Based on a profoundly important six-year study by the Center for the Quality of Management (CQM), "Integrated Management Systems" shows how successful organizations accomplish something unbelievably powerful: Creating their own particular ways of executing the scientific method. The authors worked with the cooperation of some of America's largest companies - Teradyne, Hewlett-Packard, Eastman Chemical, Ritz-Carlton -- and of non-profit organizations including top hospitals and the U.S. Navy. They were surprised to find how radically successful systems differed from one organization to the next. Yet the core of each was universal: Each organization had designed a system that gathered data about the organization's particular problems, developed theories, tested the theories, and finally documented and shared the results throughout the organization. Each successful organization's methods were unique much as the methods of each successful discipline within the sciences are unique. But less successful organizations had nothing comparable. And the processes through which the leaders in these organizations had gotten them on the right path had a great deal in common.

Integrated Management Systems: A Practical Approach to Transforming Organizations

Business & Money

Lee, Thomas H.

Shiba, Shoji

Wood, Robert Chapman

Management & Leadership

wiley

For TQM to succeed in America, you need to create an American-style "learning organization" with the full commitment and understanding of senior managers and executives. Written expressly for this audience, A New American TQM offers a comprehensive and detailed explanation of TQM and how to implement it, based on courses taught at MIT's Sloan School of Management and the Center for Quality Management, a consortium of American companies. Full of case studies and amply illustrated, the book examines major quality tools and how they are being used by the most progressive American companies today.

New American TQM

Graham,Alan

Walden, David

Productivity Press

In Four Practical Revolutions in Management: Systems for Creating Unique Organizational Capability, authors Shoji Shiba and David Walden significantly revise their classic text on leading management systems -- A New American TQM. This book is a comprehensive approach to business management that goes beyond business operations improvement.
The authors demonstrate a program for establishing a sophisticated, state-of-the-art management system that creates unique organizational capabilities. Containing new methodologies and case studies, the book is one of the most extensive in the management field and provides a step-by-step program for implementing leading management techniques.
To create a successful management system, the authors argue that companies must be organized around four major areas of practice called the "four revolutions." They are customer focus, continuous improvement, total participation, and societal networking. For each of the areas, the book presents proven methods that enable dynamic implementation strategies.
Customer Focus
Any effective management system begins with the customer. Companies must learn to integrate a customer's concerns into their own. The book presents how to embrace the "market-in" concept and integrate the other skills in the book into a management strategy that focuses on the customer.
Continuous Improvement
For a company to be successful in the 21st century, it must continually improve its processes to meet the ever-changing needs of the customer. This book introduces important tools for process discovery, management, and improvement. In the process, it moves beyond "reactive improvement" methods to "proactive improvement" efforts.
Total Participation
The key to creating a dynamic management system is employee participation. Employees are the ones who work on the issues of quality and customer satisfaction on a daily basis. This book presents skills such as hoshin management, team-building, creating structures for mobilization, and leading change and breakthrough.
Societal Networking
Besides a company's internal audience, another source of business improvement ideas is societal networking. This is the set of companies, customers, and suppliers associated with any organization, that can learn from the experiences of these groups. To develop these valuable resources into a comprehensive management strategy, the book covers "mutual learning" methods, as well as keys for integrating various management methodologies.
This book includes:
<ul>
<li>Hoshin management</li>
<li>PDCA (plan, do, check, act) cycle</li>
<li>7-step method of reactive improvement</li>
<li>Proactive improvement to develop new products</li>
<li>Engaging people in a changing environment</li>
<li>Focused strategies for phase-in</li>
<li>Leading process improvement</li>
<li>The practice of breakthrough</li>
<li>Over thirty thorough case studies</li>
</ul>

Four Practical Revolutions in Management: Systems for Creating Unique Organizational Capability (Total Quality Management)

Shiba and Walden have significantly revised their classic, A New American TQM. With new methodologies and case studies, this work is one of the most comprehensive studies of management theory and business success. The authors identify a comprehensive approach to management that goes beyond operations improvement to help executives and managers create unique organizational capabilities. They contend that organizations must develop skills in four major areas: customer focus, continuous improvement, total participation, and societal networking. 
They present proven methods that enable dynamic implementation strategies, facilitate ongoing learning, and encourage continuous diffusion of evolving information and quality practices throughout an organization’s entire network. 
Techniques described have been instituted at Analog Devices, Hewlett-Packard, Motorola, Teradyne and many other companies. Numerous in-depth case studies from these and other companies illustrate actual implementations. 
Shoji Shiba, formerly of MIT is one of the most respected business consultants in the world. Among his many accolades, he received the 2002 Deming Prize, one of the highest awards in management bestowed in Japan. 
"Professor Shiba has been a source of inspiration, experience and knowledge to countless numbers of CQM members, MIT faculty and students and other organizations and companies around the world....The success of his publications, teaching and consulting proves that the principles of TQM are universal, applicable across all cultures and languages. Shiba is a truly great teacher, researcher and innovator ... ." 
--Ray Stata, founder and chairman of both Analog Devices and CQM. 
David Walden, is the retired senior vice president of Bolt Beranek and Newman Inc., and former Senior Lecturer, MIT Sloan School of Business. 
Both Shiba and Walden are well known for their contributions to the Center for Quality Management.

Four Practical Revolutions in Management: Systems for Creating Unique Organizational Capability

Economics

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