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E-raamat: Business Excellence: Exceeding Your Customers' Expectations Each Time, All the Time [Taylor & Francis e-raamat]

  • Formaat: 216 pages, 33 Tables, black and white; 59 Illustrations, black and white
  • Ilmumisaeg: 01-Aug-2016
  • Kirjastus: Productivity Press
  • ISBN-13: 9781315368269
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  • Taylor & Francis e-raamat
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Business Excellence: Exceeding Your Customers' Expectations Each Time, All the TimeSuurem pilt
  • Formaat: 216 pages, 33 Tables, black and white; 59 Illustrations, black and white
  • Ilmumisaeg: 01-Aug-2016
  • Kirjastus: Productivity Press
  • ISBN-13: 9781315368269
Teised raamatud teemal:
Taylor & Francis e-raamatudRohkem infot Taylor & Francis e-raamatute kohta
Raamatu kodulehekülg: https://www.taylorfrancis.com/books/9781315368269

An organization seeking to sustain and continually improve its competitive performance over many years must have a strategy – a Business Excellence Strategy.This book guides and illustrates the strategic journey to excellence, from major initiatives through everyday improvement programs, and helps the reader achieve of important strategic objectives and goals. This business excellence program will unite employees, internal and external customers, and suppliers through a common set of goals. It will help your organization improve at a pace that will outperform the competition and will elevate your company's repututation and marketshare.

Foreword xiii
Preface xix
Acknowledgments xxi
Making It Big in Manufacturing Product and Providing Service xxiii
Chapter 1 Introduction
1(20)
What Is Business Excellence?
2(2)
Business Excellence Framework
4(1)
1 Strategy and Action Plans
4(1)
2 System
4(1)
Business Excellence Categories
5(1)
3 Information and Analysis
5(1)
Roadblocks to BE Transformation
6(1)
Core Business Functions
7(1)
Core Functions Have Their Own Processes
8(1)
Core Business Support Functions
8(1)
Business Process View
9(1)
Managing the Purpose
10(1)
Process Impact on the Organization
10(2)
BS Framework
12(2)
Plan for Change, Introduction of the BE Strategy in the Organization
14(4)
a Plan for Change
14(1)
Approach
15(1)
Deployment
15(1)
Learning
15(1)
Integration
16(1)
b Introduction of the BE Strategy in the Organization
16(1)
Organizational Profile
16(2)
Core Competencies
18(1)
Strategic Challenges
18(1)
Importance of Preparing an Organizational Profile
18(1)
Key Business Factors
19(2)
Chapter 2 Leadership
21(10)
Leadership System
21(3)
Plan
21(2)
Do
23(1)
Check
23(1)
Act
23(1)
Manage Performance
24(4)
Foundation
25(1)
Vision
25(1)
Values
25(1)
Goals
26(1)
Mission
26(1)
Ethics
27(1)
Philosophy
27(1)
Learning Organization
27(1)
Lessons Learned Process
28(1)
Public and Community Affairs
29(2)
Protection of the Biosphere
29(1)
Sustainable Use of Natural Resources
29(1)
Reduction and Disposal of Wastes
29(1)
Energy Conservation
29(1)
Risk Reduction
29(1)
Safe Products and Services
29(1)
Environmental Restoration
30(1)
Management Commitment
30(1)
Chapter 3 Strategic Planning
31(36)
Strategic Planning Pyramid
31(1)
Fundamental Concepts for Strategic Planning
31(1)
Modern Business Interactions
32(1)
Transaction Interactions
33(1)
Purchasing Power Parity (PPP) and Global Market
33(1)
Vision (Strategic Planning)
34(1)
Growth (Strategic Planning)
35(2)
Operational Excellence (Strategic Planning)
37(1)
Organizational Capability
38(1)
Plan Stages, Gates, and Required Resources
38(1)
Objectives Development
39(4)
Important BS Components for Strategic Planning
43(1)
Profit Plan
44(3)
Organizational Capability Analysis (OCA)
47(13)
Objectives of the OCA
47(2)
Leadership Attributes and Competencies Required for OCA
49(1)
Leadership Competencies (Executives and VPs)
49(3)
Frontline Leader Competencies (Managers)
52(2)
Individual Contributor Competencies (Supervisors)
54(3)
Administrative Support and Technician Individual Contributor Competencies
57(3)
The Performance Assessment
60(1)
Accomplishments Ratings
60(1)
Leadership/Competency Ratings
60(1)
Achieving Performance Excellence (APEX)
61(6)
APEX Process
61(1)
Quick Tips to Improve Goal Setting
62(3)
Performance Improvement Plan (PIP)
65(1)
Guidelines for PIP
65(2)
Chapter 4 Customer Excellence
67(24)
Value-Based Pricing and Customer Value Management
68(1)
Value Creation for Your Customers
69(1)
Value Creation for Your Employees
69(1)
Value Creation for Your Investors
69(1)
Corporate Growth through Customer and Market Knowledge
70(1)
Listening and Learning Methods
70(4)
Industry Analysis
74(2)
Market Growth Rate and Market Share Measurement
76(1)
Customer and Market Knowledge
76(2)
Customers and Competitors
78(1)
Business Segmentation
78(1)
Purchasing Factors by Application
79(1)
Pricing Policy
80(1)
The Customers Consider More than "Price" in Deciding to Purchase a Product
80(1)
Analytical Hierarchy Process
81(2)
Sell and Commercialize Product Process
83(1)
Customer Relationships and Satisfaction
83(8)
Customer Relationships
83(3)
Manage Customer Satisfaction Process
86(1)
Customer Access
87(1)
Customer Complaint Process
88(1)
Customer Satisfaction Determination
88(3)
Chapter 5 Operations Focus
91(50)
Work Councils
93(1)
Value Creation Processes
94(1)
Support Processes
95(1)
C & E Matrix
95(3)
C & E Matrix Tool Example
95(3)
Process to Determine KVCPs and KSPs
98(28)
Step #1
98(1)
Step #2
98(3)
Step #3
101(7)
Step #4
108(4)
Assembly (Key Value Creation Process)
112(1)
Manufacturing (Key Value Creation Process)
112(1)
Cost Out (Key Value Creation Process)
112(1)
Strategic Planning (Key Value Creation Process)
112(10)
Step #5
122(1)
Step #6
122(4)
Step #7
126(1)
PROLaunch
126(1)
Use of Auto Industry Core Tools in Designing Products and Processes
126(4)
APQP Pitfalls
129(1)
Production Part Approval Process (PPAP)
130(1)
PPAP Documents Needed for One Production Part
130(1)
PPAP Process Pitfalls
130(1)
Acquisition and Integration
131(3)
Acquisition
131(1)
Integration
132(2)
I Capital Optimization---Deploying Capital Wisely
134(4)
Capital Focus
134(4)
II Working Capital Optimization Strategy
138(3)
Cash Management in the AP/AR Process
139(1)
Use of Technology in Managing Working Capital
139(2)
Chapter 6 Human Resource Focus
141(16)
Human Resource (HR) Processes
141(1)
Understand Strategic Directives as Laid Out in Strategic Planning
141(1)
Understand the Organization's Philosophy
141(1)
Understanding Regional Cultures
141(1)
Many Dimensions of Cultural Assimilation
142(1)
Fit Is a Necessity
143(1)
Fit Is Essential
143(1)
Develop High-Performance Work Systems
143(9)
a Value Creation Process Teams
144(1)
b Support Process Teams
144(1)
c Define Communication Plan
144(1)
d Conduct Performance Management
144(1)
APEX (Achieving Performance Excellence) Process
144(3)
Cascaded Goals
147(1)
APEX Plan
147(3)
APEX Plan Execution
150(1)
APEX Plan Evaluation
150(1)
e Identify Reward, Recognition, and Incentive Systems
151(1)
f Define Structure and Staffing and Develop OCA
151(1)
OCA Process
152(1)
Develop Learning Environment
152(1)
Conduct Training
152(2)
Assure Motivation
154(1)
Assure Employee Weil-Being
154(2)
Final Thought
156(1)
Chapter 7 Measurement, Analysis, and Knowledge Management
157(14)
Performance Analysis and Improvement Process (PAIP)
165(1)
1 Scope
165(1)
2 Policy
165(1)
Performance Analysis and Improvement Process Flow
166(1)
Information and Knowledge Management
167(4)
Information Technology (IT)
167(1)
1 Communication
167(1)
2 Data Management
167(1)
3 Marketing
168(1)
4 Process Improvement
168(1)
5 Enterprise Resource Planning
168(1)
6 Cloud ERP
169(2)
Chapter 8 Business Results Focus
171(16)
Business Category Results
172(15)
Product, Service, and Customer-Focused Results
172(1)
Market Results
173(2)
Financial Results
175(2)
Human Resource Results
177(3)
Organizational Effectiveness Results
180(2)
Leadership and Social Responsibility Results
182(2)
Product, Service, and Customer-Focused Results
184(1)
Market Results
185(1)
Financial Results
185(1)
Human Resource Results
185(1)
Organizational Effectiveness Results
186(1)
Leadership and Social Responsibility Results
186(1)
Chapter 9 Business Excellence Assessment
187(8)
Assessment Scores for Categories 1 to 7
187(1)
Guidelines for a Well-Written Comment
188(1)
Scoring System
188(1)
Process
189(2)
"Approach" (A) Refers to
191(1)
"Deployment" (D) Refers to the Extent to Which
191(1)
"Learning" (L) Refers to
191(1)
"Integration" (I) Refers to the Extent to Which
191(1)
Results
191(4)
Performance Levels (Le)
192(1)
Trends (T)
192(1)
Comparisons (C)
192(1)
Linkages (Li)
192(1)
Gaps (G)
192(2)
Circular Chart for Excellent Business System Framework
194(1)
Conclusion 195(2)
Bibliography 197(2)
Glossary 199(8)
Index 207(8)
About the Author 215
Suresh Patel is a past Technical Director and Operational Excellence Executive. He holds a B.E. Electrical degree from M.S. University Baroda, Masters in Production Technology from South Bank University, London and a MBA from the University of Texas at Brownsville, USA. He is a Certified Reliability Engineer, Certified Quality Engineer and a Certified Management Systems Auditor certified by the American Society for Quality.



In his long career spanning more than four decades he has developed wide range of products/processes and has helped establishing six manufacturing plants in India, and five US plants in Mexico. Starting with India, his career path has enabled him to work in industries in UK, Europe (Denmark, Italy and Belgium), USA, China, Mexico and Chile (SA).



Mr. Patels practical expertise and interests include establishment of Business Excellence through product quality strategies, deployment of quality improvement tools, Lean for performance excellence, Six Sigma, a tactical methodology and overall business excellence employing Leadership and Results Triades as defined in MBNQA USA certification. This has enabled timely new product developments, improvement in product/process delivery performance, reduction in nonconforming product escapes, and reduction in product/process variation resulting in substantial cost reductions due to internal and external failures, warranty and product liability.
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