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Integrated Management Systems : A Practical Approach to Transforming
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Integrated Management Systems : A Practical Approach to Transforming Organizations Hardcover - 1999

by Shiba, Shoji, Lee, Thomas H., Wood, Robert Chapman

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Wiley & Sons, Incorporated, John. Used - Good. Former library book; may include library markings. Used book that is in clean, average condition without any missing pages.
Used - Good
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From the publisher

Dieses Buch entstand in Zusammenarbeit mit einigen der gr ten Konzerne, und zwar auf der Grundlage einer fnfjhrigen Forschungsstudie, die vom Center for Quality Management finanziert wurde. Anhand von Beispielen aus 13 Organisationen - darunter Hewlett Packard, Eastman Chemical, Ritz Carlton und die U.S. Navy - demonstriert der Autor, wie diese Firmen ihr Ergebnis verbessert und nach einer drastischen Wende nachhaltige Rentabilitt erreicht haben. Der Grund fr diesen Erfolg liegt darin, da sich die Unternehmen auf das Operations Management konzentriert haben sowie auf Planung und Durchfhrung von Vernderungen. Hier lernen Sie, mit welchen Verfahren und Techniken Sie Betriebsprozesse harmonisieren und integrieren knnen. (10/99)

From the jacket flap

In 1993, the world-renowned Center for Quality of Management embarked on a profoundly important six-year study of how organizations improve throughout America. The results will permanently alter thinking about what constitutes organizational excellence. Contrary to expectations, the authors found that successful systems of management differed radically. The Ritz-Carlton Hotels, for instance, couldn't apply the prescriptions that worked so well at Teradyne, the world's leading maker of semiconductor test devices. And at a spectacularly successful public school district, the system differed even more.

Yet at the core of each was something universal and unbelievably powerful: Each organization had developed its own particular way of executing the scientific method. Each had found its own ways of gathering data, developing theories, testing the theories, and finally documenting and sharing results. Each organization's scientific method was unique, much as the methods of each successful discipline within the sciences are unique. But less successful organizations had nothing comparable.

For the first time, readers go behind the scenes at Teradyne, Hewlett-Packard, Eastman Chemical, Ritz-Carlton, Intermountain Health Care, the U.S. Navy, and Synetics, among others, to observe firsthand how they achieved their well-known successes.

In Integrated Management Systems, authors Lee, Shiba, and Wood-all noted experts in integrated management and learning systems-explore the lessons learned from the CQM study. They explain how managers can create their own integrated management systems. They reveal the weaknesses that prevent effective integrated management systems from emerging in America. And they describe key ideas and tools managers can use in developing their own systems.

Integrated Management Systems will be a source of inspiration and ideas for all kinds of managers and planners in for-profit and nonprofit organizations alike.

About the author

THOMAS H. LEE is President Emeritus of the Center for Quality of Management. He has also served as a senior manager at General Electric, a professor at MIT, and Director of the International Institute for Applied Systems Analysis in Vienna, Austria.
SHOJI SHIBA is one of the world's foremost experts on TQM and the author of Four Practical Revolutions in Management.
ROBERT CHAPMAN WOOD is a researcher associated with the Center for Quality of Management and the Asian Management Center of Boston University. His management writings have appeared in Forbes and the Financial Times (London).

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