Processes 4. The New World of Work 5. The Enabling Role of Information Technology 6. Who Will Reengineer? 7. The Hunt for Reengineering Opportunities 8. The Experience of Process Redesign 9. Embarking on Reengineering 10. One Company's Experience -- Hallmark 11. One Company's Experience -- Taco Bell 12. One Company's Experience -- Bell Atlantic 13. Succeeding at Reengineering. H. James Harrington, Business Process Improvement: The Breakthrough Strategy for Total Quality, Productivity, and Competitiveness, 274 pages, McGraw-Hill, 1991. Order from Amazon Return to Bookstore Organizations are systems. In systems work gets done through processes -- the goal- oriented steps by which organizations deliver products and services to customers. And in fact, this is the heart of TQM. This best-selling book by Harrington provides readers with a thorough explanation of the management and improvement of processes. You will find lots of practical guidance on understanding and improving any type of business process from the shop floor to the executive suite and everything in between. TABLE OF CONTENTS: 1. Why Focus on Business Processes? 2. Setting the Stage for Business Process Improvement 3. Organizing for Process Improvement 4. Flowcharting: Drawing a Process Picture 5. Understanding the Process Characteristics 6. Streamlining the Process 7. Measurements, Feedback, and Action (Load, Aim, and Fire) 8. Process Qualification 9. Benchmarking Process 10. The Beginning Appendix: Interview Guidelines. V. Daniel Hunt, Quality Management for Government: A Guide to Federal, State, and Local Implementation, 384 pages, ASQC Quality Press, 1993. Order from Amazon Return to Bookstore There are not a lot of books available on quality management in government. This one by veteran author V. Daniel Hunt provides a thorough overview of what TQM is and how to undertake quality initiatives at all government levels. It includes a number of examples that demonstrate how it's being done. TABLE OF CONTENTS: 1. Quality Management in Government Today 2. A Government Manager's Guide to Quality Management 3. The Quality Gurus 4. American Government Quality Awards 5. Quality Leaders in Government 6. Quality Management in Self-Assessment 7. How to Significantly Improve Your Quality 8. Quality Management Planning 9. Implementation of Quality Management 10. Quality Management Tools and Techniques Epilogue. Masaaki Imai, Kaizen: The Key to Japan's Competitive Success, 259 pages, McGraw-Hill, 1989. Order from Amazon Return to Bookstore The word kaizen means continuous improvement of many little things in an organization's processes that end up making a big difference in efficiency and the quality of outputs delivered to customers. Imai suggests that kaizen is the foundation of Japan's economic miracle. The book includes more than 100 examples of kaizen in action, 15 corporate case studies, and 50 charts and graphs. It is well-written and interesting. TABLE OF CONTENTS: 1. KAIZEN: The Concept 2. Improvement East and West 3. KAIZEN by Total Quality Control 4. KAIZEN: The Practice 5. KAIZEN Management 6. The KAIZEN Approach to Problem Solving 7. Choosing the Corporate Culture. Brian L. Joiner, Fourth Generation Management: The New Business Consciousness, 289 pages, McGraw-Hill, 1994. Order from Amazon Return to Bookstore Joiner presents an integrated view of what he calls the "fourth generation" of management: the style of management that emerges from seeing organizations as systems. He hangs his ideas on the "Joiner Triangle" a device to emphasize the three concerns of managers: quality for the customer, teamwork, and the use of measurement, statistics, and science to help the organization continuously improve. The book includes an especially useful presentation of how to manage variation. TABLE OF CONTENTS: PART ONE. GETTING BETTER FASTER 1. Changing the Way We Manage 2. Quality vs. Productivity? 3. The Organization as a System 4. Rapid Learning, Rapid Improvement PART TWO. BUILDING A TRUE CUSTOMER VOICE 5. Voice of the Customer 6. Customer-focused Strategies PART THREE. MANAGING IN A VARIABLE WORLD 7. Principles of Variation 8. The Price of Ignorance 9. Strategies for Reducing Variation 10. Management Reactions to Variation PART FOUR. CREATING AND MAINTAINING GAINS 11. Better Methods, Better Results 12. Improving Our Ability to Improve PART FIVE. CREATING THE ENVIRONMENT 13. All One Team 14. The Challenges of Performance Appraisal. J.M. Juran, Juran on Leadership for Quality: An Executive Handbook, 376 pages, The Free Press, 1989. Order from Amazon Return to Bookstore This book presents the Juran Trilogy, planning, control, and improvement in a compelling and practical step by step manner. The author's goal is to help those who must lead organizations understand their responsibilities for delivering quality to customers and how to go about that, using the trilogy as the focal point. The book includes criteria for selecting improvement projects and mobilizing teams to carry them out. He emphasizes the role of managers in carrying out such projects. The book includes a variety of real world examples to help make its points. TABLE OF CONTENTS: 1. Quality: A Continuing Revolution 2. How to Think About Quality 3. Quality Improvement 4. Quality Planning 5. Quality Control 6. Strategic Quality Management (SQM) 7. Operational Quality Management 8. The Work Force and Quality 9. Motivation for Quality 10. Training for Quality Epilogue. J.M. Juran and Frank M. Gryna, editors, Juran's Quality Control Handbook, Fourth Edition, over 1,000 pages (pages numbered by chapter), McGraw-Hill, 1988. Order from Amazon Return to Bookstore This is a comprehensive reference book on almost everything you can think of that has to do with quality management. It includes 34 contributed chapters (many by Juran and Gryna themselves plus several other contributors) plus a series of chapters on the state of quality in several countries. Every organization implementing TQM would find it valuable to have this book in their library. TABLE OF CONTENTS: 1. How to Use this Handbook 2. The Quality Function 3. Quality and Income 4. Quality Costs 5. Quality Policies and Objectives 6. Companywide Planning For Quality 7. Organizing for Quality 8. Upper Management and Quality 9. Quality Assurance 10. Managing Human Performance 11. Training for Quality 12. Field Intelligence 13. Product Development 14. Software Development 15. Supplier Relations 16. Manufacturing Planning 17. Production 18. Inspection and Test 19. Marketing 20. Customer Service 21. Administrative and Support Operations 22. Quality Improvement 23. Basic Statistical Methods 24. Statistical Process Control 25. Acceptance Sampling 26. Design and Analysis of Experiments 27. Computers and Quality 28. Process Industries 29. Electronics Components Industries 30. Assembly Industries 31. Complex Industries 32. Job Shop Industries 33. Service Industries 34. Quality and Society 35a. Quality and the National Culture 35b. Quality in Developing Countries 35c. Quality in France 35d. Quality in the Federal Republic of Germany 35e. Quality in Great Britain 35f. Quality in Japan 35g. Quality in the USA. 35h. Quality in Socialist Countries. William Lareau, American Samurai: A Warrior for the Coming Dark Ages of American Business, 336 pages, New Win Publishing, 1997. Order from Amazon Return to Bookstore This book is highly recommended for beginners to quality. It provides a dramatic case for moving to TQM. It is written in readable, down-to-earth prose and provides a comprehensive review of the principles and actions any manager practicing TQM should know about. Lareau presents these ideas of 20 Coda for the American Samurai. The table of contents lists these coda (starting with chapter 6) and gives a good sense of the author's style. TABLE OF CONTENTS: 1. We're Not Number One Anymore 2. The Myth of American Superiority as the Root of Our Bad Management Practices 3. The Coming Dark Ages of American Business 4. The Management Theory and Practice that Is Destroying American Business 5. The Code of the American Samurai 6. Management's Obsession with Outcomes Must be Abandoned 7. Out-of-Process Defect Inspection Must be Eliminated 8. Lies, Damned Lies, and Statistics 9. Employees are the Number One Natural Resource 10. Quality Isn't Number One -- It's the Only One! 11. It's Never "Soup Yet" in the World of Process Improvement 12. Drive a Stake into the Ground, not into your Foot: Benchmarks Instead of Objectives 13. "Real" Managers aren't Bosses 14. Real Employees do it Their Way! 15. Real Plans Not 8 1/2 x 11-Inch 10 Pound Doorstops 16. Training Makes the Money the Old-Fashioned Way -- It Earns It 17. Performance to Specification Costs You Money 18. You Can't Do it Alone: Suppliers are Team Members 19. Performance Appraisals: Why do We Punish Ourselves 20. The Letter, as well as the Spirit, of the Code 21. Low Tech is the Right Tech (For Profits) 22. Everybody on Board the Design Train Early! 23. Consensus Decision Making: The Great Unknown of American Business 24. Everybody Puts 'em on One Leg at a Time 25. We March at Dawn (Getting it Done). Gerald Nadler and Shozo Hibino, Breakthrough Thinking: Why We Must Change the Way We Solve Problems and the Seven Principles to Achieve This, 350 pages, Prima Publishing, 1990. Order from Amazon Return to Bookstore Continuous improvement and reengineering are two important concepts in TQM. This respected book teaches managers and employees how to be more creative in bringing about change and improvement in any organization. It looks especially at using intuitive thinking, rather than just analysis, to come up with solutions to problems that better fit the problem. It emphasizes understanding the organization as a system and its ideas emerge from understanding the effects of actions throughout the organization. This book reinforces and supplements books by Senge, Wheatley, and others in this list on better understanding what an organization is and thus how to manage it better. TABLE OF CONTENTS: PART 1. THE CONVENTIONAL YOU 1. It's Up to You 2. Problems Beget Problems (And That's Good) 3. Pushing for Breakthrough: Improving Your Chances for Success PART 2. INCREASING 4. The Uniqueness Principle 5. The Purposes Principle 6. The Solution-After-Next Principle 7. The Systems Principle: Seven-Eighths of Everything Can't Be Seen 8. The Limited Information Connection Principle: Don't Become an Expert About the Problem 9. The People Design Principle 10. The Betterment Timeline Principle: Know When to Improve It PART 3. THE EFFECTIVE YOU 11. Holistic Problem Solving: Coordinating the Seven Principles 12. Welcome to the Future. Burt Nanus, Visionary Leadership: Creating a Compelling Sense of Direction for Your Organization, 238 pages, Jossey-Bass, 1995. Order from Amazon Return to Bookstore Leadership is vital for any organization seeking to transform itself using the principles of TQM. Leaders don't tell people what to do, but by their behavior and commitment to principle help create a new and more enlightened business environment to which others willingly adapt. Burt Nanus, director of research at USC's Leadership Institute, describes how great leaders do this, and provides readers with direction for creating and leading the implementation of their vision for quality. Note the special appendix for visionary leadership in the public sector. TABLE OF CONTENTS: PART ONE. WHAT VISION IS AND WHY IT MATTERS 1. Vision: The Key to Leadership 2. Where Tomorrow Begins: Finding the Right Vision PART TWO. DEVELOPING THE VISION 3. Taking Stock: The Vision Audit 4. Testing Reality: The Vision Scope 5. Considering the Possibilities: The Vision Context 6. Finding Your Way: The Vision Choice PART THREE. IMPLEMENTING THE VISION 7. Making It Happen: Translating Vision into Reality 8. Running a Race with no End 9. Developing Visionary Leadership: Securing the Future Appendix: Visionary Leadership in the Public Sector. B. Joseph Pine II, Mass Customization: The New Frontier in Business Competition, 333 pages, Harvard Business School Press, 1993. Order from Amazon Return to Bookstore Mass customization is the application of mass production technology to the creation of products and services for a market of one. It represents the progression of organizations practicing TQM in their quest to understand and delight their customers. Joe Pine explains this idea in detail in this important book. TABLE OF CONTENTS: PART 1. THE SHIFT FROM MASS PRODUCTION TO MASS CUSTOMIZATION 1. Once Upon a Time 2. The System of Mass Customization 3. The Emerging System as Mass Customization 4. Determining the Shift to Mass Customization 5. The Old Competition: How Mass Production Companies Faltered 6. The New Competition: How Mass Customization Companies Succeeded PART II. EXPLORING THE NEW FRONTIER IN BUSINESS COMPETITION 7. Developing a Strategy for Mass Customization 8. Mass-Customizing Products and Services 9. Transforming the Organization for Mass Customization 10. Exploring the New Frontier Appendix: Research on Market Turbulence. James Brian Quinn, Intelligent Enterprise: A Knowledge and Service Based Paradigm for Industry, 473 pages, The Free Press, 1992. Order from Amazon Return to Bookstore Consistent with many other titles selected for this library (Senge and Davenport for two), this book looks at how the use of information can help organizations develop and sustain their competitive advantage in delivering value to customers. It is not the largest companies or even those with superior products that will succeed. It will be, rather, those companies that leverage knowledge to more efficiently and effectively manage their processes to create ever higher-quality outputs. The intelligent use of technology to marshall and deliver information will be vital to any organization to better align its processes and capabilities with customer needs and do this better than competitors. This important book makes a compelling case for the place of knowledge and information to implement quality. In fact, it will only be those organizations that do this particularly well that will succeed, according to Quinn. The author is a three-time winner of the McKinsey award for the best article in the Harvard Business Review. TABLE OF CONTENTS: PART 1. INTELLECT AND SERVICES: RESTRUCTURING ECONOMIES AND STRATEGY 1. Services Restructure the Economy 2. Focusing Strategy on Core Intellectual and Service Competencies 3. Leveraging Knowledge and Service Based Strategies Through Outsourcing PART 2. KNOWLEDGE BASED SERVICES REVOLUTIONIZE ORGANIZATIONAL STRATEGIES 4. Revolutionizing Organizational Strategies 5. Service Based Disaggregation with Strategic Focus 6. Exploiting the Manufacturing-Services Interface PART 3. THE KNOWLEDGE BASED SERVICE ENTERPRISE 7. The Intelligent Enterprise: A New Paradigm 8. Managing Knowledge Based and Professional Intellect 9. Managing the Innovative Organization PART 4. MANAGING THE INTELLIGENT ENTERPRISE 10. Managing Intellect in Mass Services: A Customer Based Quality Focus 11. Managing for Service Productivity 12. Managing the "Intelligent Enterprise" 13. A New Economic and Management Paradigm. Richard J. Schonberger, Building a Chain of Customers: Linking Business Functions to Create the World Class Company, 349 pages, The Free Press, 1990. Order from Amazon Return to Bookstore In this book, Schonberger demonstrates how the link between the four main business functions -- design, operations, accounting, and marketing -- forms a continuous chain of customers that extends beyond those who buy the product or service. He shows that everyone has a customer -- the next department, office, shop, or person. It's up to everyone to make sure the "product" or "service" delivered meets their needs and expectations. This idea helps to align processes and minimize rework and, when properly applied, is another useful perspective for implementing TQM. TABLE OF CONTENTS: 1. The Great Awakening: Earthquakes in the Business Functions 2. Universal Strategy: The Shattering of Strategic Business Thought 3. The "Customer-In" Concept 4. Total Quality: Toward Delighting the Customer 5. Work Force on the Attack 6. The Learning Organization 7. Attack on Nonobvious Wastes 8. Minimal Accounting and Noncost Cost Control 9. Pay, Recognition, Celebration 10. World-Class Product Development 11. Marketing for Total Gain 12. Success Formulas for Volume and Flexibility 13. Elevated Performance Standards Appendix: Quick (JIT) Response. Peter M. Senge, The Fifth Discipline: The Art and Practice of the Learning Organization, 424 pages, Doubleday Currency, 1990. Order from Amazon Return to Bookstore In an intriguing, practical, and intellectually engaging manner, Senge presents the important of idea of understanding organizations as systems and the benefits of doing that. This is a significant book for any manager because all the practices of TQM emerge from understanding the organization as a system. Senge helps managers understand that in a system everything affects everything else and that if managers do not understand that, the quality of their decisions will be severely compromised. Senge helps managers understand this fact of life to the benefit of all organization stakeholders. TABLE OF CONTENTS: PART I. HOW OUR ACTIONS CREATE OUR REALITY... AND HOW WE CAN CHANGE IT. 1. "Give Me a Lever Long Enough... And Single-Handed I Can Move the World" 2. Does Your Organization Have a Learning Disability? 3. Prisoners of the System, or Prisoners of Our Own Thinking? PART II. THE FIFTH DISCIPLINE: THE CORNERSTONE OF THE LEARNING ORGANIZATION 4. The Laws of the Fifth Discipline 5. A Shift of Mind 6. Nature's Templates: Identifying the Patterns That Control Events 7. The Principles of Leverage 8. The Art of Seeing the Forest and the Trees PART III. THE CORE DISCIPLINES: BUILDING THE LEARNING ORGANIZATION 9. Personal Mastery 10. Mental Models 11. Shared Vision 12. Team Learning PART IV. PROTOTYPES 13. Openness 14. Localness 15. A Manager's Time 16. Ending the War Between Work and Family 17. Microworlds: The Technology of the Learning Organization 18. The Leader's New Work PART V. CODA 19. A Sixth Discipline? 20. Rewriting the Code 21. The Indivisible Whole Appendix 1: The Learning Disciplines Appendix 2: Systems Archetypes. George Stalk, Jr. and Thomas M. Hout, Competing Against Time: How Time-Based Competition Is Reshaping Global Markets, 285 pages, The Free Press, 1990. Order from Amazon Return to Bookstore An important part of any process improvement effort is cycle time reduction. Reducing the time it takes to deliver products to the market is central to reducing costs and improving customer satisfaction. This book by Stalk and Hout, two leading thinkers and consultants in using time to competitive advantage, provides a comprehensive and practical review of the role of time in managing processes and how time can help a company better serve its customers. TABLE OF CONTENTS: 1. The Dawn of a New Competitive Age 2. Time and Business 3. Time and Customers 4. Time and Innovation 5. Time and Money 6. Redesigning the Organization for Time 7. Becoming a Time-Based Organization 8. Using Time to Help Your Customers 9. Time-Based Strategy. Mary Walton, The Deming Management Method, 262 pages, Perigee Books (Putnam), 1986. Order from Amazon Return to Bookstore Where Out of the Crisis is cryptic, Walton's book is clear. It is an interpretation of Deming's ideas, done with his blessing, that has found a spot on nearly every list of books those interested in TQM should read. The book thoroughly reviews the 14 points chapter by chapter and includes several chapters showing how various companies have actually put Deming's ideas to work. TABLE OF CONTENTS: PART ONE. W EDWARDS DEMING -- THE MAN AND HIS MISSION 1. W. Edwards Deming: A Biographical Note 2. The Deming "Four Day": A Seminar Begins 3. An Introduction to the Fourteen Points, the Seven Deadly Diseases, and Some Obstacles 4. The Parable of the Red Beads PART TWO. THE DEMING MANAGEMENT METHOD 5. Point One. Create Constancy of Purpose for the Improvement of Product and Service 6. Point Two: Adopt the New Philosophy 7. Point Three: Cease Dependence on Inspection 8. Point Four: End the Practice of Awarding Business on Price Tag Alone 9. Point Five: Improve Constantly and Forever the System of Production and Service 10. Point Six: Institute Training and Retraining 11. Point Seven: Institute Leadership 12. Point Eight: Drive Out Fear 13. Point Nine: Break Down Barriers Between Staff Areas 14. Point Ten: Eliminate Slogans, Exhortations, and Targets for the Workforce 15. Point Eleven: Eliminate Numerical Quotas 16. Point Twelve: Remove Barriers to Pride of Workmanship 17. Point Thirteen: Institute a Vigorous Program of Education and Retraining 18. Point Fourteen: Take Action to Accomplish the Transformation 19. The Seven Deadly Diseases and Some Obstacles PART THREE. MAKING DEMING WORK 21. The Deming Prize 22. Shifting Gears: Ford Motor Company, Dearborn, Michigan 23. Spreading the Deming Work: Growth Opportunity Alliance of Greater Lawrence, MA 24. Deming to the Rescue: Malden Mills 25. Adopting the New Philosophy: Honeywell Information Systems, Lawrence Manufacturing Operation, Lawrence, MA 26. Toward a Critical Mass: AT&T, Merrimack Valley Works 27. The Philadelphia Model: Philadelphia Area Council for Excellence 29. The Transformation of an American Manager: Microcircuit Engineering Corporation 30. Lew Springer -- The Role of a Zealot: Campbell Soup Company. Gregory H. Watson, Strategic Benchmarking: How to Rate Your Company's Performance Against the World's Best, 268 pages, John Wiley & Sons, 1993. Order from Amazon Return to Bookstore This is probably the leading and most authoritative books on benchmarking -- comparing company processes against those in the best to guide improvement. After beginning with an in-depth discussion of benchmarking fundamentals, this book shows how to put this technique into action. It includes a series of case studies from Hewlett-Packard, Ford, General Motors, and Xerox to demonstrate this technique in a variety of applications. TABLE OF CONTENTS: 1. Introducing Benchmarking 2. Linking Strategic Planning with Benchmarking 3. Understanding the Essentials of Process Benchmarking 4. Applying Benchmarking Results for Maximum Utility 5. Doing an Internal Benchmarking Study 6. Conducting a Competitive Benchmarking Study 7. Performing a Functional Benchmarking Study 8. Developing a Generic Benchmarking Study 9. Expanding Benchmarking for Broader Applications 10. Creating a Benchmarking Capability APPENDIXES: A. Benchmarking Code of Conduct B. Tools of Secondary Research C. Benchmarking Recognition Award Criteria D. Sample Benchmarking Procedure E. Benchmarking Bibliography F. Glossary of Benchmarking Terms. Margaret J. Wheatley, Leadership and the New Science: Learning About Organization from an Orderly Universe, 164 pages, Berrett-Koehler Publishers, 1992. Order from Amazon Return to Bookstore This is an insightful treatment of ideas that should be read in conjunction with Senge's The Fifth Disciplineto gain a deeper insight into exactly what an organization is. The point: if you as a manager misunderstand what it is that you manage, what you do will be flawed. Wheatley uses metaphors from modern physics to teach readers about uncertainty, paradox, wholeness, and an unfolding order as relevant to understanding organizations and their management as they are to cosmology or philosophy. The importance of this book for TQM is it helps managers to more clearly understand how organizations evolve and thrive (or die) and the connection between improvement, alignment, and the relationship between the company and its suppliers, its customers, and the world in which it operates. TABLE OF CONTENTS: Introduction: Searching for a Simpler Way to Lead Organizations 1. Discovering an Orderly World 2. Newtonian Organizations in a Quantum Age 3. Space is not Empty 4. The Participative Nature of the Universe 5. Change, Stability, and Renewal: The Paradoxes of Self-Organizing Systems 6. The Creative Energy of the University -- Information 7. Chaos and the Strange Attractor of Meaning 8. The New Scientific Management Epilogue: Being Comfortable with Uncertainty. Valarie A. Zeithaml, A. Parasuraman, and Leonard L. Berry, Delivering Quality Service: Balancing Customer Perceptions and Expectations, 226 pages, The Free Press, 1990. Order from Amazon Return to Bookstore Whether your company is in manufacturing or services, it is important to appreciate that what customers value is the service your offering gives them. This book by three leading thinkers in the management of services gives readers a clear understanding of what it means to be a leader in delivering services to customers. The authors have developed an influential model that tracks five attributes of quality service -- reliability, empathy, assurance, responsiveness, and tangibles -- to help managers understand what it is they must deliver to effectively serve customers so they will be around tomorrow to continue doing this. TABLE OF CONTENTS: 1. Service Leadership Spells Profits 2. The Customer's View of Service Quality 3. Potential Causes of Service-Quality Shortfalls 4. Gap 1: Not Knowing What Customers Expect 5. Gap 2: The Wrong Service-Quality Standards 6. Gap 3: The Service Performance Gap 7. Gap 4: When Promises Do Not Match Delivery 8. Getting Started on the Service-Quality Journey 9. Service-Quality Challenges for the 1990's Appendix A. Servqual and Its Applications Appendix B. Approaches for Measuring Service- Provider Gaps and Their Causes. Yoji Akao, editor, Quality Function Deployment: Integrating Customer Requirements into Product Design, 387 pages, Productivity Press, 1990. Order from Amazon Return to Bookstore Quality function deployment (QFD) is, to give a precise definition, "a highly structured methodology for identifying, classifying, and ranking customer requirements and expected benefits from a product or service, then correlating these to design features and production requirements." This book explains QFD is detail. It features chapters by various Japanese practitioners, who explain the various aspects of this subject with plenty of illustrations. QFD can be time-consuming, but it is one of the key methods that the Japanese use to maintain their ability to deliver goods and services that truly meet customer needs and often evoke true delight by customers. The book requires some work to get through, but if you are interested in this tool, it is worth the effort. TABLE OF CONTENTS: 1. An Introduction to Quality Function Deployment; 2. Using the Demanded Quality Deployment Chart; 3. Using and Promoting Quality Charts; 4. Using Quality Deployment Charts: Subsystems, Parts Deployment, Quality Assurance Charts; 5. Using Quality Control Process Charts: Quality Function Deployment at the Preproduction Stage; 6. Quality Function Deployment and Technology Deployment; 7. Quality Deployment and Reliability Deployment; 8. Quality Deployment and Cost Deployment; 9. Quality Function Deployment in Process Industries; 10. Quality Deployment in the Construction Industry; 11. Quality Function Deployment for the Service Industry; 12. Quality Function Deployment for Software Development. Leonard L. Berry, On Great Service: A Framework for Action, 292 pages, The Free Press, 1995. Order from Amazon Return to Bookstore This book explains in concrete terms how to make service excellence the center of your business. It describes a framework for delivering great service, to the mutual benefit of customers and the company. It is loaded with examples of businesses whose approach to service is to continuously outdo themselves in their ability to delight customers. Of course this is great for customers, but these are also among the most of American companies. TABLE OF CONTENTS: 1. A Framework for Great Service; 2. Nurture Service Leadership; 3. Build a Service Quality Information System; 4. Create a Service Strategy; 5. Commit to the Principles of Great Service; 6. Organize for Great Service; 7. Embrace Technology; 8. Compete for Talent; 9. Develop Service Skills and Knowledge; 10. Empower Servers to Serve; 11. Work at Teamwork; 12. Measure Performance, Reward Excellence; 13. The Artistry of Great Service. Christopher E. Bogan and Michael J. English, Benchmarking for Best Practices: Winning Through Innovative Adaptation, 312 pages, McGraw-Hill, 1994. Order from Amazon Return to Bookstore Written by two respected practitioners, this book is one of the best we have seen on understanding and using benchmarking to improve your processes, often dramatically. The goal in all this is to learn how to learn from others to innovate in your own company. The book shows how to design a benchmarking approach to nearly guarantees success. It talks about how to manage best practice information throughout the company. It includes a series of exercises called Steal This Idea®. Benchmarking is an economic and intelligent way to learn how to improve without reinventing the wheel. This book provides a foundation for starting up a benchmarking study and keeping it going. TABLE OF CONTENTS: 1. Benchmarking for Best Practices: Winning Through Adaptive Innovation; 2. Fast Learning Through Innovative Adaptation; 3. Benchmarks and Performance Measurement; 4. The Secrets of Successful Benchmarking; 5. Design for Implementation Success; 6. Integrating Benchmarking Into Your Organization; 7. Putting Benchmarking to Work in the Executive Office and Boardroom; 8. Benchmarking and Strategic Planning; 9. Benchmarking and Business Process Reengineering; 10. Benchmarking and Time-Based Competition; 11. Benchmarking and Change Management; 12. International Benchmarking; 13. Benchmarking in the Public Sector; 14. Managing Best Practice Knowledge; 15. Benchmarking and the Twenty-First Century Organization; Appendices: Steal This Idea® -- The Art of Innovative Adaptation: How Can Your Organization Apply these Ideas; Steal This Idea® Exercise; Developing the Culture: Executive Exercise. James C. Collins and Jerry I. Porras, Built to Last: Successful Habits of Visionary Companies, 322 pages, HarperBusiness, 1994. Order from Amazon Return to Bookstore Great companies are not accidents. They have great cultures that foster excellence throughout the organization. These are cultures that are not dependent on the CEO to either set or perpetuate. These companies have well-articulated values out of which emerge the decisions, actions, and teamwork necessary to not only to survive but thrive in today's competitive environment. This book, based on extensive research by the authors, profiles many such companies like Hewlett-Packard, Johnson & Johnson, 3M, Marriott, and many others. It is written in a down-to-earth style. Highly recommended. TABLE OF CONTENTS: 1. The Best of the Best; 2. Clock Building, Not Time Telling; Interlude: No "Tyranny of the OR" (Embrace the "Genius of the And"); 3. More Than Profits; 4. Preserve the Core/Stimulate Progress; 5. Big Hairy Audacious Goals; 6. Cult-Like Cultures; 7. Try a Lot of Stuff and Keep What Works; 8. Home-Grown Management; 9. Good Enough Never Is; 10. The End of the Beginning; Epilogue: Frequently Asked Questions; Appendix 1: Research Issues; Appendix 2: Founding Roots of Visionary Companies. James W. Cortada and John A. Woods, McGraw-Hill Encyclopedia of Quality Terms and Concepts, 400 pages, McGraw-Hill, 1995. Order from Amazon Return to Bookstore This is a comprehensive review of terms that cover quality management with definitions, explanations, and examples. It is aimed at executives who are involved with the both the hard and soft sides of quality implementation. It includes over 600 terms, has 82 figures, and has references for more information following most entries. It is an easy-to- use reference that anyone involved in quality management will find useful. TABLE OF CONTENTS: Encyclopedia of Quality Terms and Concepts; Appendix 1: Quality References; Appendix 2: Magazines and Journals on Quality Management; Appendix 3: Major Quality Organizations. W. Edwards Deming, The New Economics for Industry, Government, Education, Second Edition, 247 pages, MIT Center for Advanced Engineering Study, 1994. Order from Amazon Return to Bookstore This is Deming's last book, a kind of summary of his thinking on the issues of understanding an organization as a system, his "profound knowledge," leadership, and variation. It is easy to read and is actually quite short because there are not that many words per page. To get a good sense of Deming's insights into effective management, this book is well worth your time. TABLE OF CONTENTS: 1. How Are We Doing? 2. The Heavy Losses; 3. Introduction to a System; 4. A System of Profound Knowledge; 5. Leadership; 6. Management of People; 7. The Red Beads; 8. Shewhart and Control Charts; 9. The Funnel; 10. Some Lessons in Variation; Appendix: Continuing Purchase of Supplies and Services. Armand V. Feigenbaum, Total Quality Control, Third Edition, Revised, 863 pages, McGraw-Hill, 1991. Order from Amazon Return to Bookstore This is one of the premier reference works available for those implementing quality control in their organizations. First published in 1951 (!), it is written by one of the founders of the quality movement. While there are parts that are technical, it is understandable by most of us and covers nearly everything you could want to know about quality control methodology including their implementation. TABLE OF CONTENTS: Part One. Business Quality Management 1. The Quality of Products and Services and Total Quality Control; 2. The Buyer, the Producer, and the New Marketplace Demands for Quality; 3. Productivity, Technology, and the Internationalization of Quality; 4. What are the Factors in Controlling Quality and What are the Jobs of Quality Control? Part Two. The Total Quality System 5. The Systems Approach to Quality; 6. Establishing the Quality System; 7. Quality Costs -- Foundation of Quality Systems Economics Part Three. Management Strategies for Quality 8. Organizing for Quality; 9. Achieving Total Commitment to Quality; Part Four. Engineering Technology of Quality 10. Quality- Engineering Technology; 11. Process-Control-Engineering Technology; 12. Quality Information Equipment Engineering Technology; Part Five. Statistical Technology of Quality 13. Frequency Distributions; 14. Control Charts; 15. Sampling Tables; 16. Special Methods; 17. Product Reliability; Part Six. Applying Total Quality Control in Your Company 18. New-Design Control; 19. Incoming-Material Control; 20. Product Control; 21. Special Process Studies; Part Seven. The Total Quality Imperative for the 1990s 22. The Total Quality Imperative; 23. The Benchmarks of Total Quality Control for the 1990s; 24. Four Management Principles of Total Quality; Epilogue: The Principles of Total Quality Control: A Summary. Francis J. Gouillart and James N. Kelly, Transforming the Organization: Reframing Corporate Direction, Restructuring the Company, Revitalizing the Enterprise, Renewing People, 323 pages, McGraw-Hill, 1995. Order from Amazon Return to Bookstore In this new and thoughtful and book, the authors propose a model of the organization as a living entity where all the parts are necessary for the whole to thrive. Transforming organizations has to do with continuously learning more about the relationships among the parts so you can practice the four Rs of transformation: Reframe, Restructure, Revitalize, and Renew. The book is thoughtfully written and provides a useful metaphor for managers who want to make their companies better for employees, more responsive to customers, and more efficient in their processes. TABLE OF CONTENTS: Introduction: A Framework for Transformation Part One. Reframing 1. Achieving Mobilization; 2. Creating the Vision; 3. Building the Measurement System; Part Two. Restructuring 4. Constructing an Economic Model 5. Configuring the Physical Infrastructure; 6. Redesigning the Work Architecture; Part Three. Revitalization 7. Achieving Market Focus; 8. Inventing New Businesses; 9. Changing the Rules Through Information Technology; Part Four. Renewal 10. Developing the Reward System; 11. Building Individual Learning; 12. Developing the Organization. H. James Harrington and James S. Harrington, Total Improvement Management: The Next Generation in Performance Improvement, 488 pages, McGraw-Hill, 1994. Order from Amazon Return to Bookstore Jim Harrington's book Business Improvement Management is one of the best- selling books ever on how to implement process improvement in organizations. This new book is its successor. It suggests that there is no single right way to implement continuous improvement in an organization. It must be a combination of several methodologies and tools, including total quality management, total productivity management, total cost management, total resource management, and total technology management. When you properly balance all of these, then you have a strategy of Total Improvement Management that pulls them together. The strength of Harrington's books is their practicality. This provides a fine introduction to all these areas. TABLE OF CONTENTS: Introduction; Overview; 1. Top Management Leadership: The People Who Need to Change First; 2. Business Planning Process: Aligning the Organization and the People; 3. Environmental Change Plans: Best Practices for Improvement Planning and Implementation; 4. External Customer Focus: Best Practices for Outstanding Customer Relationships; 5. Quality Management Systems: ISO 9000 and More; 6. Management Participation: Management Must Set an Example; 7. Team Building: Bringing Synergy to the Organization; 8. Individual Excellence: Going Beyond Teams; 9. Supplier Relations: Developing a Supply Management Process; 10. Process Breakthrough: Jump-Starting Your Process; 11. Product Process Excellence: The Production Side of All Organizations; 12. Service Process Excellence: How to Best Serve Your Customers; 13. The Measurement Process: The Balance Score Card; 14. Organizational Structure: Restructuring the Organization for the 21st Century; 15. Rewards and Recognition: Rewarding Desired Behavior. Jon R. Katzenbach and Douglas K. Smith, The Wisdom of Teams: Creating the High-Performance Organization, 317 pages, Harvard Business School Press, 1993 (hardback), HarperBusiness, 1994 (paperback). Order from Amazon Return to Bookstore In a down-to-earth fashion with lots of examples, the authors of this book explain the why and how of teams, and the relationship of effective teams and teamwork and high organizational performance. They demonstrate that when you focus on work processes rather than the individuals doing tasks, teams just make sense. To quote from early in the book: "Teams outperform individuals acting alone or in larger organizations, groupings, especially when performance requires multiple skills, judgments, and experiences. Most people recognize the capabilities of teams; most have the common sense to make teams work. Nevertheless, most people overlook team opportunities themselves." This book is about how to avoid that and how to implement teams in any organization. TABLE OF CONTENTS: Prologue: A New About What to Expect; Part One. Understanding Teams 1. Why Teams? 2. One Team: A Story of Performance; 3. Team Basics: A Working Definition and Discipline; 4. High Performance Teams: Very Useful Models; Part Two. Becoming a Team 5. The Team Performance Curve; 6. Moving Up the Curve: From Individual to Team Performance; 7. Team Leaders; 8. Teams, Obstacles, and Endings: Getting Unstuck; Part Three. Exploiting the Potential 9. Teams and Performance: The Reinforcing Cycle; 10. Teams and Major Change: An Inevitable Combination; 11. Team Performance at the Top: A Difficult Challenge; 12. Top Management's Role: Leading to the High-Performance Organization; Epilogue: A Call to Action; Appendix A. The Teams Question and Answer Guide; Appendix B. Teams Researched for the Book. David T. Kearns and David A. Nadler, Prophets in the Dark: How Xerox Reinvented Itself and Beat Back the Japanese, 334 pages, HarperBusiness, 1992. Order from Amazon Return to Bookstore This is just what the title says. Xerox was a successful American company playing according to American rules when they were confronted by a raft of Japanese companies who built and sold copiers every bit as good as Xerox for a lot less money. The company assessed and then reinvented itself using the principles of process management, operating to optimize the entire organizational system to reduce costs and increase quality at the same time. This book is the story of how that happened by the man who led it: David Kearns. It is candid and interesting to read. A good lesson on the wrong and right ways to get things done, and concludes with a number of lessons relevant to any organization. TABLE OF CONTENTS: 1. A New Vista; 2. The Unwanted Product; 3. Xerox Grows Up; 4. Life with the Ford Men; 5. Stormy Times; 6. The Coyote Eats the Road Runner; 7. The Odd Couple; 8. Pushing A Wet Noodle; 9. Another Prophet; 10. The Meeting in Virginia; 11. Dining at the Quality Restaurant; 12. A Backward Step; 13. The Blooming of Quality; 14. The Race with No Finish Line; Lessons: The Lessons of Experience; A Book for Decline; What is Quality Anyway? Managing Organizational Change; Beyond the Magic Leader; The CEO and His Consultant; A Uniquely American Solution; From Decline to Competitiveness. Alfie Kohn, No Contest: The Case Against Competition, Revised Edition, 324 pages, Houghton Mifflin, 1992. Order from Amazon Return to Bookstore This is a controversial, yet very thoughtful book. The basic premise is that unless we practice win-win, we compromise the quality of our performance. Win-lose competition is a recipe for failure, he argues and demonstrates through many different studies. The point is that cooperation is the way to bring out the best in people, keep them focused on the right goals, and in succeeding such that everyone feels a winner. Not everyone agrees with Kohn. His second book, Punished By Rewards is equally controversial, and suggests that rewards for individual performance are a short-term solution that cause people to work for the reward rather than for the intrinsic reward of doing a job right. Both of these are important books. TABLE OF CONTENTS: 1. The "Number One" Obsession; 2. Is Competition Inevitable? 3. Is Competition More Productive? 4. Is Competition More Enjoyable? 5. Does Competition Build Character? 6. Against Each Other; 7. The Logic of Playing Dirty; 8. Women and Competition; 9. Beyond Competition; 10. Learning Together; Afterword. Charles C. Manz and Henry P. Sims, Jr., Business Without Bosses: How Self-Managing Teams Are Building High-Performing Companies, 288 pages, John Wiley & Sons, 1995. Order from Amazon Return to Bookstore This book provides a clear rationale for a company to move to self-managed teams. It describes how to do this, why it works, what the pitfalls are, what resistance managers face, and it includes several examples from real companies. The book is written in a down-to-earth fashion with many anecdotes and how-to lists throughout. Research shows that when people truly feel they are responsible for their own success and have the authority to make decisions concerning their work, this brings out the best in them. They become committed to the company because they feel the company is committed to them. Self-managed teams are not a panacea, but with the proper training, access to information, and a supportive culture, they work better than the alternative. This book can help any manager better understand what all this is about. TABLE OF CONTENTS: Introduction: Tyrannosaurus Rex: The Boss as Corporate Dinosaur; 1. On the Road to Teams: Overcoming the Middle Management Brick Wall; 2. The Day-to-Day Team Experience: Roles, Behaviors, and Performance of Mature Self-Managing Teams; 3. The Good and the Bad of Teams: A Practical Look at Successes and Challenges; 4. The Early Implementation Phase: Getting Teams Started in the Office; 5. The Illusion of Self Management: Using Teams to Disempower; 6. Self Management Without Formal Teams: The Organization as a Team; 7. Teams and Total Quality Management: An International Application; 8. The Strategy Team: Teams at the Top; 9. Business Without Bosses Through Teams: What Have We Learned? Where are We Going? Appendix: How to Get What You Want From Your Job. C. Dan McArthur and Larry Womack, Outcome Management: Redesigning Your Business Systems to Achieve Your Vision, 242 pages, AMACOM, 1995. Order from Amazon Return to Bookstore This is a new and insightful book that helps managers better understand the full implications of managing organizations as the systems they are. The authors take their title from Deming's admonishment "Manage outcomes. Let the people manage themselves!" This book provides a synthesis of the principles of systems thinking and TQM to more effectively manage the changes necessary to remain competitive in today's fast changing world. It fully acknowledges the human side of organizations and provides many ideas for taking full advantage of people as components of the organizational system. These comments make the book sound somewhat theoretical, but it is written in an inviting fashion that will help you better understand what Deming and the other pioneering thinkers in quality management had in mind. TABLE OF CONTENTS: Introduction: The Essentials of Successful Management; Section I. Ready? Beyond Conventional Thinking 1. The Changing Targets of Commerce; 2. Aiming the Arrows of Time -- Leadership; 3. Drawing the Bow -- Organization; 4. Better than One -- The Dual-Track Approach; 5. Big Bangs -- System Redesign; 6. Before You Start -- Deploying Outcome Management; Section II. Aim. The Basis of Unconventional Thinking 7. Integrating -- Unconventional Thinking; 8. Putting It All to Work -- Integrated Action; 9. Technology and Time are of the Essence; 10. Quality and Knowledge -- Roots and Wings; 11. Fitness and Facts -- Winning Through Preparation; Section III. Fire! Most Excellent Formula 12. The Ultimate Strategy -- E = mc2; 13. Predicting the Future -- Outcome Management; 14. Reference Point -- Transforming the Future; 15. Being is More Powerful than Becoming; Epilogue: Dreams of the Future; Appendix: Getting Started -- A Guide to Launching Outcome Management. Earl Naumann and Kathleen Giel, Customer Satisfaction Measurement and Management: Using the Voice of the Customer, 456 pages, Thomson Executive Press, 1995. Order from Amazon Return to Bookstore If you want to have a reference and guide to collecting, analyzing, and using data about customers, this is about the most comprehensive and practical book we have encountered. It takes you step by step through the processes involved in figuring out what to ask your customers about their needs and wants, how to ask it, and what to do with the information after you collect it -- specifically making improvements that are good for the company and its customers. It even includes a chapter on using these methods to collect information about internal customers. The book includes lots of examples, as well. If you are looking for a book that includes some theory and lots of how to on this important subject, this is a good one. TABLE OF CONTENTS: 1. Introduction: Commitment to Customer Satisfaction; 2. Objectives and Hypotheses; 3. Research Design; 4. Selecting Consultants; 5. Identifying the Attributes; 6. Basic Issues in Questionnaire Design; 7. Designing Mail Questionnaires; 8. Designing Telephone Questionnaires; 9 Pretesting the CSM Program; 10. Designing a Sampling Program; 11. Analyzing the Data; 12. Using the Data for Process Improvement; 13. Linking CSM Data and Compensation; 14. Benchmarking; 15. Soft CSM; 16. Multinational Issues; 17. CSM for Internal Customers; 18. Complaint Handling; 19. CSM for Small Business; 20. Future Directions; Appendix: A. Customer Satisfaction Measurement, Survey, Intercept; B. Research Corporation; C. Graniterock Mail Survey. Hal F. Rosenbluth and Diane McFerrin Peters, The Customer Comes Second and Other Secrets of Exceptional Service, 240 pages, Quill (William Morrow), 1992. Order from Amazon Return to Bookstore This is not a theory book. It is a profile of Rosenbluth, Inc., one of the largest travel agencies in the world, and how it got that way. David Kearns' Prophets in the Dark profiles how a manufacturing company made itself competitive again by implementing total quality management methods and principles. This book, shorter and more informal, shows how a service company used these techniques not to become competitive again but to grow from a regional travel agency headquartered in Philadelphia to a company booking over $1.5 billion dollars in business annually. If you want to know what removing fear from the workplace is all about, this book is a good place to start. It also shows what results when you do it right -- meaning you create a great place to work, you look out for customers, and you focus on getting better and better at this. A short, but insightful book. TABLE OF CONTENTS: 1. Cultural Metamorphosis; 2. How It All Begins; 3. Happiness in the Workplace; 4. Inventing the Future; Finding the Right People; Perpetual Training: A Secret Weapon; 7. Technology as a Tool; 8. Service is an Attitude, an Art, and a Process; 9. The Creation of a Culture; 10. The Birth and Nurturing of Ideas; 11. The Gardening Process; 12. Look Around You; 13. Open Partnerships; 14. Blazing New Trails; 15. A Lot to Digest. Eberhard E. Scheuing and William F. Christopher, editors, The Service Quality Handbook, 550 pages, AMACOM, 1993. Order from Amazon Return to Bookstore This book is a compilation of 41 articles by 57 experts in the area of customer service and quality. The list of contributors is virtually a who's who of the major writers and practitioners in this area -- including Curt Reimann, Karl Albrecht, Paul Allaire, Robert Camp, Ron Zemke, Chris Hart, Patrick Townsend and Joan Gebhardt, and Stew Leonard, Jr. -- and several others, equally qualified if not as well known. This is a comprehensive review of all aspects of managing for service quality. It includes articles that explain why you should do it, how to do it, and war stories of those who are doing it and the success they have enjoyed. TABLE OF CONTENTS: Part I. The Evolution of the Service Quality Movement (4 chapters); Part II. Creating the Quality Vision (5 chapters); Part III. Creating the Service Quality Framework (5 chapters); Part IV. Deploying Quality Service (4 chapters); Part V. The Role of Employees in Service Quality (4 chapters); Part VI. Implementing Service Quality (4 chapters); Part VII. Delivering Service Quality (4 chapters); Part VIII. Measuring Service Quality (4 chapters); Part IX. Reinforcing Service Quality (5 chapters); Part X. Managing Quality In Government Services (2 chapters). Shoji Shiba, Alan Graham, and David Walden, A New American TQM: Four Practical Revolutions in Management, 598 pages, Productivity Press, 1994. Order from Amazon Return to Bookstore This book is specifically oriented toward the development of TQM in the U.S. The fact that one author is from Japan is especially valuable because it allows for a contrast between the way they do it in Japan and the way it's done in the U.S. What are the four practical revolutions of the subtitle? From the preface the authors answer this question: "We believe that companies cannot succeed in the long run without systems and practices that support customer focus [1], continuous improvement [2], total participation [3], and societal networking [4]." These "revolutions" are certainly not unique. In fact, writer after writer keeps coming up with them. (Maybe there really is something going on here.) Anyway, this book proceeds step-by-step through each of these four areas with detailed explanations, replete with lots of figures that capture the points being made. Fundamentally, this is a comprehensive and basic textbook on the principles of quality management. If you wanted to recommend a book to someone who was a beginner that would take them far along the road to understanding what managing to deliver quality is all about, this would be a good choice. TABLE OF CONTENTS: Introduction: The Evolution of Quality 1. The Evolution of the Quality Concept; 2. Evolution of Quality Methods; The First Revolution: Focus on Customers 3. Change in the Work Concept; The Second Revolution: Continuous Improvement 4. Improvement as a Problem Solving Process; 5. Reactive Improvement; 6. Management Diagnosis of the Seven Steps of Reactive Improvement; 7. Proactive Improvement; 8. Applying Proactive Improvement to Develop New Products; The Third Revolution: Total Participation 9. Teamwork Skill; 10. Initiation Strategies; 11. Infrastructure for Mobilization; 12. Phase-In; 13. U.S. Strategies for Phase-In; 14. Hoshin Management; 15. Managerial Development; The Fourth Revolution: Societal Networking 16. Networking and Societal Diffusion: Regional and Nationwide Networking; 17. TQM as a Learning System. Jay W. Spechler, editor, Managing Quality in America's Most Admired Companies, 422 pages, Berrett-Koehler Publishers, 1996. Order from Amazon Return to Bookstore This book, by a former senior examiner for the Malcolm Baldrige National Quality Award, provides a basic understanding of what managing for quality is all about. It then provides 32 case studies from a wide variety of industries that provide brief overviews of how these companies did it. There are loads of useful ideas in this book, and it's especially valuable for showing how others may be going about what you want to do. It may be useful for finding companies you can benchmark. You will note that some of the companies profiled are not necessarily thriving these days, but, for this author, there was still some part of their operations worth noting. TABLE OF CONTENTS: Part I. Guidelines for Implementing Quality Management The Malcolm Baldrige National Quality Award: Design, Criteria, and Application Review; Ten Critical Success Factors for Implementing Quality Management; Aligning Total Quality Management and the Corporate Culture; Leadership for Quality: Best Practices of Top Quality Companies; Business Process Analysis for Cross-Functional Improvement; Measuring Customer Satisfaction: Linking Experience, Expectations, and Desires; Statistical Measurement Techniques for Service Operations; Part II. Case Studies of Quality Management in Leading Companies Beverages: Anheuser-Busch; Chemicals: Monsanto; Communications: Centex Telemanagement, Octel Communications Corporation; Computers, Software: Xerox, IBM Rochester, Intelligent Electronics, Inc., Novell, Inc., Delivery Service: Federal Express; Diversified Financial: American Express Travel Related Services, AT&T Universal Card Services; Electronics, Appliances: Westinghouse, Whirlpool Corporation; Furniture, Textiles: Spring Industries, Inc.; Hotel and Convention Business: Hyatt Hotels and Resorts, Marriott Corporation; The Ritz-Carlton Hotel Company; Insurance: New York Life, USAA; Metals: Reynolds Metals Company; Motor Vehicles: Cadillac Motor Car; Precision Instruments: 3M, Photosonics, Inc., SpaceLabs Medical, Inc., Steinway & Sons; Publishing Information Services: Knight-Ridder, Inc.; Retail: Kmart Corporation, Lazarus; Savings Institutions: TIAA-CREF; Transportation: Delta Air Lines, Inc.; Utilities: Michigan Consolidated Gas Company, Ohio Edison Company. Appendix 1: The Quality Themes of Leading U.S. Companies; Appendix 2: Matrix Criteria Covered by Case Studies; Appendix 3: Job Descriptions; Appendix 4: 1993 Baldrige Award Criteria. Jack Stack, The Great Game of Business, 252 pages, Doubleday Currency, 1992. Order from Amazon Return to Bookstore Have you heard of the Springfield Remanufacturing Company? It's a company in Springfield, Missouri, where they refurbish and sell engines of all sorts for use in machinery. Jack Stack, CEO and author of this book, has made his company famous for its open-book management approach. In this approach, all employees are trained to understand the numbers, know exactly what and how much value they add to the company and are compensated based on this. This book explains this approach to information sharing and how it brings people together in any organization. A basic tenet of TQM is that teamwork is important and that an open environment that eliminates fear is important. Stack has intuitively appreciated this and created an environment and management approach that affirms this. Their success speaks for itself. The company's remanufactured engines are highly regarded in the marketplace. His ideas are spreading as SRC has become a mecca for other companies seeking to understand this idea of open book management. TABLE OF CONTENTS: 1. Why We Teach People How to Make Money; 2. Myths of Management; 3. The Feeling of a Winner; 4. The Big Picture; 5. Open-Book Management; 6. Setting Standards; 7. Skip the Praise -- Give Us a Raise; 9. The Great Huddle; 10. A Company of Owners; 11. The Highest Level of Thinking; 12. The Ultimate Law: The Message to Middle Managers. James P. Womack, Daniel T. Jones, and Daniel Roos, The Machine That Changed the World: The Story of Lean Production, 323 pages, hardback: Rawson Associates, trade paperback: HarperPerennial, 1990. Order from Amazon Return to Bookstore When this book came out, Business Week called it "the best book on the changes shaping manufacturing and the most readable." This is a very influential book on the history and implementation of lean production in the automobile industry. The book contrasts lean production with mass production, and shows why the latter is on the way out. This is a book about theory, but it is a story at the same time, with special emphasis on NUMMI, the joint venture between Toyota and General Motors in Fremont, California. The partnership turned a plant that produced average GM cars into one that produced cars of world-class quality for a lot less money and with less rancor with the UAW. If you are interested in the future of manufacturing (any type of manufacturing), this book about its evolution is one you will want to review. TABLE OF CONTENTS: Before You Begin This Book; 1. The Industry of Industries in Transition; Part One. The Origins of Lean Production 2. The Rise and Fall of Mass Production; 3. The Rise of Lean Production; Part Two. The Elements of Lean Production 4. Running the Factory; 5. Designing the Car; 6. Coordinating the Supply Chain; 7. Dealing With Customers; 8. Managing the Lean Enterprise; Part Three. Diffusing Lean Production 9. Confusion about Diffusion; 10. Completing the Transition; Epilogue. Ron Zemke with Dick Schaaf, The Service Edge: 101 Companies that Profit from Customer Care, 584 pages (paperback), Plume Books (Penguin Group), 1989. Order from Amazon Return to Bookstore Ron Zemke, a consulting editor for The Quality Yearbook, is widely known for the "Knock Your Socks Service" series of books. Those books talk about the whys and hows of service delivery. The book we're recommending here can be especially useful in understanding how attending to customer service can pay big dividends in terms of growth and profitability. The book includes a 76-page beginning part that talks about the principles of distinctive service, then goes on to provide the 101 case studies of the title. These are companies that understand the importance of customer service in building long term customer relationships. They know that it's lots cheaper to hold onto a current customer than to find a new one. They also know that a solid base of repeat customers is the key to sustained growth in a competitive marketplace. This book provides the principles and examples that can help companies in any industry begin to make service to customers a primary focus on their business strategy. In reviewing the contents, check the number of different industries from which the examples are drawn. TABLE OF CONTENTS: Part 1: The Principles of Distinctive Service The Customer Service Dilemma; Creating Distinctive Service: A Will Management Act; Operating Principle #1: Listen, Understand, and Respond to Customers; Operating Principle #2: Define Superior Service and Establish a Service Strategy; Operating Principle #3: Set Standards and Measure Performance; Operating Principles #4: Select, Train, and Empower Employees to Work for the Customer; Operating Principles #5: Recognize and Reward Accomplishment; Part 2: The Service 101 Travel: Airlines, Services; Hotels; Health Care: Hospitals, Support; Financial: Personal, Banking, Brokerage, Insurance; Wheels: Automotive, Trucking; Food Service: Restaurants, Fast Food; Food Sales: Retail, Wholesale; Retailing: General, Specialty, Catalog; Technology: Electronics, Support, Communications; Manufacturing; Business-to-Business: Delivery, Expertise, Duplicating, Support; Pacesetters: Entertainment, Information, Public, Care; Suggested Readings and Bibliography. Thomas H. Davenport and Laurence Prusak, Working Knowledge: How Organizations Manage What They Know, 197 pages, Harvard Business School Press, 1998. Order from Amazon Return to Bookstore The authors focus on three basic questions: What is knowledge within organizations? What should we do about knowledge? How can managers use knowledge to improve performance? The findings presented here come from extensive discussions with corporate managers. As the authors note, "More and more, business leaders and consultants talk about knowledge as the chief asset of organizations and the key to a sustainable competitive advantage." They conclude, "The only sustainable advantage a firm has comes from what it collectively knows, how efficiently it uses what it knows, and how readily it acquires and uses new knowledge." This book provides interesting and thought-provoking analysis of a vital resource. TABLE OF CONTENTS: Introduction. 1. What Do We Talk about When We Talk about Knowledge? 2. The Promise and Challenge of Knowledge Markets. 3. Knowledge Generation. 4. Knowledge Codification and Coordination. 5. Knowledge Transfer. 6. Knowledge Roles and Skills. 7. Technologies for Knowledge Management. 8. Knowledge Management Projects in Practice. 9. The Pragmatics of Knowledge Management. Masaaki Imai, Gemba Kaizen: A Commonsense, Low-Cost Approach to Management, 354 pages, McGraw-Hill, 1997. Order from Amazon Return to Bookstore Most people in business are familiar with kaizen the philosophy of making continuous improvements in processes to cost-effectively and reliably achieve incremental gains in productivity, quality, and profit margins. In this book, the author of Kaizen: The Key to Japan's Competitive Success -- a book translated into 14 languages -- focuses on kaizen in the most critical areas of performance, the gemba. That term, a Japanese word meaning "real place," refers to areas of activity; in business, it means wherever value is added. So, gemba kaizen is basically a practical guide for everyone from senior management to employees in any area, to help them find the many little ways to work smarter. The first half of this book explains the basics, the terminology, and the procedures. The second half consists of more than 150 pages detailing 21 case studies in a wide range of businesses in Japan, Italy, Britain, Germany, Belgium, Argentina, and the United States. TABLE OF CONTENTS: 1. An Introduction to Kaizen. 2. Gemba Kaizen. 3. How to Manage Quality, Cost, and Delivery in Gemba. 4. Standards. 5. The 5 S's: The Five Steps of Housekeeping. 6. Muda. 7. The Foundation of the House of Gemba. 8. Visual Management. 9. Supervisors' Roles in Gemba. 10. Gemba Managers' Roles and Accountability: Kaizen at Toyota Astra Motor Company. 11. Just-in-Time: The Ultimate Production System. 12. Just-in-Time at Wiremold. 13. Going to Gemba: Two-Day Gemba Kaizen and Overall Corporate Kaizen. Case Studies.

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