Table of Contents

List of Cases
Preface         section
Acknowledgments        substantially section


1 The Evolution of the Customer Satisfaction Concept
1.1 What is Customer Satisfaction?
1.2 Evolution of Customer Satisfaction Methods
1.3 Evolution of Company Integration
1.4 Continuing Evolution

2 Survival in a Rapidly Changing World         chapter
2.1 Practice Systematic Development of Skill
2.2 Treat Management as a Coherent System
2.3 Focus on People and Their Purposes
2.4 Integrate Best Practices
2.5 Financial Benefit

3 Developing a Unique Organizational Capability
3.1 Four Practical Revolutions in Management
3.2 Evolution of Our Understanding         section
3.3 Four Levels of Practice

The First Revolution: CUSTOMER FOCUS

4 Change in the Work Concept
4.1 Market-in
4.2 Customers
4.3 Philosophy-in and Philosophy-out         section

5 Evolution of Customer Focus and Its Challenges         chapter
5.1 Three Stages of Customer Focus
5.2 Customer Concerns
5.3 Integration of Concerns
5.4 Individualizing Customers


Part 2A—Introduction: Fundamentals and Vocabulary

6 Improvement as a Problem-Solving Process
6.1 Management by Process
6.2 WV Model of Continuous Improvement
6.3 Continuous Improvement of Processes for All Types of Work        somewhat chapter
6.4 Continuous Improvement and the Scientific Method         section

Part 2 B—Managing Existing Processes

7 Process Discovery and Management         chapter
7.1 Thinking In Terms of Process
7.2 Process Discovery

8 Process Control and Variation        substantially chapter
8.1 A Typical Example of (Mishandling) Variation
8.2 Making the Most of Variation
8.3 Process Control and Process Improvement
8.4 Continuing the Typical Example of Variation

9 Reactive Improvement and the 7 Steps Method
9.1 Identifying the Problem
9.2 Standard Steps and Tools
9.3 The 7 Steps: A Case Study
9.4 The 7 QC Tools

10 Management Diagnosis of the 7 Steps of Reactive Improvement
10.1 General Guidelines for Managers Diagnosing a QI Story
10.2 Step-by-Step Guidelines for Managers Diagnosing a QI Story
10.3 Case Study for Diagnosis of the 7 Steps
10.4 Run PDCA and Develop Skill        substantially section

11 Process Management Mobilization Case Study—Teradyne         chapter
11.1 Introduction to the Teradyne Mobilization Story
11.2 Introduction of the 7 Steps
11.3 Experience Using the 7 Steps
11.4 Improving Mobilization
11.5 Process Discovery and Process Control

Part 2 C—One-time Efforts

12 Planning Projects or Tasks         chapter
12.1 The 9 Steps Compared with the 7 Steps
12.2 The 9 Steps Mobilization at Teradyne
12.3 A Teradyne Illustration of the 9 Steps Use
12.4 Relationship of the 9 Steps to Other Methods

Part 2D—Finding New Directions

13 Proactive Improvement
13.1 Collecting Data for Proactive Improvement
13.2 Language Data and Use of Semantics
13.3 Toward Standard Tools and Steps for Proactive Improvement
13.4 Customer Visitation as a Method of Collecting Proactive Improvement Data

14 Applying Proactive Improvement to Develop New Products
14.1 Stage 1: Develop Understanding of Customers’ Needs and Environment
14.2 Stage 2: Convert Understanding Into Requirements
14.3 Stage 3: Operationally Define Requirements for Downstream Development
14.4 Stages 4 and 5: Generating Concepts and Selecting the Concept        somewhat section
14.5 Expanding View of WV Model and Proactive Improvement         section


Part 3A—Introduction

15 Engagement and Alignment of Organization Members
15.1 Engaged Employees for a Rapidly Changing World         section
15.2 Explicit Joining of Improvement and Routine Work
15.3 Processes and People         section

Part 3B—Individual Skill Development

16 Coordinating Behavior         chapter
16.1 Societal Networking Case Study of the CQM Study Group on Conversation
16.2 Expansion of the Principles of Semantics
16.3 Some Types and Models of Conversations
16.4 Burchill Case Study from the Navy

17 Leading Change         chapter
17.1 Technical Skill
17.2 Human Skill
17.3 Conceptual Skill

18 Self-Development         chapter
18.1 Lessons from the Non-business World
18.2 Local Improvement in Absence of a Supportive Environment
18.3 The Bottom Line

Part 3C—Team Skill Development

19 Teamwork Skill
19.1 Some Fundamentals
19.2 Some Types of Teams       substantially section
19.3 Models for Team Development         section

Part 3D—Organizational Skill Development

20 Initiation Strategies
20.1 CEO Involvement
20.2 Case Study: Teradyne Strategy for Introduction

21 Infrastructure for Mobilization
21.1 Create Explicit Structures for Mobilization
21.2 A General Model for Mobilization: The 7 Infrastructures

22 Phase-In
22.1 Orientation Phase
22.2 Empowerment Phase
22.3 Alignment Phase
22.4 Evolution of the Parallel Organization
22.5 Common Patterns of Phase-In         section

23 U.S. Focused Strategies for Phase-In
23.1 Benchmarking
23.2 Six Sigma
23.3 Cycle-Time Reduction        substantially section

Part 3E—Organizational Uniqueness

24 Hoshin Management
24.1 Hoshin Management and Its Parts
24.2 Management by Objectives and Conventional Business Planning
24.3 Hoshin Management at Analog Devices         section

25 Leading Process Improvement
25.1 Modeling Personal Improvement
25.2 Employee Development at NIMS
25.3 Company Strategies
25.4 Individual Practice of CAPD by Managers

26 Further Case Studies in Mobilization         chapter
26.1 Teradyne Story Continued
26.2 HP Story
26.3 Analog Devices Story
26.4 Tom Powell’s Research

27 The Practice of Breakthrough         chapter
27.1 Process versus Business Breakthrough
27.2 Case Studies and a Model of Business Breakthrough
27.3 Biggest Obstacle to Business Breakthrough
27.4 Integration of Ideas

The Fourth Revolution: SOCIETAL NETWORKING

28 Networking and Societal Diffusion: Regional and National Networking
28.1 The Japanese Model
28.2 Taking a Lesson from Japan—CQM         substantially section
28.3 Comparison of National Methods         section
28.4 Use of Indirect Influence

29 Ongoing Integration of Methods         chapter
29.1 Applying Idealized Design to Hoshin Management
29.2 Structural Process Improvement Case Study
29.3 SerVend Case Study

Afterword         section
About the Authors