Book Description
Here's a basic primer for business solutions using a performance approach that gives you practical insights from expert practitioners. Learn how the Human Performance Improvement (HPI) process works in the real world and how to conduct performance, gap, and cause analysis. Explore key types of interventions including structure/process and knowledge.
Customer Reviews:
HPI essentials review.......2007-05-13
The text is good as an overview, and provides specifics regarding HPI, but it does not go enough in depth. It is a good resource for bullet points of things that should be done and why.
Great overview of HPI.......2005-10-24
This is a great asset to my collection of HPI books. This one gives a great overview of the process and some simple illustrations on how to implement. Very simple to read and understand. Great book to simplify the whole HPI process!
Indispensable introduction to HPI.......2004-05-29
George Piskurich has done an excellent job of collecting some of the best names in the industry to introduce the various concepts associated with Human Performance Improvement (or Technology). As the sub-title suggests; this is a "bottom-line primer on HPI" and therefore, it focuses on real-life application. At the same time, the theoretical concepts are explained in a straight-forward manner with just the right amount of detail to guide the reader through the application bits.
At the end of each Chapter, you will find additional resources and references should you want to explore that particular topic in more detail as well as an extremely helpful "HPI Challenge" section that guides through applying and using the concepts explored in that chapter.
The Chapters closely follow the HPI model itself and are divided into:
1: What is HPI? A brief and very useful introduction to HPI and the HPI Model.
2: Business analysis - The first step in any HPI Process and vital for the final evaluation stage.
3: Performance analysis - How to link business goals to performance goals
4: Gap analysis - Evaluating the difference between the desired and actual performance levels.
5: Cause analysis - Why do performance gaps exist? This chapter emphasizes the need to address root causes and not symptoms.
6: Selecting an HPI project - Now that you understand the basics, select your first HPI project.
7: Motivational interventions. This chapter is written by Sivasailam Thiagarajan "Thiagi" and is an excellent primer on implementing solutions to address motivational issues in an organization.
8: Designing & developing structure/process interventions - Divided into organizational and systems aspects this is one of the best introductions to process interventions I've come across.
9: Knowledge interventions - This chapter has a multitude of practical guidelines and suggestions for optimizing training and focuses on the fact that training is not always the answer.
10: Stakeholder involvement - Guidelines for identifying stakeholders and ensuring their involvement and buy-in.
11: Evaluation - Using the Results-based approach of HPI, this chapter guides you through the steps needed to demonstrate the value-added to the organziation through the HPI project.
12: Performance Consultant - the job - Dana Gaines explains in a straightforward manner exactly what does an HPI Consultant do and helps the reader create a personal development plan for HPI consulting competencies.
Average customer rating:
- Still Relevant
- The new Economics
- Demings Philosophy in A Book
- This Book Really Struck Home
- Applied common sense (which is far from common)
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Out of the Crisis
W. Edwards Deming
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The Toyota Way
ASIN: 0262541157 |
Book Description
"Long-term commitment to new learning and new philosophy is required of any management that seeks transformation. The timid and the fainthearted, and the people that expect quick results, are doomed to disappointment."
According to W. Edwards Deming, American companies require nothing less than a transformation of management style and of governmental relations with industry. In Out of the Crisis, originally published in 1982, Deming offers a theory of management based on his famous 14 Points for Management. Management's failure to plan for the future, he claims, brings about loss of market, which brings about loss of jobs. Management must be judged not only by the quarterly dividend, but by innovative plans to stay in business, protect investment, ensure future dividends, and provide more jobs through improved product and service. In simple, direct language, he explains the principles of management transformation and how to apply them.
previously published by MIT-CAES
Customer Reviews:
Still Relevant.......2007-09-05
I remeber reading and listening to Dr. Deming in the 80's and now that I am the Lean Manager I still refer to his teachings. this book is a must have in your library
The new Economics.......2007-06-05
This is a very good book, it gives me a new insight on how a good management is supposed to be. I would never know about all this good stuff other than reading this.
Demings Philosophy in A Book.......2007-01-22
W. Edward Deming is one of my leadership heroes (Peter Drucker, Henry Ford, Alfred Sloan, Steven Covey are a few others). Deming was a genius. I own several video and DVD's from his 4 day seminars and have read many books by his followers.
This book is Deming on Deming. He does a excellent job with his own theory (seems like a dumb statement, but a brilliant man can be a poor writer). The only beef I have with the book is that it makes me cynical about and arrogant relating to American Management practices (this of course, is a reflection on my own character and not the authors).
This book is a lexicon of things to do and things to not do in order to run a successful business; now AND in the future. It teaches that the important thing is not to focus on the how, but rather the why. The "How" changes, but "why" should not (Constancy of Purpose, Common Aim).
If you are a Deming disciple you must own this book and also his last book, THE NEW ECONOMICS. If you are new to Deming I'd recommend the NEW ECONOMICS first because it summarizes his philosophy nicely into four areas of Profound Knowledge and is less likely to cause negative thinking about American management. In my opinion, we need more hope and positive thinking, not more criticism.
Positive books on Deming include just about every other book I've read about his philosophy. So, once you've read someone else's book about his philosophy, it's time for you to read this book.
The content of this book is so broad and deep that it changed my understanding of the world I live in fundamentally. This has caused communication problems for me with others. Helping others make the same paradigm shift without the knowledge Deming gives is hard to accomplish. So a knowledge gulf is created by reading this book. In some ways this book accomplishes too much. It's scope is too broad. Perhaps it is like giving sticks of dynamite to a child. It's too powerful to play with without wisdom.
The content and authorship of this book deserves 5 stars, but I give it 4 stars for it's effect on me.
This Book Really Struck Home.......2007-01-09
I can't say enough about the revealing content of this book. I have worked as a Six Sigma Blackbelt for 4 companies, over 12 years, and Dr. Deming is spot on about the sorry state of the management of most manufacturing companies in the US. Why can't we just listen???
Maybe if enough of us pick this book up, read it, and absorb it...
Applied common sense (which is far from common).......2006-10-24
Since the 1950's, W. Edwards Deming has been telling the simple truth about how to do high-quality, productive, and satisfying work. Out of the Crisis is his original book that pulls together common sense, knowledge of people, serious statistics, and systems thinking. Many examples, at first reading, may appear far away from software development, but look again. Challenge yourself to make a difference: read this book.
Average customer rating:
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Total Productivity Maintenance: A Route to World-Class Performance
Peter Willmott , and
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Lean TPM: A Blueprint for Change (Tudor Business Publishing)
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Tpm in Process Industries (Step-By-Step Approach to TPM Implementation)
ASIN: 0750644478 |
Book Description
Total productive maintenance (TPM), a Japanese management protocol developed to alleviate production losses caused by machine breakdowns has moved on.
Through TPM, more companies accept the concept of Zero Breakdowns as achievable. From the foundation of zero breakdowns, world class plants are able to run for complete shifts without the need for intervention. TPM is still pushing back the boundaries of what was thought possible.
Driven by the proven principles of TPM, the book emphasises the need to build on existing good practices and to win commitment by delivering results.
The book provides a practical guide to delivering TPM benefits and is based on the authors' first hand experience of seeing TPM in Japan. It adapts these benefits to suit the strategic needs of companies across four continents.
"TPM A Route to World Class Performance" builds on Peter Willmott's earlier book, "TPM the Western Way", updating the scope of applications and tools. The TPM route map is updated to include the journey to zero breakdowns and beyond. It also provides a systematic structure to evolve from the classic Total Productive Maintenance towards Total Productive Manufacturing and deliver a Totally Productive Operation capable of world leading performance.
Average customer rating:
- Still Relevant and Valuable
- The quality: the best competitive tool!
- Excellent Starting Point
- More Info.
- This is the essential Quality book.
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Business Process Improvement: The Breakthrough Strategy for Total Quality, Productivity, and Competitiveness
H. James Harrington
Manufacturer: McGraw-Hill
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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
". . . competition, we see now, is destructive. It would be better if everyone would work together as a system, with the aim for everybody to win. What we need is cooperation and transformation to a new style of management."
In this book W. Edwards Deming details the system of transformation that underlies the 14 Points for Management presented in Out of the Crisis. The system of profound knowledge, as it is called, consists of four parts: appreciation for a system, knowledge about variation, theory of knowledge, and psychology. Describing prevailing management style as a prison, Deming shows how a style based on cooperation rather than competition can help people develop joy in work and learning at the same time that it brings about long-term success in the market. Indicative of Deming's philosophy is his advice to abolish performance reviews on the job and grades in school.
previously published by MIT-CAES
Customer Reviews:
Smart, Smart Guy.......2007-10-22
Wow. After 25 years in the quality business I am still not ready to claim I completely 'understand' Deming. He was of course, a brilliant statistician and business optimization theorist . . . but he was also a physicist. His famous quip, "Water turns to ice . . . same molecules. . . what happened?" I finally realize, was his way of speaking to the state change that occurs in a phase transition, the same phenonmeon that occurs when organizations cross over to quality. Deming was the real Superman.
also read Superperformance
H.kazemi.......2007-06-02
I really liked the book , it was easy to read although I don't like the way that he writs , the good thing about the book is that consist of real cases and this make it much easier to relate to the book, another good thing about the book is that it doesn't repeat the same thing over and over again, what I don't like about the book is the way that he jumps back and forth and mention different books without any brief explanation about those books; this was sometime confusing for me, but other than that I would recommend everybody who is interested in management read this book and refers it to others. It was amazing that lots of thing in this book beside the last 4 chapter is commonsense.
The New Review.......2007-06-02
Dr Deming has some magnificent ideas.
Unfortunately this is Deming's Last book before he passed away. Deming is a major proponent of the PDSA Cycle (Plan, Do, Study, Act). His 14 points are very viable from a business situation. If managers were to read this book, they would be better for it. Actually this book is recommended to everyone, as it can be applied loosely to all walks of life. I've never been good at picking apart a book, so if there are any weaknesses, they aren't apparent to me. 5 Stars....also pick up "Out of The Crisis". Great Book for anyone to read!
IME 415 the new economics review.......2007-06-02
Dr. Demming introduced in this book a new style of management which he basically covered in his simple 14 points of management using the idea of profound knowledge. It was very interesting the way he approached different scenarios with multiple examples that he encountered first hand through his time in industry, stressing the fact that ranking within a system is completely wrong and should be completely removed. Demming pushes group work and cooperation instead of programs such as incentives and commissions due to the fact that they turn into individual profit centers and ultimately lead to the collapse of the system. His ideas were simple to follow throughout the text and is a great book for people in management positions to read and consider.
Definitely a MUST READ!!!!.......2007-06-02
The New Economics by W. Edwards Deming, from start to finish, was quite an easy book to read. It never became so overly technical to the point that it makes the reader just want to give up and grab a different book. Great examples were used to help illustrate, as Dr. Deming put it, "the tyranny of the prevailing style of management". His 14 Points of Management are well defined and straight forward. Dr. Deming also gave a brief description of Shewhart control charts, tampering and variation, along with some excellent examples to aid in further understanding their uses and misuses.
Overall, this is an excellent book to read, especially for those who are in a position of management. When I say management, however, I do not refer simply to individuals dealing with employees at the working floors of industry. Dr. Deming's 14 Points of Management can be used in schools, hospitals, business, industry and countless other disciplines, from teachers to CEOs. Upon reading this book, readers will open their eyes to present practices and hopefully, taking this newly found knowledge, apply it and make a better change for the future.
Average customer rating:
- It is what it is...and provides solid material
- A Very Useful Process Improvement Reference
- Process Improvement Classic Reference
- Buisness process improvment work book
- Not bad, could be better
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Business Process Improvement Workbook: Documentation, Analysis, Design, and Management of Business Process Improvement
H. James Harrington ,
K. C. Esseling , and
Van Nimwegen
Manufacturer: McGraw-Hill
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Binding: Hardcover
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Philips Nino 319 Windows Organizer
ASIN: 0070267790 |
Book Description
This long-awaited companion and update to H. James Harrington's best-selling Business Process Improvement is a hands-on implementation guide. It focuses on upgrading information distribution paths to optimize the many processes with which they come in contact. Filled with lists, charts, and appendices, this workbook tells how to document a company's processes, analyze current effectiveness, design new processes, use system enablers, and much more.
Customer Reviews:
It is what it is...and provides solid material.......2007-03-13
I agree with other reviewers who question the designation "workbook." Actually, what we have here is a book which suggests the work which each reader must complete -- individually and in collaboration with others -- with regard to the documentation, analysis, design, and management of business process improvement. It provides no head-snapping revelations, nor do its co-authors claim to offer any. Obviously, it is important to improve performance continuously by improving various processes during which tasks are completed. It is also important to measure only what matters. Finally, all organizations (regardless of size or nature) must develop leaders at all levels and within all areas who drive change initiatives to achieve these objectives. Harrington, Esseling, and van Nimwegen offer a comprehensive, cohesive, and cost-effective methodology. Once having identified the "what," they focus on "how."
As the authors explain, Business Process Improvement (BPI) consists of four different approaches designed to improve the efficiency, effectiveness, and adaptability of administrative processes: Fast Analysis Solution Technique (FAST), process benchmarking, process redesign, and process reengineering. They recommend a six-phase process that leads to the implementation of the best-value future-state solution: Organization, Documentation, Analysis, Design, Implementation, and Management. They then focus on each approach and each phase, suggesting similarities and differences between and among them.
I would have rated this book even higher had the presentation of the material been more "reader-friendly." By the time I reached Chapter 5 on page 167, the monotonous tone of the narrative to that point made it difficult for me to sustain my concentration. I always appreciate the provision of checklists, for example, because they organize and summarize key points, and, because they facilitate (indeed expedite) review of them later. To repeat, the material is solid. The authors obviously know what they are talking about. Their observations are based on real-world situations. Their suggestions are sensible. That said, this reader (at least) had to work much too hard to locate, absorb, and then digest the authors' core concepts.
No doubt other readers will find the material more accessible. My guess (only a guess) is that many of those who do will be C-level executives in larger organizations who already know much more about BPI than I do. I wish them and their associates well, hoping they can effectively apply -- and then have their organization benefit substantially from -- what Harrington, Esseling, and van Nimwegen offer.
A Very Useful Process Improvement Reference.......2006-09-19
I agree with the other reviewers, as I first purchased this book assuming that it was a "workbook" with working examples. It wasn't this type of workbook, but is a very valuable resource for the process-improvement minded. It could have utilized more illustrations - I suggest creating your own diagrams as you read through this book. This is the approach I took whilst reading the book and was very satisfied with the results.
Documentation, a very important subject that is often overlooked and/or underutilized, is explained very well in this book, describing the level of detail required to support a successful process improvement initiative. The Appendix XI - guidelines for designing forms and documents is fantastic and I recommend it for anyone considering facilitating process improvement workshops.
The organization chapter on organizing a process improvement team is very good - managers and especially companies wanting to accelerate their process improvement successes could benefit from this instruction.
The Defining Improvement Opportunities chapter was also very informative, linking the need for standardization with IT, administration and operations.
And lastly, don't discount one of the authors - H James Harrington. He is one of the best business writers in the business for topics ranging from process improvement, project management, customer service or even human resources. Don't miss a chance to read anything he has written.
I would disagree that this book is dry - it is well written and researched and if it had contained a few more illustrations, I would have given this book a 5-star rating.
Process Improvement Classic Reference.......2006-05-31
This book serves as a powerful reference on process improvement.
The author, H.J. Harrington, is wise. We can learn a lot from him. He's got great experience from the firm, Ernst and Young.
The book provides a deep, well-structured and methodical glimpse into the practice of process improvement.
Although there are many books on the subject (older and newer) this book is foundational. It blends TQM and Industrial engineering concepts. At some degree it is a "deep dive" into the Six Sigma method's Business Process Architecture (BPA) tool.
This book is a great reference for consultants, line managers, business process managers/owners and business analysts as well as anyone wanting a thorough understanding of Process Improvement.
Reading it and applying the practices described within may save companies money. It can build career enhancing compentencies in those that adopt/practice what they have learned.
For the relatively low price you can have access to the mind of a sage.
Buisness process improvment work book.......2006-03-08
Provide an excellent overview of BPM and provide good examples.
Not bad, could be better.......2002-07-19
I'll agree with users who feel this book is dry, dry, dry. I also have some issues with the design of the book. There were concepts that I found confusing until I drew my own flow charts -such aids could certainly have been included in the book. There were too many bulleted lists that probably should have been numbered for easier reference and ranking. Where this book shines is on the mechanics on BPI; how to organize the project and the teams (although a good project manager should know how to do this), the sequence of steps to go through, and how to organize all the collected information.
What is missing from this book, in my opinion, is discussion on Risk Management and Change Management. You can document processes and manuals and forms until you're blue in the face, but in the end, you'll have to get human beings to buy into the difficult task of changing processes to reach the future state, and there is little discussion of this.
Customer Reviews:
Kaizen for the Shopfloor.......2007-01-30
An abbreviated version of the REAL Kaizen book; Kaizen Event Implementation Manual. OK for a quick read, copies much of what's in the Kaizen Event Implementation Manual.
Something as important as doing and understanding Kaizen deserves the real thing, not this. Save your money.
Kaizen Events.......2007-01-04
A great way to get up to speed on a single aspect of the Continuous Improvement movement. Fast-paced reading with all the need-to-know information in a simple, understandable format. The book could have been improved by a more compreshesive forward or introduction chapter that displayed the position of Kaizen Events in the total process map of CI.
kaizen review.......2006-11-10
It is a good book for someone who has not done a kaizen event or to review some techniques to do a kaizen.
A KAIZEN book for everyone.......2006-07-31
Good eloboration and explanation on the KAIZEN application, though it is fundamentals. No regret to own one for yourself.
Book Description
STANDARD WORK FOR THE SHOPFLOOR
Productivity Press Development Team
STANDARD WORK FOR THE SHOPFLOOR is the latest in the Productivity Press "Shopfloor Series" created by our in-house development team. This book is a guide to standardizing and documenting operators' current best practices on the shop floor. Standardized work stresses consistency while remaining dynamic enough to change with products and process. It documents guidelines and illustrations for employees performing the same specific job.
Customer Reviews:
great book.......2007-08-29
Very useful for the the line of the work of the manufacturing process. I enjoyed reading it and utlize in my job.
Book Description
The Oliver Wight ABCD Checklist for Operational Excellence
Since 1977, manufacturing professionals have turned to The Oliver Wight ABCD Checklist to improve their companies' performance. Must-reading for logistics, distribution, and manufacturing professionals, the ABCD Checklist provides a superbly efficient approach to benchmarking your company's performance and capabilities against the very best. Its sharply honed questions cover all the essential areas:
- Strategic Planning
- People/Team Systems
- Total Quality
- Continuous Improvement
- New Product Development
- Planning and Control
This newly updated edition reflects the dramatic changes in MRP II practices and the explosion of Enterprise Resource Planning (ERP) tools. Including FAQs and tools from the field compiled by Oliver Wight's international group of consultants, The Oliver Wight ABCD Checklist for Operational Excellence, Fifth Edition should be a critical part of any program that strives to reach as close to perfection as possible.
Customer Reviews:
Beware -- the Other Reviewer works for them.......2004-05-02
Good reference book - shouldn't be shilled by employees...
A Diagnosis tool made even better!.......2000-12-16
In addition to improvements to the Planning and Control chapter, which was the strength untill now, this 5th edition has significantly expanded the chapters on Strategy, People / Teams, Quality / Continuous Improvement, and Product Development, making it a more complete tool.
Excellent diagnosis and guide for improvement of companies.......1999-05-21
I have been using Oliver Wight checklists as a support for improving company processes for over 11 years, both as a practitioner and as a consultant. This fourth version has a very detailed chapter 5 (corresponding to MRPII / ERP / Supply Chain Management) and reasonably good chapters 1 through 4. "Non-initiated" professionals may find some difficult and may misinterpret some of the questions, but this will improve as they keep on applying the checklist. Not a pleasant reading but definitely worth using it!
Book Description
The Oliver Wight Class A Checklist for Business Excellence
The leading business improvement specialists who educate, coach and mentor people to lead and sustain change on the journey to business excellence and outstanding business performance
- Managing the Strategic Planning Process
- Managing and Leading People
- Driving Business Improvement
- Integrated Business Management
- Managing Products and Services
- Managing Demand
- Managing the Supply Chain
- Managing Internal Supply
- Managing External Sourcing
Books:
- Implementing Six Sigma: Smarter Solutions Using Statistical Methods, Second Edition
- In Spite of the Gods: The Strange Rise of Modern India
- Inequality Reexamined (Russell Sage Foundation Books)
- Leadership and Governance from the Inside Out
- Leadership on the Line: A Guide for Front Line Supervisors, Business Owners, and Emerging Leaders, 2nd Edition
- Leaving Microsoft to Change the World: An Entrepreneur's Odyssey to Educate the World's Children
- Left To Tell: Discovering God Amidst the Rwandan Holocaust
- Legal Environment of Business: A Critical Thinking Approach (4th Edition)
- Liar's Poker: Rising Through the Wreckage on Wall Street
- Life Lessons: Two Experts on Death and Dying Teach Us About the Mysteries of Life and Living
Books Index
Books Home
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Human Resource Development
First Things Fast: A Handbook for Performance Analysis
In Action: Performance Analysis and Consulting (Materials Research Society Symposium Proceedings)
A Practical Guide to Needs Assessment (Essential Knowledge Resource)
Handbook of Human Performance Technology, 3rd Edition
