Book Description
- Includes new and expanded coverage of Six Sigma infrastructure building and benchmarking.
- Provides plans, checklists, metrics, and pitfalls.
Download Description
This new and significantly revised edition of Implementing Six Sigma goes well beyond traditional Six Sigma methodologies, introducing an enhanced roadmap- S4/IEE (Smarter Six Sigma Solutionssm/Integrated Enterprise Excellence). This cutting-edge approach offers a solution to the common problem of sustaining Six Sigma activities and downplays the traditional policy stating that Six Sigma projects must have a defined defect. A variety of plans, checklists, metrics, and warnings of potential pitfalls provide thorough preparation for anyone implementing Six Sigma strategies. With new coverage of Six Sigma infrastructure building, benchmarking, and real-world" lessons learned, " this Second Edition is the best available tool for implementing these powerful, profit-building strategies.
Customer Reviews:
Very useful book - faulty cover!.......2007-09-01
The book is a comprehensive review of 6Sigma tools and 6Sigma Project management life cycle. Hard reading. Recommended if there is no fault with the book! This suppose to be a new book from amazon.com I can not send it back as this is very heavy and I need it!!
Book " Implementing 6 sigma: Smarter solutions using statistical methods".......2007-05-26
Excellent condition of the book, as they mentioned, it arrived on time according to what the deal was, this is an excellent vendor
The must-have on every six sigma shelf.......2006-11-12
I have been using this book for the past few years and it continues to be the most valuable Six Sigma resource on my bookshelf. It is the most complete and practical Six Sigma book you will find, and worth every dollar. Every six sigma black belt I have worked with owns a copy of this book
This book is absolutely packed with useful examples - providing you with both the formulas to solve the Six Sigma tests, and also the solutions.
This is a manufacturing-centric six sigma book. If you are dedicated to service application of six sigma, I would recommend reading "Six Sigma for Transactions and Service."
If you are interested in learning about six sigma, or are a green-belt or a process improvement or enterprise modeler, this probably isn't the book for you. However if you are a black belt and apply six sigma methods on a consistent basis, this is a must-read ...
Implementing Six Sigma Review.......2006-02-28
I have read multiple books on Six Sigma, but "Implementing Six Sigma", is by far the most practical with a perfect balance of statistical concepts and everyday examples. Finally, there is a book that can show Executives, there is a better way, a true management system that links strategic objectives to bottom-line results. This book is a must for all Six Sigma practioners.
This is the only Six Sigma book you will need.......2006-02-26
This is the only Six Sigma book that covers all aspects of the methodology. You will not find another book that analyses every aspect of Six Sigma so deeply and yet, in a way that makes it so easy to understand.
As a professional of Six Sigma, I have been through every book about the subject that deserves attention but none of them comes anywhere close to Breygogle's "Implementing Six Sigma". Not only does the second edition cover the Lean methodology, but it also delves into the Theory OF Constraints and very clearly shows how it can be used for Six Sigma project selections.
No wonder why this book is the only one recommended by ASQ for their Six Sigma Black Belt preperation and no wonder why Breyfogle won the Crosby Medal.
Great book! I give it a 5 plus.
Issa Bass
Book Description
This book covers all aspects of product development, from the creation of the concept through development and design to the final production, marketing, and service. The contributors are members of the Product Development and Management Association (PDMA) and come from such firms as 3M, KPMG Peat Marwick, AT&T, Ingersoll-Rand, and Oscar Mayer. The perfect follow-up to the successful handbook by the same organization.
Book Description
Learn how extraordinary companies do what they do so well, and obtain the tools and ideas you need to emulate them. Full of case studies and personal reflections by leaders of exceptional companies, this book is designed to help anyone transform their run-of-the-mill business into an extraordinary company–whether you operate a multinational corporation or a mom-and-pop shop. Calloway doesn’t offer any mumbo-jumbo or flavor-of-the-day buzzwords, just simple lessons that lead to real, proven results.
Customer Reviews:
Stand Out From The Competition.......2007-05-14
Joe Calloway has a way of connecting with the reader in "Becoming A Category of One". As you read the pages of this book, you will sense that he is talking to you at a level of your business soul.
In a world where nearly everything is becoming a comodity, Calloway teaches us how to stand out from the crowd. This book is important for bankers, lawyers, accountants, and others who get lumped in as an also-ran with their competition.
Just looking at the cover, how that one apple stands out because of its color, this is how we all want to shine in our careers. But to shine, you must be polished. This book will give you the tools to show how you are unique.
How to Create Your Own Category.......2007-03-05
Becoming a Category of One is primarily about branding, creating a strong corporate culture (but this often overused strategy doesn't smack you in the face 1,000 times in this book the way some crazy HR people do), and finding points of genuine differentiation for a business.
I liked the book. It isn't rocket science, but it has simple, valuable ideas that might get you thinking. It talks about how you can't differentiate on the basis of factors that are already generally common to your marketplace or are "entry-level" in nature and how, if you want to "become a category of one," you should:
1. Know more about the customer than anyone else does.
2. Get closer to the customer than anyone else.
3. Emotionally conenct with the customer better than anyone else.
Calloway goes on to describe how he feels you can accomplish this. You should study the marketplace thoroughly, go into a transaction with more knowledge than anyone else about your product and your customer's needs, and use corporate culture as a method of creating consistency of performance in your suborindates.
Calloway ends with a study of The Tractor Supply Company and discusses how management has taught each employee the importance of corporate values and of "doing the right thing."
If you're looking for a detailed study of branding or positioning, this book isn't for you (although it's still possibly worth reading for ideas). If you're looking for a nice collection of anecdotes, stories, and examples about branding, serving customers, and winning in a commoditized industry (which the author believes every industry to be to some extent), here it is!
A book on excellence masquerading as one on differentiating.......2006-04-26
I chose to read this book because its title lead me to believe I'd be reading about differentiation and creating a "new category" in the business world. I am pleased I read the book, but it was not about creating something new, but instead was about creating something exceptional. The author points out that companies with strategic leadership, exceptional sales people, a state of the art product, stellar operations, and excellent customer service are going to set themselves apart. However, setting oneself apart is not the same thing as creating a category of one. In my view, setting oneself apart means being at the top of a list within a category.
The author admits early in the book that the ideas he presents are not new or his. He says he is just a reporter. I agree. I recommend entrepreneurs read this book to get a feel for many of the things they will have to do to be successful when starting their new business. The author tells us what should be done, but he's kind of thin on telling us how to do it. Fortunately, the "how" is specific to each business and an entrepreneur should be able to figure how what he or she needs to do when preparing his or her business plan.
At one point the author provides a list of 3:
1. Know your customers
2. Get close to your customers
3. Emotionally connect to your customers
This sounded more like it was being directed to a sales team than someone who was leading a company to success. I would have liked the book better if the material about "sales" had been left out. Either the book was supposed to be about creating a great company or it was supposed to be about selling what a company has to offer. I don't think it was about both. Nor do I think it should have been about both.
It would have been nice if the author had pointed out that salesmen have to be great if they want to be successful at selling commodities. And great companies that don't produce commodities do not have to be particularly good salesmen - the products sell themselves.
Innovative yet elemental approach ... BEST professional read ..........2005-11-04
I work in the apparel industry where your brand is everything; compelling your consumer to aspire to the lifestyle & image your product represents. This book was an excellent read in providing an innovative yet elemental though ... stop gauging success by competition and strive for top performance by your own standards of excellence. I would also recommend this read from the personal "brand" perspective; marketing yourself as a unique entity that defies competition. Definitely a book that will stay on my bookshelf for reference throughout my career.
Do you know what your business does?.......2005-09-29
This book is not for every person in business, which is unfortunate because only those who "get" this book will have the years of fulfillment that come from really knowing why they are doing what they are doing and the immense satisfaction and success that comes with that kind of clarity and focus. This is a totally different "how to" business book that requires asking and anwering the most fundamental questions about what you do and why you do it. These are most the difficult questions to answer in a meaningful way, but the rewards are equally great. I had the great good fortune to work in a company that could be another study case for this book, so understand from that perspective the power of what Calloway is talking about. The second half of the book is a little weak and somewhat repetitive, but the first half makes the book more than worth the cover price if you truly want your business to excel and provide a rewarding experience for you and your staff. It's sometimes difficult to admit that, as Calloway points out, we do get what we want most.
Book Description
Business Process Management and the Balanced Scorecard shows managers how to optimally use the balanced scorecard to achieve and sustain strategic success even as the business environment changes. It exceptionally fills the gap between theory and application to facilitate the use of processes as a strategic weapon to deliver world-class performance.
Customer Reviews:
Process Improvement for the Process Manager.......2007-08-14
As a Process Manager, you sometimes get locked in to one approach to process improvement. Ralph Smith gives practical strategies with actual case study results that can be applied in virtually any organization. The concept of improving a business function without considering the constrictions in the total system will make every organization think more systemically for their process improvement effort. Excellent job!!
No so much about processes.......2007-05-28
This book is ok if you intend to understand how to set up an strategy, but it does not talk very much about how to manage processes and how to design them. Although the book is ok, it mainly talks about strategy.
In my opinion the title is a bit tricky.
Good approach!.......2007-03-27
Good, very graphic and explores a key relationship between BPM and balanced scorecard (as in practice happens in public and private sector), But,practical instruments are not enough in this version
Specifics and practicalities.......2007-01-25
I had the opportunity to read Ralph's book while he was delivering onsite Balanced Scorecard facilitation for my current employer. With more than a decade of experience in process improvement, and having read several books on linking process to strategy, I can say that Ralph has done a great job of distilling his consultative approach to the page, providing both the concepts behind his methods and guidelines for applying them to your own business scenarios in the pages of this book. I highly recommend both this book and Ralph's services, as he is an engaging and well-versed expert in the field.
Linking Strategy and Process.......2007-01-11
Ralph Smith says that his intention in writing this book as to "provide some common sense thoughts and implementation tips for process management and the balanced scorecard". He has done this, and done it very well. This book is packed with good practical suggestions about how to efficiently and effectively populate a Strategy Map. The link between process and strategy, ie between Business Process Management and the Balanced Scorecard (and Strategy Map), is also well made. In my own consulting work I have found that Strategy Maps can be an important key to process-based management. The Process perspective of the Strategy Map can be a portal into the processes of an organisation - both figuratively and, given the right modelling tool, literally. I would have liked to see more about how to first determine what are the core and supporting processes of an organisation; building a high level process model is a necessary step before you begin to analyse the processes. Smith's focus on the near forensic understanding of the context of a process is important and useful analysis techniques are described. Too often we leap in to modify (improve?) processes without knowing anything like enough about them. If you have an interest in finding out more about getting organisations to engage with process-based management, you need to read this book.
Book Description
If you are looking to significantly upgrade your management practices to better meet the needs of today’s increasingly volatile, complex, competitive, and global markets, look no further. Best Practices in Planning and Performance Management Reporting, Second Edition provides you with an accessible framework to help any business unite its reporting and budgeting functions to achieve its strategic objectives.
Customer Reviews:
Excellant resource; well written.......2007-10-08
This is a very practical book that quickly gets to to best practices. I like the case study of how American Express eliminated budgets.
Best Practices to create value.......2007-07-23
Author David Axson provides practical best practices for the company interested in solving one its most crucial bottlenecks in creating value. It provides a clear roadmap for the "integration" of strategic planning, budgeting, forecasting and reporting. In most companies today these are fragmented or disparate processes that lack synchronization.
This book is an excellent reference guide with clear, concise examples. A real interesting read.
At last a reasonable definition for best practice.......2007-06-29
What Axson does is define what a best practice is. How it does not apply only to one company or industry. How anyone can adapt an existing one or, in fact, invent a new one for the benefit of other companies and industries.
Plenty of examples what companies do right and wrong and how to find the "low-hanging fruit" of common mistakes and right those mistakes using best practices.
How to shorten cycle time and implement decisions.......2006-11-15
According to David Axson, traditional planning and management reporting processes "are simply too slow, too detailed, and too disconnected for today's competitive world. Managers are seeking new decision-making processes and tools that enable them to shorten the cycle time to make and implement a decision." This book offers processes and tools to meet that need, what Axson characterizes as "the current "state of the art" practices, based on the benchmarks and client experiences of The Hackett Group of which Axson was a co-founder. As with so many other business books, this one responds to an important question, in fact to two:
What is the best level of performance to be achieved?
How is it to be accomplished?
Axson organizes his material with three Parts. First he explains why best practices can be "a vehicle for performance improvement," then describes the best practices for "each element of the planning and management reporting process - strategic planning, operational and financial planning, management reporting, and forecasting." Finally, in Part III, he provides insights into "the steps required to design a benchmark, build a best practices process, understand the critical success factors for implementation, and the importance of effective leadership. As I read Axson's book, I felt as if I were examining the contents of a "tool kit," with the book serving as an instructions manual.
Over recent years when retained by corporate clients to help them reduce cycle time while improving first-pass yield, I was frequently aware of the fact that the cycle time and first-pass yield of those initiatives were themselves "too slow, too detailed, and too disconnected for today's competitive world." I mention this because the same may be true of initiatives to identify and then implement best practices. Quite properly, Axson does not suggest which best practices to select but he offers invaluable advice as to how to ensure that their implementation is both effective and (key word) efficient.
He asserts that best practices must effect a measurable improvement of performance, be applicable across a broad spectrum of comparable organizations, be proven in practice, take full advantage of proven technologies, ensure an acceptable level of control and risk management, and get the skills and capabilities of the given organization in proper alignment. It is important to note that (a) his observations and recommendations are anchored in an abundance of real-world experiences and (b) are best viewed within a continuous and integrated process rather than as separate, autonomous initiatives.
On pages 19-20, Axson identifies the basic steps of best practice marketing: identify an opportunity for improvement, determine whether or not it justifies taking action, investigate the reasons for a "shortfall" in performance, identify the best practices which can be applied, and then focus on implementing the change(s) to achieve substantial improvement of the given organization's operations. To me, some of the most valuable material in this book is provided in Chapter 6, "Operational and Financial Planning: Translating Ideas into Action." He guides his reader through the step-by-step process.
In this context, I am reminded of what Peter Drucker once said in an article written for the Harvard Business Review in 1963: "There is surely nothing quite so useless as doing with great efficiency what should not be done at all." Hence the importance of determining, first, which "shortfall" in performance is in greatest need of reduction, if not elimination. However, when making that determination, beware of responding to symptoms rather than to root causes. It is often helpful to use the "fishboning" technique: When discussing with associates a specific question or problem, ask "Why?" and in response to the answer, ask "Why?" again and continue to do so in this manner to each of least five subsequent responses to it. This admittedly an irritating but frequently productive process.
Decision-makers in any organization (regardless of its size or nature) will benefit substantially from the information, insights, and suggestions which Axson provides in this volume. To repeat, he does not suggest which benchmarks to select but does correctly emphasize that benchmarks must meet four primary requirements. They must be objective, quantifiable, credible, and actionable. Implicit, presumably, is another requirement: that a benchmark is relevant. One final point: What is a best practice today can soon become the norm and then the "shortfall" in need of attention. In that event, Axson's book will have provided an excellent preparation to respond to it effectively.
illuminating insights.......2003-08-05
An entertaining, insightful book - I found it useful in describing how benchmarking can be used to good effect in practise - in real situations - from someone who has definitely been there and done it. Our organization can certainly use the advice here - big time - and save ourselves a bunch of consultancy fees into the bargain!
Customer Reviews:
Excellent Book For the Beginning Benchmarker.......2000-03-01
Bogan and English do a great job of introducing benchmarking, give great examples, and follow up with a nice set of "practice problems". They provide success stories and pitfalls to be avoided. Most importantly they give an excellent planning chapter for the company just beginning benchmarking. Great introduction to the topic.
Must reading for anyone implementing benchmarks.......1999-09-16
As a responsible management consultant, virtually every one of my engagements involves measurement and benchmarking in one form or another. This is one of several books I turn to time and again to assist me in ensuring that my clients' initiatives are (1) meeting expectations (2) providing competitive advantage and (3) delivering customer satisfaction. If you have any questions, please feel free to email me - adamleft@webspan.net.
Adopt a we-can-learn-from-anyone culture or else.......1997-01-09
Bogan and English have created a blueprint for creating this we-can-learn-from-anyone culture of benchmarking that is easy to read and use. They give literally hundreds of examples and suggestions for how to select benchmarking targets, organize for rapid learning, and implement these strategies. Learning by borrowing from the best and adapting their approaches makes sense. Buy this book before your competitors do
Average customer rating:
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The PDMA ToolBook 1 for New Product Development
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The PDMA ToolBook 2 for New Product Development
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The PDMA Handbook of New Product Development, Second Edition
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Winning at New Products: Accelerating the Process from Idea to Launch, Third Edition
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Portfolio Management for New Products
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Revolutionizing Product Development: Quantum Leaps in Speed, Efficiency, and Quality
ASIN: 0471206113 |
Book Description
Practical cross-functional coverage of the entire product development process from idea generation through delivery of the final assembled product.
- Includes sections on benchmarking and changing your new product development process and managing your product portfolio.
Download Description
Practical cross-functional coverage of the entire product development process from idea generation through delivery of the final assembled product.
* Includes sections on benchmarking and changing your new product development process and managing your product portfolio.
Average customer rating:
- Still Relevant and Valuable
- The quality: the best competitive tool!
- Excellent Starting Point
- More Info.
- This is the essential Quality book.
|
Business Process Improvement: The Breakthrough Strategy for Total Quality, Productivity, and Competitiveness
H. James Harrington
Manufacturer: McGraw-Hill
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Business Process Improvement Workbook: Documentation, Analysis, Design, and Management of Business Process Improvement
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Business Process Change: A Manager's Guide to Improving, Redesigning, and Automating Processes (The Morgan Kaufmann Series in Data Management Systems)
ASIN: 0070267685 |
Book Description
It's one of the hot topics for the 1990s--how to apply quality improvement techniques originally developed for the manufacturing sector to service industries. How to Take the Lead in Business Process Management details how to do it, providing a step-by-step formula that helps companies improve quality and productivity in the support areas. Here in one comprehensive volume is all the information an organization needs to start the improvement process right away: how to determine customer needs and expectations and deliver the best service; how to establish which processes drive your business; how to create process improvement teams and train team leaders; how to eliminate bureaucracy, simplify the process, and reduce processing time; how to measure progress and provide feedback to participants; how to document the levels of improvement and certify operations and activities; and how to ensure ongoing improvement. Two special features further enahance the value of this highly practical guide: (1) a chapter of case histories, showing the results of business process improvement, and (2) an exhaustive section that guides readers in the application of problem-solving methods, value analysis and process analysis techniques, perfection analysis, work simplification programs, and more.
Customer Reviews:
Still Relevant and Valuable.......2007-02-09
I recently re-read this book, first published in 1991, and found that - despite all the changes which have occurred in the business world since then - most of its material remains solid and relevant. In the Preface, H. James Harrington observes that organizations "are thinking differently about their processes. Processes are no longer viewed as just production processes. Today (i.e. in 1991), management realizes that that there are many processes that use material, equipment, and people to provide many types of outputs and services. They are called business processes, and today they are even more important to competitiveness than production processes." In this context, I am reminded of what Peter Drucker asserted (in 1963) in an article which appeared in the Harvard Business Review: "There is surely nothing quite so useless as doing with great efficiency what should not be done at all." Presumably this is what Harrington has in mind when suggesting that "automating a bad process not only ensures that we can do a bad job every times but that we can do it faster and with less effort than before."
Harrington carefully organizes his material within ten chapters, followed by an appendix that provides "Interview Guidelines." His pragmatic approach throughout the narrative focuses on what to do to initiate and then sustain business process improvement (BPI):
Focus on business processes
Set the stage for BPI
Organize for process improvement
Use flowcharting to draw a process "picture"
Understand the process characteristics
Streamline the process
Use measurements, feedback, and action to "load, aim, and fire"
Qualify (i.e. establish credibility for) process
Benchmark process
For me, some of the most interesting and valuable material is provided in Chapter 5, "Understanding the Process Characteristics." Harrington identifies five (Flow, Effectiveness, Efficiency, Cycle Time, and Cost) and explains what must be done to get them in proper alignment (hence the importance of a flow chart) in terms of people involved, objectives to be achieved, strategies and tactics to be executed, measurements, evaluation, and modification.
As they embark together on a journey to achieve the desired objectives, they should realize that they will be involved in a marathon, not a sprint. They must be persistent but patient.
Those who share my high regard for this book are urged to check out sources which were published later, such as Dan Madison's Process Mapping, James R. Press's Process Improvement and Process Management, Process Improvement Essentials: CMMI, Six SIGMA, and ISO 9001, John Jeston and Johan Nelis' Business Process Management: Practical Guidelines to Successful Implementation, and Paul Harmon's Business Process Change: A Manager's Guide to Improving, Redesigning, and Automating Processes.
The quality: the best competitive tool!.......2005-07-21
In the actual times of constant, requiring and increasing professional improvement, you just have just only an alternative: to isolate yourself from the world: It's not an optional choice, but a question of surviving.
The leadership process must involve all the team under his service; otherwise your destiny is uncertain in the values market: your market share will vanish silently and if you don't act and react faster than the business dynamic, you will be out of game: I think the comparison may be established without any risk: the quality in the Darwinian environment will become in an additional gene to survive.
You do not have to think but living according this life system. This adaptation process has a hard barrier, the resistance to change: most of people live with this mental premise: the minimum effort and the maximum boring.
Arnold Toynbee wrote about the minority creators, that attitude does not sound challenging for any artistic activity, because the quality, conceived as one the main ingredients of the creative work is inherent in the inner process.
I wrote an article in the local press in 1996 named "Art and quality" (available for any one who is interested) in which I remarked this ineffable premise.
James Hillman stated once that the first enemy of the art is the mediocrity, and the quality process in last instance follows that change of behavior.
In this sense Harrington's text is a fundamental guide that explains step by step a wholesome creation process of a qualitative thinking, you will obtain the practice tools and the extreme useful basic elements available for any person.
Excellent Starting Point.......2004-09-04
This book was highly recommended to me and it did not dissappoint. Simple yet powerful practices and principles are clearly laid out in an easily understood manner. I now have a foundation to build upon with future readings on the subject of BPI.
More Info........1999-09-08
I rate it a 2 because it didn't give that much information. Some people just don't have enough money to go out and buy books. Especially young adults on a fixed income. When I come to the internet I expect to learn and read, not spend my money. Thank You
This is the essential Quality book........1999-07-20
This book is a great investement. This book explains much more than Business Process Improvement, it also breaks down the sub categories of Quality management into easy to digest pieces. Harrington makes the complex/theoretical Quality "mechanics" easy to understand. He explains today's business trends which can help any business become more productive.
Manufacturing Industries have been using these Quality techniques for years and Harrington helps any business adopt these "tried & true" measures. I recommend this book to anyone who is in the Quality field, or for anyone who is embarking in TQM.
Book Description
Praise for Detail Process Charting
"A must-read for any competitive organization, Detail Process Charting: Speaking the Language of Process provides a comprehensive, yet clear, explanation of how to utilize one of the most powerful tools available to improve work processes. [Graham] has successfully integrated the history, success stories, and wisdom of those in the field who have applied this time-tested tool."
-Jim Denyes, Training Manager
Naval Occupational Safety and Health, and Environmental Training Center
Author, Work Smarter, Not Harder
"This book will be a valuable resource for all those interested in work simplification and its implementation. Excellent answers to the 'who,' 'what,' 'when,' 'how,' and 'why' of work simplification are provided in an understandable and very useful level of detail. Graham has obviously 'been there, done that.' "
-John A. Roberts III, Adjunct Professor
School of Business Administration, University of Dayton
"The keys to this approach . . . are the involvement of the workers and the simplicity of the charting approach. Even those participants who have never seen a process chart can almost instantly see how the process works, their role in it, and how it can be improved. This level of involvement means continuous buy-in, which significantly improves the chances of success. The emphasis on the document as the key process element and the ability to diagram the document to flow easily, rapidly, and clearly set this approach apart from all the others."
-Fredric D. Heilbronner, Director of Systems Consulting, eForms
Digital Consulting & Software Services, Inc.
"Much has been written about charting and business systems analysis, but I have not seen anything as comprehensive and clear as Ben Graham's book. Writing in simple, easy-to-follow language with plentiful illustrations and practical examples, this book takes the reader through the full spectrum of the charting process from initial analysis to managing charting libraries. This book is a must-have for all process improvement analysts and managers wanting to improve their organizational efficiency."
-Robert Barnett, Managing Director
Robert Barnett and Associates Pty. Ltd.
Download Description
Praise for Detail Process Charting
"A must-read for any competitive organization, Detail Process Charting: Speaking the Language of Process provides a comprehensive, yet clear, explanation of how to utilize one of the most powerful tools available to improve work processes. [Graham] has successfully integrated the history, success stories, and wisdom of those in the field who have applied this time-tested tool."
-Jim Denyes, Training Manager
Naval Occupational Safety and Health, and Environmental Training Center
Author, Work Smarter, Not Harder
"This book will be a valuable resource for all those interested in work simplification and its implementation. Excellent answers to the 'who,' 'what,' 'when,' 'how,' and 'why' of work simplification are provided in an understandable and very useful level of detail. Graham has obviously 'been there, done that.' "
-John A. Roberts III, Adjunct Professor
School of Business Administration, University of Dayton
"The keys to this approach . . . are the involvement of the workers and the simplicity of the charting approach. Even those participants who have never seen a process chart can almost instantly see how the process works, their role in it, and how it can be improved. This level of involvement means continuous buy-in, which significantly improves the chances of success. The emphasis on the document as the key process element and the ability to diagram the document to flow easily, rapidly, and clearly set this approach apart from all the others."
-Fredric D. Heilbronner, Director of Systems Consulting, eForms
Digital Consulting & Software Services, Inc.
"Much has been written about charting and business systems analysis, but I have not seen anything as comprehensive and clear as Ben Graham's book. Writing in simple, easy-to-follow language with plentiful illustrations and practical examples, this book takes the reader through the full spectrum of the charting process from initial analysis to managing charting libraries. This book is a must-have for all process improvement analysts and managers wanting to improve their organizational efficiency."
-Robert Barnett, Managing Director
Robert Barnett and Associates Pty. Ltd.
Customer Reviews:
Process Improvement - simplified.......2005-10-15
Work Simplification made simpler, process improvement achieved - what more could you want? And Ben's book provides the details for getting started and soon accomplishing your goals. An easy read - with everything to gain at a low cost, basically no cost -just your time (which isn't asking much, it's a fast read). The logic is simple, illustrations outstanding, and excellent coverage of an important yet downplayed topic. Now that BPM is among us - do yourself a favor and get immersed in the Graham Methodology and toolset - better than shelling out 6 figures for another product that is going to double in cost by the time your're serious about implementation.
Successful Flowcharting.......2005-10-07
The Graham family have been involved in work-flow and work-simplification for 3 generations. This book brings together the work of Ben, his father and his grandfather, in an easy to follow text that explains both their approach to flowcharting and why it has been so successful.
Other readers, like me, may be a little unsure about the notation suggested or indeed the level of detail prescribed by Ben. However, putting such reservations to one side, the book is of great value to anyone involved in flowcharting, process modelling and especially work-flow automation.
I particularly liked the sections covering the setting up of a process team, which nicely addressed the roles and responsibilities, and the one looking at the structure and phases of a project.
The final chapter in the book is given over to detailing the experiences of practitioners in applying the technique and of the value created within their organisations as a result. This chapter alone more than justifies both the cost of the book and the time it takes to read it. We can all learn and understand more from hearing from what people have actually done.
In summary, I am not sure how viable the Graham notation is for those who have not already invested in it, but none the less the book presents an excellent case for process modelling or flowcharting and can help anyone who might be looking to justify a business case, whatever notation they finally settle on. Finally the book is a must read for anyone looking to undertake a work-flow automation project, on these projects the ideas in this small book will pay for themselves many times over.
Book Description
Analyzing computer system performance is often regarded by most system administrators, IT professionals and software engineers as a black art that is too time consuming to learn and apply. Finally, this book by acclaimed performance analyst Dr. Neil Gunther makes this subject understandable and applicable through programmatic examples. The means to this end is the open-source performance analyzer Pretty Damn Quick (PDQ) written in Perl and available for download from the author’s Website: www.perfdynamics.com.
As the epigraph in this book points out, Common sense is the pitfall of performance analysis. The performance analysis framework that replaces common sense is revealed in the first few chapters of Part I. The important queueing concepts embedded in PDQ are explained in a very simple style that does not require any knowledge of formal probability theory. Part II begins with a full specification of how to set up and use PDQ replete with examples written in Perl. Subsequent chapters present applications of PDQ to the performance analysis of multicomputer architectures, benchmark results, client/server scalability, and Web-based applications. The examples are not mere academic toys but are based on the author's experience analyzing the performance of large-scale systems over the past 20 years. By following his lead, you will quickly be able to set up your own Perl scripts for collecting data and exploring performance-by-design alternatives without inflating your manager’s schedule.
Customer Reviews:
Both theory and practice plus free modeling software.......2006-09-18
The coverage of the theory in the first part of the book is very well done. However, its the practical examples in the second half where the book really shines. There are a number of examples modeling client server and web applications.
A copy of his modeling tool, PDQ, is available by download from his website. This version is in Perl. Even though I am not a very experienced Perl programmer I think this is an interesting way to get more practice by building PDQ models. The PDQ package is explained very well and a number of example models are covered.
Some of the examples are from various scattered publications. It's great to get these example models collected in one volume. Dr. Gunthers characteristic sense of humor comes through in the examples.
There is some very practical information about model validation and what to do to account for hidden latencies. There are clear examples of how to practice the art of applying queuing models to real problems.
I would have liked to see some more examples of load dependent servers. Overall I rate the book five stars and I really appreciate getting the modeling software for free!
A great tool for the capacity planner or performance analyst.......2005-05-26
This book lays out basics of queuing theory in a way that is both understandable and easy to apply. I have fumbled for years using complex performance analysis tools without ever really knowing whether or not I'm getting the right answer. Now I know what looks right and what doesn't. Gunther has an easy to follow style as he introduces the concepts of queuing theory. Then he shows you how to apply what you have learned using real life examples. It's a definite "must have" for the capacity planner or system performance analyst.
concise and lucid exposition on performance analysis.......2005-05-12
dr. gunther has written a gem of a performance analysis book. for starter, the unix load average is a wonderful detective story. i especially liked chapter 5 with real performance analysis experiences applying queueing theory discussed in both chapter 2 and 3. the best part is dr. gunther's exposition of queueing theory into the essence for the working performance analysts. in addition, appendix B on buffers and appendix C on memoryless property are the most lucid explanation i have read. i would also heartily recommend dr. gunther's other book, the practical performance analyst.
Books:
- Implementing Six Sigma: Smarter Solutions Using Statistical Methods, Second Edition
- Inside Microsoft SQL Server 2005: T-SQL Querying (Solid Quality Learning)
- Interest Rate Models - Theory and Practice: With Smile, Inflation and Credit (Springer Finance)
- Introduction to Probability and Statistics (with CD-ROM)
- Introduction to Statistical Quality Control
- Introduction to Statistical Quality Control
- Introduction to Statistical Quality Control
- Introduction to the Mathematics of Financial Derivatives
- Introduction to Time Series and Forecasting
- Inventory Accuracy: People, Processes, & Technology
Books Index
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