Total Improvement Management The Next Generation In Performance Improvement
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| Author | : James Harrington |
| Publisher | : McGraw-Hill |
| Total Pages | : 520 |
| Release | : 1995 |
| Genre | : Business & Economics |
| ISBN | : |
That's the reason for this groundbreaking book. First, it shows why no single method will answer all an organization's problems. To optimize resource use and return on investment, you'll need to blend elements of total quality management, total productivity management, total cost management, total resource management, total technology management, and total business management methodologies.
| Author | : James Harrington |
| Publisher | : McGraw Hill Professional |
| Total Pages | : 524 |
| Release | : 1995 |
| Genre | : Business & Economics |
| ISBN | : 9780070267701 |
That's the reason for this groundbreaking book. First, it shows why no single method will answer all an organization's problems. To optimize resource use and return on investment, you'll need to blend elements of total quality management, total productivity management, total cost management, total resource management, total technology management, and total business management methodologies.
| Author | : George Ellis |
| Publisher | : Butterworth-Heinemann |
| Total Pages | : 500 |
| Release | : 2020-06-13 |
| Genre | : Technology & Engineering |
| ISBN | : 0128095199 |
Improve: The Next Generation of Continuous Improvement for Knowledge Work presents lean thinking for professionals, those who Peter Drucker called knowledge workers. It translates the brilliant insights from Toyota's factory floor to the desktops of engineers, marketers, attorneys, accountants, doctors, managers, and all those who "think for a living." The Toyota Production System (TPS) was born a century ago to an almost unknown car maker who today is credited with starting the third wave of the Industrial Revolution. TPS principles, better known as lean thinking or continuous improvement, are simple: increase customer value, cut hidden waste, experiment to learn, and respect others. As simple as they are, they are difficult to apply to the professions, probably because of the misconception that knowledge work is wholly non-repetitive. But much of our everyday work does repeat, and in great volume: approvals, problem-solving, project management, hiring, and prioritization are places where huge waste hides. Eliminate waste and you delight customers and clients, increase financial performance, and grow professional job satisfaction, because less waste means more success and more time for expertise and creativity. This book is a valuable resource for leaders of professional teams who want to improve productivity, quality, and engagement in their organizations.
| Author | : Alan L. Colquitt |
| Publisher | : IAP |
| Total Pages | : 237 |
| Release | : 2017-08-01 |
| Genre | : Business & Economics |
| ISBN | : 1681239345 |
There is no HR-related topic more popular in the business press than performance management (PM). There has been an explosion in writing on this topic in the past 5 years, condemning it as a failure and calling for fundamental change. The vast majority of organizations use the same basic process which I call “Last Generation Performance Management” or PM 1.0 for short. Despite widespread agreement that PM 1.0 is failing, few companies have abandoned it or made fundamental changes to it. While everyone agrees it is broken, few agree on how to fix it. Companies continue to tinker with their systems, making incremental changes every few years with no lasting improvement in effectiveness. Employees continue to achieve amazing things in organizations every day, despite this process not because of it. Nothing has worked because organizations, business leaders and HR professionals focus on PM practices instead of the fundamental purpose of PM and the paradigms, assumptions, and beliefs that underlie the practices. Companies ask their performance management process to do too many things and it fails at all of them as a result. At the foundation of PM 1.0 practices is the ideology of a meritocracy and paradigms rooted in standard economic and psychological theories. While these theories were adequate explanations for motivation and behavior in the 19th and 20th centuries, they fail to account for the increasingly complex nature of organizations and their environments today. Despite the ineffectiveness of PM 1.0, there are powerful forces holding it in place. Information on rigorous, evidence-based recommendations is crowded out by benchmarking information, case studies of high-profile companies, and other propaganda coming from HR think tanks and consultants. Business leaders and HR professionals learn about common practices not effective practices. This book confronts the traditional dogma, paradigms, and practices of PM 1.0 and holds them up to the bright light of scientific scrutiny. It encourages HR professionals and business leaders to abandon PM 1.0 and it offers up a more appropriate purpose for PM, alternative paradigms to guide them and practical solutions that are better supported by scientific research, referred to as “Next Generation Performance Management” or PM 2.0 for short.
| Author | : Larry Freed |
| Publisher | : John Wiley & Sons |
| Total Pages | : 290 |
| Release | : 2013-09-23 |
| Genre | : Business & Economics |
| ISBN | : 1118779487 |
How does a CEO, manager, or entrepreneur begin to sort out what defines and drives a good customer experience and how it can be measured and made actionable? If you know how well the customer experience is satisfying your customers and you know how to increase their satisfaction, you can then increase sales, return visits, recommendations, loyalty, and brand engagement across all channels. More reliable and more useful data leads to better decisions and better results. Innovating Analytics is also about the need for a comprehensive measurement ecosystem to accurately assess and improve the other elements of customer experience. This is a time of great change and great opportunity. The companies that use the right tools and make the right assessments of how to satisfy their customers will have the competitive advantage. Innovating Analytics introduces an index that measures a customer’s likelihood to recommend and the likelihood to detract. The current concept of the Net Promoter Score (NPS) that has been adopted by many companies during the last decade—is no longer accurate, precise or actionable. This new metric called the Word of Mouth Index (WoMI) has been tested on hundreds of companies and with over 1.5 million consumers over the last two years. Author Larry Freed details the improvement that WoMI provides within what he calls the Measurement Ecosystem. He then goes on to look at three other drivers of customer satisfaction along with word of mouth: customer acquisition, customer loyalty, and customer conversion.
| Author | : Richard S. Sloma |
| Publisher | : Beard Books |
| Total Pages | : 276 |
| Release | : 1999 |
| Genre | : Business & Economics |
| ISBN | : 9781893122642 |
| Author | : Dean Spitzer |
| Publisher | : AMACOM |
| Total Pages | : 312 |
| Release | : 2007-02-09 |
| Genre | : Business & Economics |
| ISBN | : 0814430090 |
Performance improvement thought leader Dean Spitzer explains why performance measurement should be less about calculations and analysis and more about the crucial social factors that determine how well the measurements get used. Transforming Performance Measurement presents a breakthrough approach that will not only significantly reduce those dysfunctions, but also promote alignment with business strategy, maximize cross-enterprise integration, and help everyone to work collaboratively to drive value throughout your organization. Spitzer’s "socialization of measurement" process focuses on learning and improvement from measurement, and on the importance of asking such questions as: How well do our measures reflect our business model? How successfully are they driving our strategy? What should we be measuring and not measuring? Are the right people having the right measurement discussions? Performance measurement is a dynamic process that calls for an awareness of the balance necessary between seemingly disparate ideas: the technical and the social aspects of performance measurement. This book gives you assessment tools to gauge where you are now and a roadmap for moving, with little or no disruption, to a more "transformational" and mature measurement system. The book also provides 34 TMAPs, Transformational Measurement Action Plans, which suggest both well-accepted and "emergent" measures (in areas such as marketing, human resources, customer service, knowledge management, productivity, information technology, research and development, costing, and more) that you can use right away. Transforming Performance Measurement tells you not only what to measure, but how to do it -- and in what context -- to make a truly transformational difference in your enterprise.
| Author | : H. James Harrington |
| Publisher | : McGraw Hill Professional |
| Total Pages | : 296 |
| Release | : 1991-04-22 |
| Genre | : Business & Economics |
| ISBN | : |
America is in trouble, there is no doubt about it. Here is perhaps the best proof: We are now experiencing the first generation in our history in which children will reach adulthood in a poorer economic climate than thatenjoyed by their parents.
| Author | : Hubert Rampersad |
| Publisher | : Routledge |
| Total Pages | : 346 |
| Release | : 2004-02-18 |
| Genre | : Business & Economics |
| ISBN | : 1136354395 |
In the post-Enron climate corporate executives are increasingly pressured to increase productivity and create an ethical, trustworthy organizational climate. 'Total Performance Scorecard' introduces a concept of organizational improvement and change management that combines the Balanced Scorecard model with the learning organization theory. The TPS contains a personal balanced scorecard, which is tied to an organizational balanced scorecard. These scorecards reflect not only performance goals but personal learning and growth goals as well, and the organizational scorecards also address organizational climate issues. Continuous improvement, change management, 360 degree feedback, and the learning organization are theories that the TPS makes use of in a very straightforward way. If implemented, the TPS enables a company to tie personal goals to organizational goals and tie personal performance to organizational performance, all within a culture that supports integrity, personal growth, learning, and open communication. Nirvana!
| Author | : Adam Kingl |
| Publisher | : HarperCollins Leadership |
| Total Pages | : 221 |
| Release | : 2020-02-04 |
| Genre | : Business & Economics |
| ISBN | : 1400215617 |
Employers who don’t adapt to the expectations of younger generations are losing top talent, as they leave for positions at companies with modern practices. Learn what companies need to do to fit into the new normal in the workplace. Generation Y sees the world differently than any other generation in modern memory, and nowhere is this more evident than in the workplace. The shifts that this generation has seen in the economy, technology, and the world have changed what they want from life and work--which is not a 9-5 existence for forty-plus years, leading to a typical retirement at sixty-five. What older generations call a poor work ethic from a spoiled generation, Gen Y sees as a different way of doing things. Companies that take the time to listen realize that what Gen Y is asking for isn’t that crazy; in fact, it’s better in many ways such as: A demand for work-life balance isn’t a cry for fewer work hours--it’s a cry to be able to work from outside the office beyond a rigid 9-5 schedule (which can lead, to Gen Y employees working even more hours than you expected). Leaving a job after a couple years isn’t an inability to commit--it’s a need to learn more, expand their experience, and develop their career at a faster pace, which is helpful to companies that hire those individuals, including your own. Elevating nontraditional benefits over financial benefits is a step toward creating an emotional connection to the company where employees spend most of their time and invest mental and emotional efforts. The need to work for a company with a purpose reflects the power that social media has on the social consciousness. Next Generation Leadership will explore what’s behind these shifts in the character of the emerging workforce. It shows that, as Gen Y assumes managerial positions, the nature of leadership and business will change over the next few decades in irrevocable and profound ways.
