Comparison of this edition to first edition

Second edition chapter, part, etc.

(new content highlighted with bold face font)


Why the second edition was written
- new methods since 1992 writing of 1st edition
- many new case studies and examples
- emphasis on each company designing its own integrated management system
- more reference to CQM supporting materials (manuals, journal articles, etc.)
- deemphasis of "TQM" and "American" from 1st edition title

Part 0
Business Evolution


Chapter 1

Evolution of the customer satisfaction concept
- content from first edition chapters 1 and 2

Chapter 2

Survival in a rapidly changing world
- designing integrated management systems

Chapter 3

Developing a unique organizational capability
- introduction to the four revolutions of management (parts 1-4)
- introduction to four levels of practice (individual, team, organization, society)
- seeking unique organizational capability

Part 1
Customer Focus


Chapter 4

Change in the work concept
- content from first edition chapter 3 on market-in and customers
- philosophy-in and philosophy-out

Chapter 5

Evolution of customer focus and its challenges
- three stages of customer focus
- customer concerns (uniview, multiview, shared concerns, cycle of reasoning)
- integration of concerns
- individualizing customers

Part 2
Continuous improvement


Chapter 6

Improvement as a problem-solving process
- management by process, WV model and PDCA from first edition chapter 4
- continuous improvement of processes for all types of work

Chapter 7

Process discovery and management

Chapter 8

Process control and variation
- typical example of mishandling variation
- making the most of variation (expanded from first edition chapter 4)
- process control and process improvement

Chapter 9

Reactive improvement and the 7 steps method
- content from first edition chapter 5

Chapter 10

Management diagnosis and the 7 steps of reactive improvement
- content from first edition chapter 6

Chapter 11

Process management mobilization case study

Chapter 12

Planning project or tasks
- 9 steps method
- 9 steps case study

Chapter 13

Proactive improvement
- content from first edition chapter 7

Chapter 14

Applying proactive improvement to develop new products
- content from first edition chapter 8
- mention of the FOCUS method

Part 3
Total Participation


Chapter 15

Engagement and alignment of organization members
- engaged employees for a rapidly changing world

- dual function of work from first edition chapter 9
- processes and people

Chapter 16

Coordinating behavior
- Mutual learning case study of CQM Conversation Study Group
- Models for conversation for action, possibilities and relationships
- Conversation case study

Chapter 17

Leading change
- technical, human, and conceptual skill

Chapter 18

- lessons from other walks of life
- local or personal improvement (including in the absence of a supportive environment)

Chapter 19

Teamwork skill
- some content from first edition chapter 9
- various types of teams (QC circles, quality improvement teams, cross-functional teams, core teams, self-directed work teams)
- models for team development

Chapter 20

Initiation strateties
- CEO involvement and case study from first edition chapter 10

Chapter 21

Infrastructure for mobilization
- 7 infrastructures model and case study from chapter 11

Chapter 22

- content from first edition chapter 12
- common patterns of phase-in

Chapter 23

U.S. Focused strategies for phase-in
- benchmarking
- six sigma
- cycle-time reduction (much expanded)

Chapter 24

Hoshin management
- content from first edition chapter 14
- new case study

Chapter 25

Leading process improvement
- content from first edition chapter 15

Chapter 26

Further case studies in mobilizations
- three case studies
- comparison with Tom Powell's research

Chapter 27

The practice of breakthrough
- several models and case studies
- the innovator's dilemma

Part 4
Societal Networking
(Mutual Learning)


Chapter 28

Networking and societal diffusions
- Japanese model from first edition chapter 16
- expanded CQM case study
- comparison of national methods

- indirect influence

Chapter 29

Ongoing integration of methods
- three case studies


Anticipation of CQM's new Managing Business Complexity methods


Gathered together at the end of the book and expanded