Process improvement essentials
Today, technology has become too much a part of overall corporate success for its effectiveness to be left to chance. The stakes are too high. Fortunately, the idea of 'quality management' is being reinvigorated. In the last decade process programs have become more and more prevalent....
| Autor principal: | |
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| Formato: | Libro electrónico |
| Idioma: | Inglés |
| Publicado: |
Sebastopol, California :
O'Reilly
2006.
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| Edición: | 1st edition |
| Colección: | Theory in practice series
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| Materias: | |
| Ver en Biblioteca Universitat Ramon Llull: | https://discovery.url.edu/permalink/34CSUC_URL/1im36ta/alma991009627177306719 |
Tabla de Contenidos:
- Process Improvement Essentials; Executive Managers; Everyone Else; Safari® Enabled; How to Contact Us; Acknowledgments; I. Process and Process Improvement; 1.2. The Innovation/Chaos Paradox; 1.3. Marshal Extra Forces If...; 1.3.2. You Want It Now-Tomorrow at the Latest; 1.3.3. You Have Bigger Fish to Fry; 1.3.4. It&s Just About the Money; 1.3.5. Your Teams Are Matrixed Away; 1.4. Moving Forward; 1.5. Summary; 2. The Case for Process; 2.2. The Conscious Organization; 2.3. Some Number Stories; 2.3.2. Raytheon; 2.3.3. Tenzer-Spring Dynamics; 2.3.4. Behrben International; 2.3.5. Hughes Aircraft
- 2.3.6. Boeing Space Transportation Systems2.3.7. Hewlett-Packard; 2.3.8. An SEI Study; 2.4. Six Common Myths; 2.4.2. Myth 2: What We Do Is Too Unique for Process; 2.4.3. Myth 3: Process Will Cramp Our Style; 2.4.4. Myth 4: We Can&t Afford the Overhead; 2.4.5. Myth 5: Process Is Heavy; 2.4.6. Myth 6: That&s Just Another Flavor of the Month; 2.5. Benefits of Process; 2.5.2. Cultural Identity; 2.5.3. Sharper Focus; 2.5.4. A Higher Performance Bar; 2.5.5. Reduced Costs; 2.5.6. The Project Is the Process; 2.5.7. Better Quality; 2.6. Summary; 3. Establishing Your Process Program
- 3.2. Establishing Executive Sponsorship3.2.2. A Leadership Assignment; 3.3. Aligning with Business Objectives; 3.3.2. Map Process Goals to the Objectives; 3.4. Identifying Improvement Opportunities; 3.4.2. Understand What You&d Like to Do Better; 3.4.3. Target Opportunities with Promise; 3.5. Establishing the Process Team; 3.5.2. Defining an Improvement Charter; 3.6. Choose Your Model (or Not); 3.6.2. Focus on Function, not Form; 3.6.3. Borrow at Will; 3.7. Developing Process Program Components; 3.7.2. Build from the Inside; 3.8. Training; 3.8.2. TBWA; 3.9. Program Rollout
- 3.9.2. Identify the Support Team3.9.3. Define Program Support Materials; 3.9.4. Schedule the Rollout; 3.9.5. Establish Milestones and Target Dates; 3.10. Institutionalization; 3.10.2. The Thankful Patron; 3.10.3. The Gentle Shepherd; 3.10.4. The Personal Trainer; 3.10.5. The Drill Sergeant; 3.10.6. The Assassin; 3.10.7. The Element of Change; 3.11. Helpful Change Agent Skills; 3.11.2. Open Communications; 3.11.3. An Ear for Feedback; 3.11.4. Active Participation; 3.11.5. Coaching and Mentoring; 3.11.6. Visible Executive Interest; 3.11.7. Patience Not Perfection; 3.12. Summary
- 4. Sustaining Process Improvement4.1.2. Shape Your Process Program to the Voice of the Customer; 4.2. 2. Weld Business Success to Program Success; 4.3. 3. Participate; 4.3.2. Be Content with Commitment Equal to Yours; 4.4. 4. Training; 4.5. 5. Support Compliance; 4.5.2. Provide Coaches, Not Cops; 4.6. 6. Active Feedback Mechanisms; 4.6.2. Provide a Means of Communicating; 4.6.3. Provide Evidence of Actions; 4.6.4. Seek the Wisdom of Balance; 4.7. 7. Promote Performance Incentives; 4.7.2. Tie Performance Reviews to Program Proficiency; 4.7.2.2. Establish informal rewards
- 4.8. 8. Celebrate Success
