How would you like to increase profits by 50 percent? To turn the mounds of scrap that sit throughout your manufacturing facility into shippable product? To increase your corporate output by 20 percent without building one new building or buying one new piece of equipment? To expand your R & D activities by 20 percent without adding one new engineer? To cut overtime in accounting from 30 percent to 2 percent? To see employees with smiles on their faces every days, rather than only at 4 p.m. on Friday?
It all sounds too good to be true. But many companies around the world are reaping fantastic benefits because their management teams have set new company performance standards and because managment has taken the time and invested the effort to train the total company population in how to improve performance. They have made the improvement process part of their company's personality.
Foreward
Preface
Acknowledgements
Chapter 1 : Why Improve?
Chapter 2 : The Improvement Process
Chapter 3 : Top-Management Action
Chapter 4 : The Improvement Steering Council
Chapter 5 : Management Participation
Chapter 6 : Team Participation
Chapter 7 : Individual Involvement
Chapter 8 : System Improvement
Chapter 9 : Supplier Involvement
Chapter 10 : Systems Assurance
Chapter 11 : The Long and Short of It
Chapter 12 : Recognition
Appendix A : Reporting and Using Measurement Data
Appendix B : Statistical Process Control
Index
