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Process Improvement Simplified is written for leaders and managers of organizations or enterprises who: Are struggling with their organization's success Are not satisfied with the current state Are striving to be number one Have heard about the negatives or positives of process improvement (PI) but have never implemented it But PI is not a panacea; it takes leadership commitment and involvement, plus organizational behavior modification so that PI becomes a disciplined way of life. It entails hard work through dealing with nitty-gritty details. PI is not just a problem-solving methodology or…mehr
Process Improvement Simplified is written for leaders and managers of organizations or enterprises who: Are struggling with their organization's success Are not satisfied with the current state Are striving to be number one Have heard about the negatives or positives of process improvement (PI) but have never implemented it But PI is not a panacea; it takes leadership commitment and involvement, plus organizational behavior modification so that PI becomes a disciplined way of life. It entails hard work through dealing with nitty-gritty details. PI is not just a problem-solving methodology or another quality control tool. In fact, it is not a quality improvement tool like statistical process control or Six Sigma. It is a systematic approach to focus, measure, and redesign a critical process of any organization in order to reduce waste and achieve breakthrough improvement for that process. In this approach, personnel from other functions within the organization will be involved to ensure that the needs of customers and suppliers of the process are correctly reflected and supported. This is a how-to book with simple examples. A step-by-step method of implementing PI is presented using the example of running a restaurant business.
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Autorenporträt
James B. King is the president of his own consulting firm specializing in total quality management, business process reengineering, design-to cost and supply chain management, outsourcing, performance measurements, supplier partnerships, and business strategy deployment. Jim began his career at the Ford Motor Company where he held numerous management positions in engineering, marketing, manufacturing, and service functions. Subsequently, he served as director of quality for Allegheny International of Pittsburgh and was a partner and national director of quality of the Coopers and Lybrand management consulting practice. He holds BS and MS degrees in electrical engineering from Wayne State University and an MBA in marketing from the University of Michigan. He was also a NIST-appointed Malcolm Baldrige National Quality Award Examiner for several years.
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