| Description |
xxviii, 817 pages : illustrations ; 25 cm |
| Series |
McGraw-Hill series in management |
|
McGraw-Hill series in management.
|
| Contents |
Ch. 1. Global Competitiveness and the Emerging Paradigm -- Ch. 2. TQM and the Foundation of the Emerging Paradigm -- Ch. 3. Organizational Culture and Paradigm Shift -- Ch. 4. Management Role Responsibilities -- Ch. 5. Concepts of Customer Value -- Ch. 6. Strategic Management and the Emerging Paradigm -- Ch. 7. Measuring Customer Value -- Ch. 8. Organizing to Improve Systems -- Ch. 9. Variation: Interpreting its Meaning -- Ch. 10. Variation: Understanding Causes -- Ch. 11. Strategic Linkage of Operations through Employee Involvement -- Ch. 12. Cultural Change and Organizational Learning -- Case Studies: Federal Express: The Vision Made Real -- Case Studies: IBM Rochester: The Seasons of Change -- Case Studies: John Young: Hewlett-Packard's Champion of Change -- Case Studies: St. Mary's Continuous Quality Improvement -- Case Studies: Toyota, Part I: The Standardization of Culture -- Case Studies: Toyota, Part II: Customer Satisfaction Measurement -- Case Studies: Toyota, Part III: Toyota Production System and Kaizen -- Case Studies: Toyota, Part IV: The Culture of Standardization -- Case Studies: Xerox, Part I: Establishing the Vision -- Case Studies: Xerox, Part II: Realizing the Vision -- Case Studies: Xerox, Part III: Accomplishing Behavioral Change -- Case Studies: Xerox, Part IV: Xerox 2000: Putting It Together "Building the New Xerox." |
| Analysis |
Quality control |
| Bibliography |
Includes bibliographical references and index |
| Subject |
Total quality management.
|
| Author |
Bounds, Gregory M.
|
| LC no. |
93038388 |
| ISBN |
0070066787 |
|
0071132384 |
|
