Book Description
"This crystal-clear book offers to any who will listen invaluable, detailed guidance on how and why to move toward a true culture of excellence in hospital care. It isn't easy, but, as their results show, it's a journey well worth taking."—Donald M. Berwick, MD, president and CEO, Institute for Healthcare Improvement
The Baptist Health Care Journey to Excellence presents tested principles and best practices to help improve your corporate culture and customer satisfaction, which will lead to loyalty, stability, sustained productivity, and profitability in your own organization. Order your copy today!
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An insider’s look at corporate culture at one of Fortune’s Top 100 Best Companies to Work for in America
A business can purchase, imitate, or replicate most of its elements, but when a business places its competitive advantage with its people, it can become the market leader. The Baptist Health Care Journey to Excellence illustrates how Baptist Health Care went from a customer satisfaction rating of less than 20 percent to being consistently ranked in the 99 percent range. Written by the man who made it happen, this book sets benchmarks and best practices for organizations to measure themselves against by creating a service-centered culture that cares first and foremost about customer satisfaction.
Al Stubblefield (Pensacola, FL) is President and CEO of Baptist Health Care Corporation, a position he has held since 1999. He is on the board of directors of the American Hospital Association, VHA Southeast, and the National Committee for Quality in Health Care, and is Chairman of the Regional Policy Board 4. Geoffrey Colvin is Editorial Director of Fortune magazine.
Customer Reviews:
The Baptist Health Care Journey.......2007-08-06
I think there is much to learn from the culture Baptist Health Care has been able to create and sustain.
hard copy good... electronic copy very bad........2007-04-13
Still waiting for the hard copy... the electronic copy was not useable. The idea is a good one the execution is not up to par. Most other eBook sites offer an option for Adobe (.pdf) format so it can be viewed while off line, Amazon does not. You can only view or print a single page at a time with Amazon, also not very useful.
Fantastic book.......2006-11-07
Great book, well written. Hard to argue with their results. Many practical ideas.
A great read........2006-08-05
I enjoyed every page of their journey. It was fun to read and a great learning experience about how to truely engage your employees and help them behave as owners of the company.
Inspiring, Instructive, Energizing. Must Read........2004-12-14
When Gordon Bethune, then President and CEO of Continental Airlines, wrote "From Worst to First" in 1999, executives in all fields were fascinated by his tale of how he turned around a company that many had given up for dead. He told the story and unquestionably his leadership was paramount in Continental's incredible success. Of course, as you might expect from a true leader, he shared the achievement with everyone in the organization.
The tale of the turnaround, the awards, and the ongoing success helped thousands of executives and managers improve their operations.
Now Al Stubblefield steps forward in his role as President and CEO of Baptist Health Care in Pensacola, Florida. When he assumed this leadership position in 1999, he faced major challenges...but he and his team were already on the journey to excellence. The picture was bleak when the transformation began in 1995: patient satisfaction was at an all-time low, morale was dangerously low.
The 5,500 employees of this largest healthcare organization in northwest Florida worked together to become recognized by FORTUNE magazine as one of the 100 Best Places to Work, was recognized as an Employer of Choice® , and received the Malcolm Baldrige Award in 2004. The story of how this was accomplished rivals the saga of Continental Airlines. The Baptist Health Care achievement ranks as one of the most valuable case studies you'll read.
Stubblefield takes you on their journey, explaining what was done and how it was done. Examples and illustrations illuminate the text, making the path even easier to follow. Applying what you'll learn in these pages will empower you to move your organization, regardless of your field of endeavor, to substantially higher levels of performance.
Read this book now...before your competitors do!
Book Description
Based on hands-on, real-world research and concepts used by CEOs, managers and employees in organizations ranging from Fortune 500 to nonprofit, There Is No Place Like Work shows how organizations have accomplished and can accomplish the ultimate goal of managing their CORE Culture.
Customer Reviews:
A MUST read!.......2006-08-10
As a "headhunter" of 15 years, I have been a consultant to companies who are trying to attract top talent to their organizations. I have also worked with top-notch candidates who are searching to associate themselves with companies who are the best in their fields. What I have found is, that, which most excites quality, talented, qualified individuals to a new employer, is the company's leadership, their purpose, their culture and their core values. After reading "There Is No Place Like Work", I concluded that this easy-to-read, easy-to-understand, easy-to-follow and easy-to-implement guide is a "must read" for every business owner, CEO, executive, manager and human resources professional. Kudos to Drs. Margolis and Wilensky for writing a handbook that can help businesses be the best that they can be.
Extremely Helpful.......2006-08-09
Excellent Reading! I thoroughly enjoyed it and see how it can be beneficial!!!! I plan to put it to good use!!!
A great primer to a new career!.......2006-08-02
Do you want to change careers? Do you want to start a business venture? Do you want to be crystal clear as to the direction you want to go with your business? Then might I suggest you read this book. While it is a metaphor to the wizard of oz, it is written beautifully so as to make you decide where you want to go with your business.
The information was just enough to get the wheels turning as to what is important and more importantly why?
I spent the day pondering the message in the book and created a business model that I am looking forward to implement tomorrow.
Good Luck to you.
Tools for an organizational "tune up"!.......2006-07-15
There Is No Place Like Work...is an excellent tool for an organizational tune-up! My company's vision and mission are current and consistent, we are not looking to start over. But we have many entry level positions and a limited career ladder so we are constantly bringing new people into the organization. Using the tools that are provided in the book helped us to sharpen our presentations (tell our story)better, internally and to outside audiences. Additionally, we use the principals in our strategic leadership team as part of our planning process. This book is a winner!
Fantastic!!.......2006-07-11
Whether you're starting a brand new business or have been at the helm for 20 years, Ava and Sheila's 5 P's put workplace culture simply and concisely into perspective. From the first page to the last, you will find yourself fascinated by how easily their insights can be plugged right into your situation. This book will absolutely increase your bottom line!
Book Description
"I loved this simple, powerful book. You can learn how to humanize your whole organization and turn everyone into a winner. Buy it!"—Harvey Mackay, author of Swim with the Sharks Without Being Eaten Alive
Imagine what would happen in a work environment if people were given the freedom to act the way they really wanted to act—with courage, creativity, and independence from fear of criticism, or worse. Productivity, quality, job satisfaction, and company morale would all reach levels beyond expectation.
Is it possible for an individual to create such a work environment? By taking
A Journey into the Heroic Environment, anyone from the company president down to a shop-floor employee can learn the principles and practices for creating just such a setting.
A Journey into the Heroic Environment chronicles the extraordinary trip taken by a young man caught in the rut of middle management. What began as just a train ride home from a job interview turned into an incredible learning experience when he shares a compartment with a mysterious older man who shows him the secret to job satisfaction. This stranger describes the concept of shared values and the Eight Principles of the Heroic Environment®. He shows this young man how universal respect, trust, and a genuine desire to attain a goal can unify an organization and make any job the perfect one.
In this fully revised and updated edition of the book that introduced shared values to the world of business, author Rob Lebow expands this business novelette to encompass many more aspects of business life. New topics include working through disputes and differences, balancing the four corporate personality types, and the basic law of business physics. At the end of this new edition, readers can take a quiz to help them determine if they work in a Heroic Environment®.
The lessons both the young man and the readers learn along the journey are designed to serve as a road map for creating a successful organization. By following the principles presented in this book, readers can effectively turn their current job into the job of their dreams.
Customer Reviews:
20th Century Rosetta Stone for Unlocking Organizational Performance.......2006-01-12
Living in what Alan Greenspan called an era of "infectious greed" with corporate titans facing serious jail time, Ex-WorldCom CEO, Bernard Ebbers, leading the way facing life behind bars, and sobering laws in place such as the Sarbanes-Oxley Act making ethics and values increasingly important components in every organization, it would do well to learn how to help organizations create heroic environments based on higher standards of excellence. Mr. Rob Lebow, former Director of Corporate Communications for Microsoft, with over twenty years experience helping companies implement his Shared Values Process to create what he calls, a Freedom-Based Workplace, attempts to do just that for readers in his book, A Journey into the Heroic Environment.
Resurrecting an abandoned, `failed,' 1972 study, undertaken by graduate students from the social psychology department of a major United States university, with over 17 million survey responses from workers and managers in 40 countries and over 32 Standard Industrial Codes, that was not able to reveal any conclusive connection between job satisfaction and individual or organizational performance, Mr. Lebow's research team started their own investigation. Bringing a fresh perspective to the study, Lebow realized that the key to solving the mystery of overcoming cultural challenges to create exceptional levels of performance, was not going to be found in the hard numbers and statistics of the survey, but in the actual, literal comments of all the participants. Using this creative intelligence, Lebow indexed the most often addressed topics in all the discarded surveys by country. And the revelation was that all the surveys from the different countries mentioned the same subjects. This became the Lebow Company's 20th Century Rosetta Stone that finally cracked the code to the secrets of unlocking high performance that were embedded in the previously undecipherable 17 million worldwide surveys that the original research missed.
Under the scrutiny of this new lens, the Lebow research group discovered that it was Values, not job satisfaction issues, which resided at the core between performance and what managers and workers were really looking for. Lebow's research suggested that there were eight values that all people respected throughout the world regardless of race, religion, nationality, industry, gender, educational level, or organizational status. Furthermore, the Lebow research group concluded: "that these eight Shared Values...represent the major factors that contribute not only to job satisfaction and employee morale, but to an organization's performance, competitiveness, speed to change, innovation at every level, willingness to learn new things, and overall operational success. [That] this was the universal Cultural Return On Investment (ROI) linking people to performance." While the author does not mention exactly how he came to this revolutionary conclusion, he claims that the correlation between organizational performance and these Shared Values has been tested and validated with over 2,300 organizational sites. These universal Shared Values which Lebow calls The Eight Principles of the Heroic Environment ® are as follows:
1. Treat others with uncompromising truth.
2. Lavish trust on your associates.
3. Mentor unselfishly (and be open to mentoring from anyone).
4. Be receptive to new ideas, regardless of their origin.
5. Take personal risks for the organization's sake.
6. Give credit where it's due.
7. Do not touch dishonest dollars. (Be honest and ethical in all matters).
8. Put the interests of others before your own.
So that's the Big secret? Sounds like the everyday sage advice that a Corporate Yoda would give to his executive team of Jedi knights. Admittedly, this is something we all know and have heard before. They are timeless principles - psychic energy patterns memorialized in the collective unconscious - embedded in human experience itself. But how many of us actually practice these principles?
What makes this work significant is not the list of values which are bandied about at boardroom meetings and showcased on fancy plaques, but the Process ("acting Heroically is a process") that the Lebow research group has engineered in implementing these Shared Values company-wide through stories, examples, illustrations, charts, graphs, ways of communication, and sequential steps to follow. Lebow provides readers with practical tools they can use to actually practice these principles in transforming their corporate culture into a heroic environment.
So what does a `heroic environment' look like? Lebow gives us a model, a vision, to look forward to: "Imagine what would happen in a work environment if people were given the freedom to act the way they really wanted to act - with courage, creativity, and independence from fear of criticism, or worse. And when people are respected and appreciated, they want to contribute even more, to rise to their true potential. I call that kind of place - a place where people act heroically - a Heroic Environment."
I was skeptical at first with this rather rosy picture - feeling that employees given too much freedom would slack-off or go into their own little dream-world. But after finishing the book, I felt Lebow had pulled it off, in terms of providing tools that managers, employees, and consultants can use in transforming corporate culture for the better. After all, people don't get up in the morning wanting to fail; they want to feel significant - knowing they've done a job well-done.
One of the main tenets of the book is that the traditional corporate approach of solving problems from the top down is the kiss-of-death. Frontline workers need to be given autonomy, responsibility, and accountability to solve problems themselves, letting the customer's needs, rather than the company's policies, drive each transaction. To accomplish this, `only hire people you trust, but once you've hired them, trust them.' Management's role is simply to encourage people on the frontlines to experiment and explore new ideas on their own. The best way to manage is to let go and let great, not stepping in to fix problems or criticizing, but to examine the breakdown of the workflow and empowering frontline workers to make their own decisions and changes by providing them with the necessary resources.
According to Lebow, this is the only way to bring back respect to the phrase, "Made in America." He recounts how Toyota's plant workers average 50 changes every two and a half shifts, which would give most American managers a nosebleed. In America, Lebow states, fixing problems is management's job! In contrast, by empowering its frontline people to experiment, fix problems, and make continual proactive changes without fear of failure, Toyota is now financially worth more than Ford, General Motors, and Chrysler-Mercedes all put together. To put things in perspective, Lebow goes on to point out that it took Ford about nine months to make a change to their production line, while it only took Toyota three and one-half hours!
Overall, A Journey into the Heroic Environment, accomplishes its main purpose in serving as a guide to creating a Freedom-Based work environment built on Shared Values. This is not an academic book or scholarly read, nor is it a scientific journal. Use the information and The Personal Work Style Assessment (included in the book) to formulate your own hypotheses and come up with your own conclusions. The book itself, from start-to-finish, can be considered a case study in corporate transformation told in the form of a business story with a chance meeting between John, a disgruntled assistant plant manager of a telecommunications company, and Kip, a mysterious, senior executive mentor figure. The book is simple in its approach, but not simplistic; easy-to-read, but certainly not easy to implement. I highly recommend this book as a path to a rewarding journey that will open up the soul to a brave new heroic world.
ABOUT THE REVIEWER:
Sharif Khan (http://www.herosoul.com; sharif@herosoul.com) is a freelance writer, speaker, and coach. He is author of, Psychology of the Hero Soul, an inspirational book on awakening the hero within and developing people's leadership potential. Khan provides inspirational keynotes and leadership seminars to help people live heroically.
A wonderful lesson on the soul of business; and life.......2004-09-08
=Treat others with uncompromising truth.
=Lavish trust on your associates.
=Mentor unselfishly.
=Be receptive to new ideas, regardless of their origin.
=Take personal risks for the organization's sake.
=Give credit where credit is due.
=Do not touch dishonest dollars.
=Put the interest of others before your own.
Ron Lebow's highly underrated HEROIC ENVIRONMENT is a wonderful allegory that goes beyond both moralism and psychology to teach great lessons about character and true, lasting success in life. While reading his chapter on the four dominant personality traits, in fact, I found myself in a rather ironic way.
The hero is, of course, the central character/protagonist in this allegory. However, it was when I noticed an existential disagreement with the author's definition of a dissident--and how dissidents should be in essence dealt with in an organization--that I realized that my dominant personality trait is that of a Maverick. Ron Lebow (as his nom de plume character in the book Kip) describes the dissident as being "an integral part of almost every organization (page 90)." He then proceeds, however, to describe the aspects of the dissident's character and personality traits as being those that are essentially, and wholeheartedly, counterproductive to the growth and development of the organization. For him a dissident is more of, really, a codependent. While I don't know the actual etymology of the term, I do know that the word dissident comes out of the lexicon of politics, and has been historically tied to the intellectual structures of the revolutionary minded heroes that follow in their wake. Thomas Paine, Thomas Jefferson, et. al. were very much the dissidents of King George III's colonists; Gandhi's Satyagraha--philosophy of non-violent resistance--was perhaps the most dissident theology of the modern era, influencing America's great 20th century dissident Dr. Martin Luther King, Jr. With that kind of company (to say nothing of what's his name from the New Testament [smile]), it is obvious to me that when Lebow is being uncomplimentary he is not actually referring to a dissident but to a set of personality traits that are reflective of someone who exists somewhere between the dissident and his (badly used metaphor, considering the times we live in) terrorist. I would call them the wanna-be dissidents.
Like paparazzi or simple groupie narcissists are to actual movie stars, the disgruntled wanna-be dissidents, whose intuitions do pick up on the structural integrity failures of an organization but focus on it only in order to avoid looking at themselves, are always in the company of real dissidents. They use the dissident's unique set of insights, awareness and profound courage as a technique to cover up their own character failings that they'd rather not be confronted with. As far as the negative impact on an organization however-in terms of both morale and actual profits and structure, etc.-though the natural inclination would be to say the terrorist is the most destructive, with perhaps my definition of the wanna-be dissident coming next on the food chain, I would venture to say that the very philosophy of management that would cause superiors to quite easily mistake a wanna-be dissident for an actual dissident is by far more destructive than any individual. Because that philosophy and confused method of perspective is what would also cause a governing body to almost instantly confuse wanna-bes and actuals in ANY of the dominant personality traits carefully described. For example, the Hero (Jeckyll) can easily be confused with a Charlatan (Hyde), who may know how to look like a hero in an organization he has studied carefully for an undisclosed agenda. Indeed, the most repressive political regimes in the world have always been those whose governing bodies structure their security forces, propagandists and militaries to consistently go after what could otherwise be called wanna-be terrorists, as well as the actual terrorists, both away from and within their borders. Before you know it, more time and attention is given to the wanna be terrorists than the actual ones...and virtually anyone, even the hero and 9 to 5-er, can be labeled a wanna-be terrorist in the fearful climate that that produces...and usually is, while the pretender hero with charisma calls the shots. Hence, WWII Germany.
When such a fearful environment is created regarding organizations that have lost their way by those in power, you can usually bet on a few things: that a) they don't want to hear anyone tell them about it or why (what Mavericks do very well), b) they want people to create miracles within a dysfunctional paradigm that all but prevents miracles from occurring (overworking and exhausting the Heroes) and c) they are already ready to blame all of the hard working underlings for their bad executive decisions when crises occurs (why most 9 to 5-ers get downsized). The Dissident perspective, when this atmosphere has rolled in like storm clouds before a hurricane and people start worshipping false "economy" gods, is really the only one worth listening to.
The Dissident is the one in any organization who is fundamentally aware of the paradigm shift that has taken place for the worse in the organization, and also knows the one that needs to take place for its betterment--and how it should be implemented. And he/she usually figures this out sometimes as much as years before everyone else does. The true dissident, far from being an angry, jealous troublemaker, is the one who teaches the Maverick the new music; the music that he/she then plays for the hero to dance the new dance.
The dissident is the patron saint, or spiritual barometer, of the Maverick. Where the Hero of an organization may be the Heroic environment's heart, the dissident is its soul.
Ron LeBow perhaps purposely dropped the ball here, to create the Zen experience of figuring this out for yourself. Either way, HEROIC ENVIRONMENT as a whole is very refreshing and worth the half day it will take to read and soak in. Highly recommended.
A workplace reality check.......2003-09-08
An easy and non-threatening read, "Journey" outlines an approach to creating a work environment which is inspiring and built to last.
The book presents a fairly detailed model of the workplace, and some suggestions on how to transform the workplace into the Heroic variety. It should come as no great surprise that the book also recommends consulting services by the author.
I generally found the book envigorating, and came away from it with a renewed committment to a high level of personal integrity at work.
I read this book in about 4 hours, and it was worth that level of effort. I suspect that enacting the types of changes in the workplace this book describes would require quite a bit more effort.
Reads like a novel. Applications of a managment text........2000-09-24
This book is easy and fun read like one of Ken Blanchard's books.
Contains lot's of practical applications for businesses, organizations, and families living in the fast paced, changing enviroment of the 21st Century.
Although it can be read in 2-3 hours, you will probably want to re-read often.
Contains an excellent self-evaluation quiz at the end of the book.
How to make the time you spend at work worthwhile.......2000-08-10
This is a great book for anyone who's tired of office politics and petty bickering in the workplace. One of the positives about the book is that it assumes people want their work, and the time they spend at work, to mean something. The dialogue in the book is based around this optimistic foundation, and is refreshing reading for any individual or team working in today's business world. I recommend getting a copy for yourself, and talking your manager into buying one for each member of your workplace. The idea of shared values discussed in this quick read can strengthen the bonds between members of a workgroup, and make work an enjoyable experience rather than drudgery.
Customer Reviews:
Robin Lawton is the missing link to Deming's Quality Story!.......2002-02-16
While Deming concentrated his thinking mostly around re-engineering the processes we use to deliver our products, Lawton starts us out at the beginning of the product story: What are our customer's needs and what outcomes do we want to achieve. He teaches just the right questions to ask in order for us to gain the understanding, if we are even delivering the right product to meet the needs of our customers! His teachings resulted in our ability to develop just the right strategies to set us up for tremendous success in our business. His business insights are not confined to "for profit" companies. Recently, I used his principles to develop a Christian Education Plan for our Church...and guess what? Participation in adult classes doubled within 3 months! Nobody can afford NOT to read his books and attend his workshops.
Critical Gap Has Been Bridged!.......2001-01-16
Robin Lawton has shared with us a missing link! There are books that discuss how to fix problems, books about the "balanced scorecard", and books about meeting customer expectations. However, none of them seemed able to address a critical question: what objective measure will enable us to track our level of success? By answering that question, this book enahnces the value of all other volumes on six sigma, management, and problem solving. Lawton does so by guidng the reader through a straightforward process. By all means, read the other books - but only after you read this one first!
A "Must Read" and "Must Act Upon".......2000-04-09
With the vast array of performance improvement and customer focus books on the market, readers need to be somewhat selective about what they read. This book should definitely be on any manager's list. The tools described in the book apply to any type of organization, public or private, and at any level of the organization. At the Missouri Department of Revenue, we've used Robin Lawton's customer-centered culture approach as a touchstone for many successful Performance Excellence Teams.
The only thing worse for a results-oriented leader than not reading this book would be to read it and not put it into action. Unlike so many performance improvement books, the clear guidance is more than matched by the clarity and simplicity of the steps to implementation.
Rethinking work, quality, and satisfaction........2000-03-31
This is a great thought provoking book. It proposes a paradigm shift in the way we think about work, about how we organize ourselves, and how we can create fans out of customers. It is also a hands on manual with a practical guide to how we can make changes in our organizations and dramatically improve the way we do things. In doing our work, most of us concentrate on the issues that pre-occupy us and the organizations we work for - issues like "How much does it cost us to produce such and such?"; "How well are we organized?"; "Do our processes comply with policy/standards/established procedures, etc.?" This little book suggests that we think about our work as a matter of producing discreet products. For those who are in service and information organizations, this is not an easy concept to grasp initially. It requires a paradigm shift in thinking. However, once you see the work you do in these terms, you can then (1)identify the "customers" of such products and (2)begin applying product redesign concepts to create customer satisfaction. For anyone who is ready for a leadership challenge in their organization, this book is required reading.
Get Connected with your Customers -- Finally!.......2000-03-02
These are exciting times, and these are trying times. We want to satisfy our customers! ...But, first, we need to understand their wants and needs. We as managers sometimes need to look to experts to aid us in leading our organizations toward improved customer satisfaction, and here is where Robin Lawton can help. His innovative methods outlined in the book, "Creating a Customer-Centered Culture", can help your organizations. How? Learn how to connect your PRODUCTS (What are your products, really?) with the CUSTOMER (Do you really know who your customers are, and what outcomes they want?).
Average customer rating:
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Creating a Knowledge-Sharing Culture
American Productivity & Quality Center
Manufacturer: Amer Productivity Center
ProductGroup: Book
Binding: Spiral-bound
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Discover how best-practice organizations facilitate and nurture--not create--environments conducive to knowledge sharing in this Best-Practice Report. The report presents 10 key findings in six areas that influence people's willingness to share knowledge: the relationship between knowledge sharing and business strategy, the role of human networks, the role of leaders and managers, the fit with the overall culture, the relationship between knowledge sharing and daily work, and the institutionalization of learning disciplines.
Subject Matter Expert
Dr. Richard McDermott, president, McDermott & Co.
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- Creating a Quality Culture
- Review of Creating a Quality Culture by Keith F. Holliday
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Creating a Quality Culture
Keith Holliday
Manufacturer: BookSurge Publishing
ProductGroup: Book
Binding: Paperback
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ASIN: 1588982947
Release Date: 2001-06-01 |
Product Description
Creating a Quality Culture is a hands-on guide for health care professionals. The book provides practical approaches to quality improvement that can be applied in today's healthcare setting.
Customer Reviews:
Creating a Quality Culture.......2000-11-17
Creating a Quality Culture by Keith F. Holliday is an excellent guide for anyone working in Long Term Care as well as the health care industry in general. The book is a hands-on approach to implementing a Quality Improvement Program immediately within the Nursing Home and can even be adapted to the hospital environment. The book gives the reader Performance Improvement tools and examples that can be used to assure quality patient care and minimize risk to patients and employees. The author shares his personal experience and knowledge with the reader and illustrates this by actual sample forms that the reader can immediately use to track and benchmark specific patient care indicators within their facility. Creating a Quality Culture,is realistic, interesting, and will benefit all that read and utilize the concepts that the author has written about. I highly recommened "Creating a Quality Culture," to all staff involved in performance improvement, management, and administration.
Review of Creating a Quality Culture by Keith F. Holliday.......2000-11-15
I found this book very useful in my everyday work at the hospital. Im a Q.I. coordinator and I needed a fresh source of ideas to pull from. This book provided my with the info and tools I needed.
Book Description
This digital document is an article from Modern Casting, published by American Foundrymen's Society, Inc. on November 1, 1992. The length of the article is 2590 words. The page length shown above is based on a typical 300-word page. The article is delivered in HTML format and is available in your Amazon.com Digital Locker immediately after purchase. You can view it with any web browser.
Citation Details
Title: Creating a quality culture. (reports on American Foundrymen's Society Foundry Executive Management Conference)(includes related article)
Author: David P. Kanicki
Publication:
Modern Casting (Magazine/Journal)
Date: November 1, 1992
Publisher: American Foundrymen's Society, Inc.
Volume: v82
Issue: n11
Page: p28(3)
Distributed by Thomson Gale
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Creating culture change: The key to successful total quality management
Philip E Atkinson
Manufacturer: Pfeiffer & Co
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The Relationship-Driven Supply Chain: Creating a Culture of Collaboration Throughout the Chain
Stuart Emmett , and
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- The Lean Manufacturing Pocket Handbook
- The Lean Six Sigma Pocket Toolbook: A Quick Reference Guide to 100 Tools for Improving Quality and Speed
- The Lean Six Sigma Pocket Toolbook: A Quick Reference Guide to 100 Tools for Improving Quality and Speed
- The Little SAS Book: A Primer, Third Edition
- The Memory Jogger II
Books Index
Books Home
Recommended Books
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- The Antidote "How to Transform Your Business for the Extreme Challenges of the 21st Century"
- The Schwarzbein Principle II: The "Transition" - A Regeneration Program to Prevent and Reverse Accel
- The Complete Book of Fly Fishing
- How to File for Chapter 7 Bankruptcy, 10th Edition
- Microeconomics: Private Markets and Public Choice plus MyEconLab plus eBook 1-semester Student Acces
- Plague On Both Your Houses, A: The First Chronicle Of Matthew Bartholomew
If Disney Ran Your Hospital: 9 1/2 Things You Would Do Differently
Hardwiring Excellence: Purpose, Worthwhile Work, Making a Difference
Love Your Patients! Improving Patient Satisfaction with Essential Behaviors That Enrich the Lives of Patients and Professionals
101 Answers to Questions Leaders Ask
Customer Service in Health Care: A Grassroots Approach to Creating a Culture of Service Excellence
