摘要:

AbstractIn its quest for quality, Motorola has encouraged employees to cooperate and share ideas for improvement as part of formal yet voluntary teams. But the company has found that some friendly competition can boost team performance. Taking the teamwork concept a step further, the company promotes participation in a worldwide Total Customer Satisfaction team competition that recognizes teams that have achieved excellence in goal setting and problem solving. The competition renews emphasis on the participative process at all levels of the corporation, reaffirming the environment of continuous improvement and demonstrating the power of focused team efforts.

ISSN:0277-8556    

DOI:10.1002/npr.4040140402

出版商:John Wiley&Sons, Ltd.    

年代:2006

数据来源: WILEY

摘要:

AbstractWhat does an organization need to do to reach its goals, and how can it best do so? These are the questions that haunt many a manager. This article outlines a 12‐step process to help organizations improve their operations by learning how to manage what matters most.

ISSN:0277-8556    

DOI:10.1002/npr.4040140403

出版商:John Wiley&Sons, Ltd.    

年代:2006

数据来源: WILEY

摘要:

Abstract… “Bring me only good news!” ordered the sales manager of the marine products wholesaler. When his charges did otherwise, they were blamed for whatever problems they brought before him. Fed up with the sales manager's practice of “killing the messenger,” the company president asked the manager to stop; but he didn't, and no additional corrective action was taken. The sales manager personally controlled over 30 percent of the company's sales. The president was afraid that further retribution for the demoralizing practice might cause the sales manager to take business elsewhere.… In operation for less than a year, the fledgling advertising agency had already won an award for a radio commercial created for its largest account, a chain of auto transmission repair facilities. A salesman from a radio station on which the commercial was regularly aired told the CEO of the agency that there had been numerous complaints that the advertised offer was misleading and unethical. The CEO told the salesman that she'd talk with the client and get to the bottom of the matter. When she confronted the irascible owner of the chain, he told her it was none of her business. He said that her job was to prepare commercials from the information he gave her. Without discussing the matter with her partners, she resigned the account on the spot.

ISSN:0277-8556    

DOI:10.1002/npr.4040140404

出版商:John Wiley&Sons, Ltd.    

年代:2006

数据来源: WILEY

摘要:

AbstractAs many managers have discovered, total quality management (TQM) efforts often end with disappointing results. By comparing typical TQM programs with the general pattern in over 150 successful oqanizational turnarounds, this article explains why TQM is not a cure‐all and why typical TQM implementation strategies have limited impact, and it offers a more appropriate perspective within which to consider the use of TQM.

ISSN:0277-8556    

DOI:10.1002/npr.4040140405

出版商:John Wiley&Sons, Ltd.    

年代:2006

数据来源: WILEY

摘要:

AbstractAn autocratic management style can demoralize employees and hinder productivity. But for an organization to be successful, there are times when an autocratic approach is necessary. This case study describes how a 700‐branch regional bank provided a small opportunity for employee empowerment during a time of massive organizational change, and how this contributed to the successful implementation of a quality improvement program.

ISSN:0277-8556    

DOI:10.1002/npr.4040140406

出版商:John Wiley&Sons, Ltd.    

年代:2006

数据来源: WILEY

摘要:

AbstractMuch has been written about the value of work teams. Yet many firms remain reluctant to implement them. This article details how one plant laid down a thorough groundwork for ensuring team success and offers eight guidelines for avoiding obstacles that might hinder the team‐building process.

ISSN:0277-8556    

DOI:10.1002/npr.4040140407

出版商:John Wiley&Sons, Ltd.    

年代:2006

数据来源: WILEY

摘要:

AbstractWhat is the secret to increasing capacity and revenue while reducing inventory as well as operating and material costs? At Friendly Ice Cream Corporation, the answer came in the form of a tailor‐made TQM program that stressed teamwork and heightened morale in a new customer‐focused corporate culture.

ISSN:0277-8556    

DOI:10.1002/npr.4040140408

出版商:John Wiley&Sons, Ltd.    

年代:2006

数据来源: WILEY

摘要:

AbstractOrganizations that seek the advantages of 24‐hour operations frequently experience personnel problems related to the demands of shiftwork. Common difficulties include excessive turnover, poor productivity, and increased incidence of industrial accidents. This article describes the experience of a glass company facing high turnover stemming from employee dissatisfaction with shiftwork in one of its continuous operation factories. Designed as a high‐involvement organization, the factory formed an employee task force to analyze the turnover problem and develop recommendations. Once the shift system was identified as a major factor contributing to employee turnover, a team of employees and managers was formed to design a new one. Following the adoption of the new shift system, turnover was reduced significantly. Based on this organization's experience, a general strategy for shift system design is proposed.

ISSN:0277-8556    

DOI:10.1002/npr.4040140409

出版商:John Wiley&Sons, Ltd.    

年代:2006

数据来源: WILEY

摘要:

AbstractMany gains can be obtained in subscribing to the ISO 9000 standard. However, most of them are the result of the journey toward total quality management—the first step of which is ISO 9000 registration—rather than ownership of the ISO 9000 document. This article offers a structured, sensible approach to documenting for ISO 9000 registration. Like the standard itself, it concentrates on the process rather than the result.

ISSN:0277-8556    

DOI:10.1002/npr.4040140410

出版商:John Wiley&Sons, Ltd.    

年代:2006

数据来源: WILEY

摘要:

AbstractCompanies that innovate relentlessly and successfully are intriguing. How do they manage? Can other organizations develop the competencies and processes that foster obsession for customers and products? In this chapter from a recently published book, the authors show that Rubbermaid and other trailblazing firms have learned to listen continuously to the “voice of the customer,” marshall customers' help in designing products, build a customer‐driven organization and culture and in so doing, improve their products relentlessly.

ISSN:0277-8556    

DOI:10.1002/npr.4040140411

出版商:John Wiley&Sons, Ltd.    

年代:2006

数据来源: WILEY