Building In-House/On-Site Leadership and Management Development Programs: Their Creation, Management and Continuous Improvement
William J. Rothwell and H.C. Kazanas, Quorum Books, 8 Post Road West, Westport, CT 06881, 1999, 278 pp., $69.50. (book)
Though this book was written primarily for human resource, training and organizational development professionals, it serves as a valuable resource for leaders who want to educate their subordinates efficiently and effectively. The book's main focus is on leadership development, but it may be used to enhance any skills that qualify employees to do their jobs competently.
The first part of the book clarifies the purpose, scope and activities of leadership and management development (L&MD) programs and makes the distinction between training, education and development. The next three chapters explain how to plan and design L&MD programs, from initiating the proposal to marshalling program resources to assessing employee development needs to creating curricula to meet these needs.
The next part of the book describes the variety of formal, informal and special methods that can be used to meet the learning needs of individuals or groups. The end of the book identifies the ways to evaluate the effectiveness of an L&MD program in terms of an employee's learning retention from any training event and see how value added an entire program can be.
The book provides overviews of the main L&MD principles and offers step by step instructions about how to implement each of the program activities. The planning and design templates included in each chapter can guide the most inexperienced trainer through the process. As a collection, the templates are helpful to the department manager or oversight team in charge of creating the entire program.
There is a wealth of information in the book based on the authors' experience, their thorough research and their in-depth survey of L&MD professionals. Short case studies illustrate the applications and help bring them to life. Many of the book's key points are bulleted, thus making it easy to create presentation overheads.
The book is well-organized and easy to read. It is a practical field guide that readers will repeatedly refer to for user friendly assistance.
CCL Custom Manufacturing
Financially Focused Quality
Thomas M. Cappels, CRC Press, 2000 Corporate Blvd. N.W., Boca Raton, FL 33431, 1999, 294 pp., $39.95. (book)
Thomas Cappels has compiled a compendium of basic quality orientation and company training material to address a company's specific approach to total quality management (TQM) with an eye on cost reduction. He draws on internal processes that have been used by Lockheed Missiles and Space Co. (LMSC) to address continuous improvement and generate work force involvement.
The first part of the book contains short, superficial discussions of almost every quality term, subprocess and tool. For example, there is less than one page about the ISO 9000 series of standards.
The second part of the book focuses on what Cappels calls financially focused quality. In an overview of the basics of finance, he describes what Lockheed did to orient employees and get buy in to continuous improvement. At this point, the book's main purpose is to orient new LMSC employees to cost management and tell them how LMSC reports and manages its cost system (that is, how to fill out time cards). There is an extensive discussion of LMSC's internal process improvement system, including process improvement recommendation forms.
The book's appendix explains how several types of businesses and functions, such as a pet store, software engineering, a café, outsourcing and a hotel have applied TQM. These success stories hold more general population interest than the prior parts of the book.
The strength of the book is the fact that the author took the time to document the internal company processes being used at LMSC. In many cases companies do not do this in such a comprehensive manner. I recommend the book as a good source about LMSC's TQM process with an eye on finance.
Integrating ISO 14001 Into a Quality Management System
Marilyn R. Block and I. Robert Marash, ASQ Quality Press, 611 E. Wisconsin Ave., Milwaukee, WI 53202, 1999, 127 pp., member $31, list $35. (book)
Some organizations that have a successful ISO 9000 quality management system in place have found it beneficial to expand that system to meet ISO 14000 requirements. Although a large number of books treat ISO 9000 and ISO 14000 as standalone systems, few deal with integrating both ISO requirements into one quality management system. This book does just that.
The key strength of the book is its comprehensive coverage of issues related to the development and implementation of an integrated system that satisfies both ISO 9001 and ISO 14001 requirements. A key feature is the authors' effective use of a tabular format for the comparison of ISO 9001 requirements with ISO 14001 requirements. The book includes, as an example, a complete description of the quality manual developed by an ISO 9002 registered company. It also has the same quality manual after revisions were made to it to comply with ISO 14001 requirements.
The book is reader friendly, and it will be helpful to any organization seeking to integrate ISO 9001 and ISO 14001 into one cohesive system.
Pennsylvania State University-Altoona
New Product Development: Strategies for Supplier Integration
Robert M. Monczka and Robert B. Handfield, ASQ Quality Press, 611 E. Wisconsin Ave., Milwaukee, WI 53202, 2000, 209 pp., member $44, list $55. (book)
From vertically integrated companies to virtue corporations, all businesses need suppliers to provide products or services as a part of their product/service formation. In other words, no single company can make a product without dealing with suppliers. New Product Development emphasizes getting involved with suppliers as early as the product concept stage in new product development (NPD).
The authors address suppliers' integration in NPD at strategic and tactical levels. Successfully integrating suppliers into a company's NPD requires a basic strategic change and alignment from the engineering community and purchasing department.
The strategic steps, as proposed by the book, are as follows:
1. Establish internal core competencies and capabilities.
2. Establish current and future new product requirements.
3. Identify current and future needs for external technologies and capabilities. Then, depending on the market window requirement, follow either 4a and 4b or 5a and 5b:
4a. Select appropriate suppliers and build relationships.
4b. Monitor the supply market for emerging technologies.
5a. Align objectives and technology maps.
5b. Continuously evaluate emerging technologies.
The book's value comes from the lessons learned and the case examples that were obtained during the studies conducted at various industrial companies. The case studies indicate that there is no one way to implement the supplier integration in NPD.
The book is written in a style similar to that of a research paper and probably will not be easily understood by a novice. The case studies make the reader feel as if he or she is reading an encyclopedia.
Overall, though, it is a very valuable book for readers who want to learn how their companies can benefit from the integration of suppliers in NPD and how to implement those benefits strategically and operationally.
Shin Ta Liu
The One to One Manager: Real World Lessons in Customer Relationship Management
Don Peppers and Martha Rogers, Random House, 1540 Broadway, New York, NY 10036, 1999, $21.95. (book)
The One to One Manager is a well-written book that contains practical examples of how to deal with management issues relative to the customer relationship management process. The text is an extension of the authors' earlier books addressing customer relationship management and how proper application of the process can result in major improvements to the overall success of an enterprise.
The authors present 24 actual case studies from companies in a broad range of industries all over the world. The case studies focus on the successes and failures involved in applying the concepts of one-on-one customer relationship management. The reader is treated to in-depth profiles of several managers dealing with customer focused strategies. The managers range from a top executive of a multinational firm to a fire chief in Texas.
The basic premise of the book is that organizations and enterprises must organize around customer needs. The main idea is that such customer focus will enhance customer loyalty, increase net revenue and avoid commoditization.
This magnificent book will appeal to just about everyone in an organization. It is a great read that is a must for managers interested in moving their organizations to the next level in today's competitive environment.
James F. Jaquess
Root Cause Analysis: Simplified Tools and Techniques
Bjørn Andersen and Tom Fagerhaug, ASQ Quality Press, 611 E. Wisconsin Ave., Milwaukee, WI 53202, 2000, 155 pp., member $24, list $30. (book)
Getting to the bottom of a complicated problem is a daunting task faced by people every day. Root Cause Analysis presents methods to find the real cause of a problem and instructs readers how to solve the problem using a systematic analysis and a series of problem solving tools. While many of the tools have been around for some time, there are some new tools that got my attention.
What sets this book apart from others on the same subject is that it provides a step by step review of all the tools and demonstrates how and when to use each one. The authors also explain how to attack and break down a problem so that it is properly understood.
The book is broken into nine major sections, starting with "Practical Problem Solving" and ending with a practical application of the tools and techniques to a case study. In between is a discussion and presentation of each of the tools. Some are very basic, such as flowcharting, and don't need a lot of explanation. Others, such as performance matrices, paired comparisons and nominal group technique, are more sophisticated.
I particularly like how the information is presented. The authors make use of many charts, diagrams and sidebars to help the reader quickly gain insight into the technique being presented. They also use clear examples that show the reader how to apply what he or she has learned.
There is one area that I think could stand more support from the authors--group problem solving. Many industry problems are complex and require multiple disciplines to properly solve them. Getting a group of people to follow the discipline of using some of the techniques can be challenging. There isn't a lot of guidance on how to go about using these techniques in a group situation.
The book's main objective is to get the reader familiar with the tools and methodology quickly so he or she can start applying them to problem solving situations. After reading the book, the reader will see that solving problems can almost be fun, especially if the problem gets solved once and for all.
In all, there is plenty to learn and use, and using the authors' methodology should save time and false starts by helping the reader get to the true root cause.
A World-Class Production System
John R. Black, Crisp Management Library, 410 Sutcliffe Place, Walnut Creek, CA 94598, 1998, 94 pp., $12.95. (book)
Despite the author's extensive experience at Boeing and Eastern Airlines, this small paperback fails to deliver much insight about production systems of any sort. This is not to say that what the book contains is untrue; it is simply well-known information that is shallowly presented.
The author touches on a lot of great principles (lean production, Japanese approaches, just in time and push vs. pull systems, to name a few). But readers who want something more than bulleted lists such as "Eight Things To Remember About Productivity Circles" will be disappointed. The book hardly expands on the many one-line bullet points and gives virtually no insight on implementation. The information would be more useful if it was organized around some central principles instead of being presented as a hodgepodge of slogans.
Crisp Publications apparently tries to edit ideas into brief forms. This is a worthy goal, but in this case, fewer ideas discussed more thoroughly would have allowed the author to provide a better resource for the public.
Todd A. Schultz
Augusta State University
After the Quality Audit: Closing the Loop on the Audit Process, J.P. Russell and Terry L. Regel, ASQ Quality Press, 611 E. Wisconsin Ave., Milwaukee, WI 53202, 2000, 256 pp., member $34, list $42. (book)
The Customer and Supplier Innovation Team Guidebook, Patrick H. Norausky, ASQ Quality Press, 611 E. Wisconsin Ave., Milwaukee, WI 53202, 2000, 259 pp., member $29, list $35. (book)
Insights to Performance Excellence in Education 2000: An Inside Look at the 2000 Baldrige Award Criteria for Education, Mark L. Blazey, Karen S. Davidson and John P. Evans, ASQ Quality Press, 611 E. Wisconsin Ave., Milwaukee, WI 53202, 2000, 309 pp., member $31.50, list $40.75. (book)
Performance Scorecards: Measuring the Right Things in the Real World, Richard Y. Chang and Mark W. Morgan, Jossey-Bass Inc., 350 Sansome St., San Francisco, CA 94104, 2000, 162 pp., $28. (book)
Puzzling Auditing Puzzles, J.P. Russell and Janice Russell, ASQ Quality Press, 611 E. Wisconsin Ave., Milwaukee, WI 53202, 2000, 197 pp., member $16, list $20. (book)
The Six Sigma Way: How GE, Motorola and Other Top Companies Are Honing Their Performance, Peter S. Pande, Robert P. Neuman and Roland R. Cavanagh, McGraw-Hill, 2 Penn Plaza, New York, NY 10121-2298, 2000, 422 pp., $29.95. (book)