Beyond total quality management to the emerging paradigm

Abstract

Preface -- 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" -- Glossary -- Indexes -- Name and Company Index -- Subject Index.