Improvement techniques are like spices: better when blended. Many organizations seem to lose sight of the techniques that still work in addition to Lean & Six Sigma and TPM. This book is a collection of simple stories that show the best ways to find and fix four companies’ problems. The authors use the most appropriate tools for the problems. It shows that four different companies all suffer much the same issues but explains why they think are unique.
Preface
Acknowledgments
About the Authors
Introduction
Chapter 1 : The Uninvited Visitors
Chapter 2 : The Consultant
Chapter 3 : The CEO
Chapter 4 : The COO
Chapter 5 : Hamish
Chapter 6 : Division Presidents
Chapter 7 : Big Picture Map
Chapter 8 : Hugh Greenlees
Chapter 9 : The Confrontation : Ronson & Ronson Metals Distribution
Chapter 10 : Next Automotive
Chapter 11 : Chuck Nothis
Chapter 12 : Independent Pharmaceuticals
Chapter 13 : Lucie Bell
Chapter 14 : Phonethics : The Call Center
Chapter 15 : Elizabeth Golden
Chapter 16 : The Project Plan
Chapter 17 : Corporate Cost Allocations
Chapter 18 : The Low-Hanging Fruit : Phonethics
Chapter 19 : Initial Analysis and Morning Meetings : Next Automotive
Chapter 20 : Theory Becomes Practice : Next Automotive 3
Chapter 21 : Chuck Nothis : Curriculum Vitae
Chapter 22 : Understanding Data and Basic Statistics : Introduction to SPC
Chapter 23 : The Powder Analysis
Chapter 24 : Hugh Comes Around?
Chapter 25 : Ronson & Ronson Metal Distribution 3
Chapter 26 : Corporate Update
Chapter 27 : Corporate Cost and Strategy
Chapter 28 : Hugh Greenlees 2
Chapter 29 : Hamish 2
Chapter 30 : Commitment
Chapter 31 : Jeff Lincoln 2
Chapter 32 : Phonethics Call Center Company 3
Chapter 33 : Phonethics 4 : The Diagnosis
Chapter 34 : Elizabeth Golden 2
Chapter 35 : Lucie Bell 2
Chapter 36 : Strategy Meeting with the Board
Index
