Many organizations spend hundreds of thousands or millions of dollars on process improvement but never realize business performance results. Executives and organizational leaders pursue only those improvement initiatives that can yield measurable performance gains. This book defines how to achieve real business performance results from process improvement, thus filling a major information void in the economy. It explains how to set performance and process improvement goals, shows how to measure process improvement results, and details how to lead a performance culture. It also presents metrics for business performance and defines the relationship between performance and process.
Preface
Chapter 1 : Real Performance Improvement
Chapter 2 : Real Process Improvement
Chapter 3 : Getting the Return on Process (ROP)
Chapter 4 : Small Changes, Big Performance Improvement
Chapter 5 : Improving Process Improvement
Chapter 6 : Process and Performance Myths
Index
