tailieunhanh - NOBODY EVER GET CREDIT FOR FIXING PROBLEMS THAT NEVER HAPPENED: CREATING AND SUSTAINING PROCESS IMPROVEMENT

There are many organizations available to help you navigate your situation. You will be asked to discuss your situation with many different people, and at times you may provide personal information. Some of the people with whom you speak are required by law to keep communications between the two of you confidential. This is called a communication privilege. Communications with your attorney are confidential. Your attorney will not disclose information that you provide without your agreement. Advocates working for community-based domestic violence or sexual assault organizations usually are bound to confidentiality unless you waive the privilege in writing. Communications with health workers are generally confidential, but a court may require. | Nobody Ever Gets Credit for Fixing Problems that Never Happened Creating and Sustaining Process Improvement Nelson P. Repenning John D. Sterman How much would your organization pay to develop manufacturing capability equal to Toyota s How much would a world-class six-sigma quality program be worth to your company How about Harley-Davidson s ability to tap into the hearts and minds of its customers or Dell s ability to manage its supply chain Most firms are working aggressively to develop these and similar capabilities through process improvement. The combined expenditure of . companies on management consultants and training in 1997 was over 100 billion and a sizeable fraction went towards efforts to develop operational capabilities matching those of the best firms in business. Whether it s an advanced manufacturing system or the ability to respond quickly to changing customer needs the drive toward improvement has become a way of life in corporations today. There is only one problem. Despite these vast expenditures and notwithstanding dramatic successes in a few companies few efforts to implement such programs actually produce significant results. Consider for example Total Quality Management TQM . In the 1980s spurred by the success of many Japanese firms TQM was all the rage among . firms. Consultants and business school faculty preached its virtues and managers made pilgrimages to companies with award-winning quality programs. By the mid-1990s however TQM was considered passé. Academics had moved on to other issues TQM received rare mention in the popular business press and articles that did mention it usually did so in a negative context. TQM Work reported here was supported by the MIT Center for Innovation in Product Development under NSF Cooperative Agreement Number EEC-9529140. For more information on the research program that generated this article visit http nelsonr www . 64 CALIFORNIA MANAGEMENT REVIEW summer 2001 Nobody Ever

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