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Fourth Generation Management: The New Business Consciousness (Hardcover)

by Brian L. Joiner (Author) "Years ago, I visited the headquarters and largest facility of a major midwestern corporation ..." (more)

4.8 out of 5 stars See all reviews (5 customer reviews)

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Product details

Hardcover: 289 pages
Publisher: McGraw-Hill Professional (1 Jan 1994)
Language English
ISBN-10: 0070327157
ISBN-13: 978-0070327153
Product Dimensions: 23 x 14.8 x 3.4 cm

Average Customer Review: 4.8 out of 5 stars See all reviews (5 customer reviews)

Amazon.co.uk Sales Rank: 230,890 in Books (See Bestsellers in Books)
Popular in this category:
#69 in Books > Business, Finance & Law > Management > Quality Assurance & Total Quality Management

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Product Description

Written by the first of a new breed of "quality gurus", "Fourth Generation Management" is a clear, concise synthesis of the best of current management practice and a host of dynamic prescriptions for the future. The centerpiece of the book is the "Joiner Triangle", which provides readers with a conceptual framework upon which to build a new corporate culture - one that positions companies for growing productivity and profit in the years ahead. Focusing on quality as defined by the customer...a scientific, databased approach to management...and the creation of long-term, team-spirited relationships both internally and externally - the Joiner Triangle is already gaining credence as the management philosophy of tomorrow. And that's only the beginning. Readers will learn why process is more important than short-term results, how to foster a working environment in which all employees feel like winners, a new way of looking at data, processes, and variation, and much more. In short, this major release by a widely respected quality improvement leader is the business person's blueprint for the next phase of the "Quality Revolution".

Book Description

Written by the first of a new breed of ``quality gurus,'' Fourth Generation Management is a clear, concise synthesis of the best of current management practice and a host of dynamic prescriptions for the future. The centerpiece of the book is the ``Joiner Triangle'', which provides readers with a conceptual framework upon which to build a new corporate culture--one that positions companies for growing productivity and profit in the years ahead. Focusing on quality as defined by the customer. . .a scientific, databased approach to management. . .and the creation of long-term, team-spirited relationships both internally and externally--the Joiner Triangle is already gaining credence as the management philosophy of tomorrow. And that's only the beginning. Readers will learn why process is more important than short-term results, how to foster a working environment in which all employees feel like winners, a new way of looking at data, processes, and variation, and much more. In short, this major release by a widely respected quality improvement leader is the business person's blueprint for the next phase of the ``Quality Revolution.''

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First Sentence
Years ago, I visited the headquarters and largest facility of a major midwestern corporation. Read the first page

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Customer Reviews

5 Reviews

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4 star:		(1)
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4.8 out of 5 stars (5 customer reviews)

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1 of 1 people found the following review helpful:

5.0 out of 5 stars All businesses have costs but waste is optional, 23 Jun 2007

By	Stephen Parry "Author of Sense and Respond" (Lean Service Transformation Designer London) - See all my reviews (REAL NAME)

This is an excellent book, with many breakthrough ideas explained in a very compelling way.

I recommend this book for practitioners working with Lean, Systems thinking or general operational improvement, however, if you are into six-sigma you will not understand the profound knowledge this book contains.

There are a many reasons why I like this book, it has some memorable insights and phrases. Such as `don't work on costs, work on the causes of costs'.

Joiner also highlights how most managers manage their business without any theory behind their actions.. `We should be thankful if the action of management is based on theory...'

Joiner relentlessly pushes the notion that organisations must be `understood and managed as a `system', while developing process thinking, making decisions on customer data and understanding the theory of variation'.

He then goes on to say that the typical management response to calls for improvement is to either 1) distort the system or 2) distort the figures instead of improving the system.

Most people in the world of operational improvement will have come across the Deming PDCA (Plan Do Check Act) cycle, Joiner explains and supports this process very well but he adds a significant insight, what he says is, that when starting to make improvements you must start at CHECK, in fact he devotes a whole chapter to this important variation on Deming's PDCA theme. `Performing check is what most organisations fail to do. Check uncovers things we would just as soon not know, it forces us to look at the huge wastes in each of our activities and exposes it all, and the non productive or plain stupid things we have unknowingly been doing for years. It creates the gut level energy to do a better job of taking Action, of Planning and Doing'.

Joiner states that `a fundamental tenant is that nothing happens in a predictable, sustainable way unless you build mechanisms that cause it to happen in a predictable sustained way'

He talks about listening to management conversations for insights into the organisations real intent and focus he says ... `The way top management spends its time and the questions they ask of each other and the rest of the organisation is critical in determining the focus of the organisation.'

The book goes on to explain how to reduce process variation, the sections about how managers respond to variation would be amusing if they were not real, i.e. how managers work on the people instead of working on the system and the injustice that results in addition to the loss in organisational performance.

A good example of system variation resulting in perverse decisions and behaviour is illustrated by an example Joiner uses in telling a real story about a bank teller, who on several occasions got rewarded for her performance and at other times chastised....finally, she was unlucky enough to loose her job. Later, when talking to a friend she said that she never understood why she being praised because she hadn't done anything different and likewise the chastisement. Further conversation revealed that she had been a victim of system variation, the performance factors were attributed to her and not where they should have been that is to the system in which she worked. Essentially she had lost the Variation Lottery. He quotes Dr. Lloyd Nelson `failure to understand variation is the central problem of management'

Joiner also wallops the inappropriate use of standards (accreditation schemes like ISO and BSI) because they are a barrier to improvement and creativity. He argues that standards far from improving the organisation often result in a loss of performance. `They stifle creativity, deflect attention from customers, increase red tape and make work inflexible, while providing only the minimum acceptable outputs'

When it comes to people motivation he states that `to optimise the organisation as a whole, intrinsic motivation works better that rewards and punishment'

Finally he states that in order to get `better results you must have better methods' and he goes on to explain what those methods are.

This is a fine book, with excellent practical ideas as long as you see people as an asset capable of improving their own workplace and not as a cost to be `managed'.

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1 of 1 people found the following review helpful:

5.0 out of 5 stars Brilliantly User Friendly, 16 Nov 2002

By	B. J. Pettiford "radiantbev" (UK) - See all my reviews (REAL NAME)

This book which continues Dr Demmings theories is incredibly easy to read and the examples are so excellently communicated that it makes quite complex points seem simple. This is particularly true of the process variation re tweaking which is something I, and many other managers I know, have a habit of doing - not anymore, at least not without a great deal of thought! Brilliant I would recommend this to both experiences and novice managers.

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5.0 out of 5 stars Fantastic, 14 May 2000

By A Customer

... a great book that bridges the gap between cultural issues and practical application. Littered throughout with stories that get the points across.

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Most Recent Customer Reviews

4.0 out of 5 stars Moving from management by objective to the next generation.
A paragraph from the last chapter is an excellent statement of what's covered.
"No executive wants to increase inefficiency and waste, cost and bureaucracy. Read more

Published on 8 Dec 1997

5.0 out of 5 stars A wealth of knowledge
Dr. Joiner has made a significant contribution to the advancement of Deming theory with Fourth Generation Management. Read more

Published on 10 Sep 1997

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