Beyond Total Quality Management: Toward The Emerging Paradigm

Ch. 1. Global Competitiveness And The Emerging Paradigm -- Ch. 2. Tqm And The Foundation Of The Emerging Paradigm -- Ch. 3. Organizational Culture And Paradigm Shift -- Ch. 4. Management Role Responsibilities -- Ch. 5. Concepts Of Customer Value -- Ch. 6. Strategic Management And The Emerging Paradigm -- Ch. 7. Measuring Customer Value -- Ch. 8. Organizing To Improve Systems -- Ch. 9. Variation: Interpreting Its Meaning -- Ch. 10. Variation: Understanding Causes -- Ch. 11. Strategic Linkage Of Operations Through Employee Involvement -- Ch. 12. Cultural Change And Organizational Learning -- Case Studies: Federal Express: The Vision Made Real -- Case Studies: Ibm Rochester: The Seasons Of Change -- Case Studies: John Young: Hewlett-packard's Champion Of Change -- Case Studies: St. Mary's Continuous Quality Improvement -- Case Studies: Toyota, Part I: The Standardization Of Culture -- Case Studies: Toyota, Part Ii: Customer Satisfaction Measurement -- Case Studies: Toyota, Part Iii: Toyota Production System And Kaizen -- Case Studies: Toyota, Part Iv: The Culture Of Standardization -- Case Studies: Xerox, Part I: Establishing The Vision -- Case Studies: Xerox, Part Ii: Realizing The Vision -- Case Studies: Xerox, Part Iii: Accomplishing Behavioral Change -- Case Studies: Xerox, Part Iv: Xerox 2000: Putting It Together Building The New Xerox. Greg Bounds ... [et Al.]. Includes Bibliographical References And Index.