Readers will get spectacular results by following Harrington's basic principles and step-by-step plan for achieving total improvement management. First, he shows how to integrate the four competing methodologies of total technology management, total quality management, total productivity management, and total cost management. Balancing each of these factors results in solid business decisions on where to spend limited resources to ensure long-term results. Next, he puts his total improvement management (TIM) pyramid into action in 15 steps that illustrate how to: obtain upper management commitment and participation; construct a strong business plan; develop a customized 3-year improvement plan out of a clear vision statement; establish process improvement teams; upgrade systems to prevent problems before they occur; motivate through employee recognition programs; and more! Armed with these tools, managers will be able to coordinate the many, often conflicting, improvement efforts going on in today's organizations - thereby achieving total improvement management and renewed customer loyalty. It's a goal that American business can't afford to miss, especially in today's highly competitive global marketplace.
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H. James Harrington, Ph.D., the visionary International Quality Advisor for Ernst & Young, added Business Process Improvement to today's business lexicon. with over 15 books to his credit and more than 45 years of experience, Dr. Harrington is considered one of the world's Performance Improvement gurus.From Booklist:
A timely, well-written book such as this is needed by the majority of organizations in the mid-1990s. H. James Harrington (with his coauthor) draws on his 40 years of IBM experiences and more-recent Ernst & Young consulting experiences in quality management. Using specific examples from IBM, GM, and others, this volume demonstrates that companies must utilize an array of quality methods to stay competitive; focusing on only one quality method, such as total quality management (TQM), does not lead to effective organizational change. The book's introduction and overview set the stage through a 12-step win-win scenario of total improvement management (TIM) and a stakeholder approach that presents a total business management (TBM) outer circle model that includes five other quality methods. The 15 chapters address specific topics, such as leadership required for change, planning, the environment, customer focus, management participation, team building, individual excellence, suppliers, operational processes, and product processes. Written for middle- and upper-level managers, Total Improvement Management illustrates how to combine the many improvement methods to best use available resources and optimize total performance. Joseph Leonard
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