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Second edition chapter, part, etc. |
Content
(new content highlighted with bold face font) |
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Preface |
Why the second edition was written
- new methods since 1992 writing of 1st edition
- many new case studies and examples
- emphasis on each company designing its own integrated management system
- more reference to CQM supporting materials (manuals, journal articles, etc.)
- deemphasis of "TQM" and "American" from 1st edition title |
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Part 0
Business Evolution |
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Chapter 1 |
Evolution of the customer satisfaction concept
- content from first edition chapters 1 and 2 |
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Chapter 2 |
Survival in a rapidly changing world
- designing integrated management systems |
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Chapter 3 |
Developing a unique organizational capability
- introduction to the four revolutions of management (parts 1-4)
- introduction to four levels of practice (individual, team, organization, society)
- seeking unique organizational capability |
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Part 1
Customer Focus |
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Chapter 4 |
Change in the work concept
- content from first edition chapter 3 on market-in and customers
- philosophy-in and philosophy-out |
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Chapter 5 |
Evolution of customer focus and its challenges
- three stages of customer focus
- customer concerns (uniview, multiview, shared concerns, cycle of reasoning)
- integration of concerns
- individualizing customers |
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Part 2
Continuous improvement |
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Chapter 6 |
Improvement as a problem-solving process
- management by process, WV model and PDCA from first edition chapter 4
- continuous improvement of processes for all types of work |
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Chapter 7 |
Process discovery and management |
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Chapter 8 |
Process control and variation
- typical example of mishandling variation
- making the most of variation (expanded from first edition chapter 4)
- process control and process improvement |
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Chapter 9 |
Reactive improvement and the 7 steps method
- content from first edition chapter 5 |
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Chapter 10 |
Management diagnosis and the 7 steps of reactive improvement
- content from first edition chapter 6 |
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Chapter 11 |
Process management mobilization case study |
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Chapter 12 |
Planning project or tasks
- 9 steps method
- 9 steps case study |
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Chapter 13 |
Proactive improvement
- content from first edition chapter 7 |
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Chapter 14 |
Applying proactive improvement to develop new products
- content from first edition chapter 8
- mention of the FOCUS method |
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Part 3
Total Participation |
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Chapter 15 |
Engagement and alignment of organization members
- engaged employees for a rapidly changing world
- dual function of work from first edition chapter 9
- processes and people |
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Chapter 16 |
Coordinating behavior
- Mutual learning case study of CQM Conversation Study Group
- Models for conversation for action, possibilities and relationships
- Conversation case study |
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Chapter 17 |
Leading change
- technical, human, and conceptual skill |
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Chapter 18 |
Self-development
- lessons from other walks of life
- local or personal improvement (including in the absence of a supportive environment) |
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Chapter 19 |
Teamwork skill
- some content from first edition chapter 9
- various types of teams (QC circles, quality improvement teams, cross-functional teams, core teams, self-directed work teams)
- models for team development |
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Chapter 20 |
Initiation strateties
- CEO involvement and case study from first edition chapter 10 |
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Chapter 21 |
Infrastructure for mobilization
- 7 infrastructures model and case study from chapter 11 |
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Chapter 22 |
Phase-in
- content from first edition chapter 12
- common patterns of phase-in |
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Chapter 23 |
U.S. Focused strategies for phase-in
- benchmarking
- six sigma
- cycle-time reduction (much expanded) |
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Chapter 24 |
Hoshin management
- content from first edition chapter 14
- new case study |
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Chapter 25 |
Leading process improvement
- content from first edition chapter 15 |
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Chapter 26 |
Further case studies in mobilizations
- three case studies
- comparison with Tom Powell's research |
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Chapter 27 |
The practice of breakthrough
- several models and case studies
- the innovator's dilemma |
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Part 4
Societal Networking
(Mutual Learning) |
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Chapter 28 |
Networking and societal diffusions
- Japanese model from first edition chapter 16
- expanded CQM case study
- comparison of national methods
- indirect influence |
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Chapter 29 |
Ongoing integration of methods
- three case studies |
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Afterword |
Anticipation of CQM's new Managing Business Complexity methods |
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References |
Gathered together at the end of the book and expanded |