Turbulence is not new to the business world. In fact, the turbulence is increasing and managers are seeing teams spinning their wheels. But now there is a book that addresses these realities-Problem Solving for Results.
Management systems are in a state of crisis and operations are more complex. The old top-down operations mode no longer suffices. Today's businesses demand speed and increased accuracy, forcing everyone to re-evaluate chains of command and tear down the walls between functions.
Amid the responsibilities of traditional management lies problem solving. The push is toward moving decision-making authority down the ladder to all levels. Managers are no longer equipped to or capable of making the number and variety of necessary decisions in a vacuum. The current mode is to have employees deal directly with workplace issues and take corrective action without complaint and without management involvement.
Coping with this reality and preparation for these improvements in workplace problem solving requires interest and motivation. Problem Solving for Results can facilitate this by demystifying and simplifying the process. This book bridges philosophy and theory and puts together a practical integration of all the tools necessary to get results from your investment of time, energy, and money.
Author(s): William Roth, James Ryder, Frank Voehl
Publisher: CRC Press
Year: 1996
Language: English
Pages: 206
City: Boca Raton
Cover
Half Title
Title
Copyright
Dedication
Table of Contents
Preface
Authors
1 Creating the Right Culture
The Challenge
The Right Reward System
Beginning with the Basics
How Do We Get There?
Onward and Upward
2 Shaping the Right Attitude, Perspective, and Vehicle
The Right Attitude for Change
Interactive Is the Future
The Right Perspective for Change
The Right Vehicle for Change
Once Again, Who’s in Charge?
The Next Step
3 Picking the Right Techniques and Tools
Techniques/Tools for Individuals
General Group Techniques
Systems-Oriented Group Tools and Techniques
Tools for Measuring Productivity
Putting It All Together
4 Mapping the Right Approach
On the Right Track with Just a Few Adjustments
The Best Model from a Macro Perspective
Into the Trenches
Corporate-Wide Versus Individual Facility
And That’s It!
5 Overview of the Quality Journey Problem-Solving Process Model
Introduction
Understanding the Problem
Step 1: Create the Charter
Step 2: Survey the Customers and Stakeholders
Step 3: Select the Issue
Step 4: Define and Diagram the Process in Order to Understand Current Circumstances
Step 5: Establish the Process Performance Measures and Targets
Step 6: Diagram the Causes and Effects
Step 7: Collect Data on Causes
Step 8: Analyze Data
Step 9: Develop and Test Possible Solutions
Step 10: Standardize the Process
6 Integrated Case Study: Jim's Appliance Warehouse Savings
The Company
Changing Conditions
Quality Comes to Jaws
Establishing a Strategy
The Balanced Scorecard
Setting Priorities
Implementation
Initial Training
Dade Service Department
The Ten-Step Quality Journey Begins
Bibliography
Index
