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Integrated Management Systems: A Practical Approach to Transforming Organizations (Operations Management Series) [Hardcover]

Thomas H. Lee , Shoji Shiba , Robert Chapman Wood
5.0 out of 5 stars  See all reviews (1 customer review)
RRP: 90.00
Price: 75.09 & FREE Delivery in the UK. Details
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Book Description

30 Nov 1999 Operations Management Series (Book 8)
Based on a profoundly important six–year study by the Center for the Quality of Management (CQM), "Integrated Management Systems" shows how successful organizations accomplish something unbelievably powerful: Creating their own particular ways of executing the scientific method. The authors worked with the cooperation of some of America′s largest companies – Teradyne, Hewlett–Packard, Eastman Chemical, Ritz–Carlton –– and of non–profit organizations including top hospitals and the U.S. Navy. They were surprised to find how radically successful systems differed from one organization to the next. Yet the core of each was universal: Each organization had designed a system that gathered data about the organization′s particular problems, developed theories, tested the theories, and finally documented and shared the results throughout the organization. Each successful organization′s methods were unique much as the methods of each successful discipline within the sciences are unique. But less successful organizations had nothing comparable. And the processes through which the leaders in these organizations had gotten them on the right path had a great deal in common.

Product details

  • Hardcover: 336 pages
  • Publisher: John Wiley & Sons (30 Nov 1999)
  • Language: English
  • ISBN-10: 0471345954
  • ISBN-13: 978-0471345954
  • Product Dimensions: 24 x 16 x 3 cm
  • Average Customer Review: 5.0 out of 5 stars  See all reviews (1 customer review)
  • Amazon Bestsellers Rank: 1,794,257 in Books (See Top 100 in Books)
  • See Complete Table of Contents

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"This is a thought–provoking book that will stimulate a constructive reevaluation of widespread management practices – and they badly need such reevaluation. If it does nothing else – and it does much more – it would deserve serious reading.(Russell L. Ackoff, Chairman, INTERAC, The Institute for Interactive Management) "Nothing would improve the performance of managers and organizations more than a deeper understanding of the potential and limitations inherent in management systems. This superb book, by three outstanding scholars, goes a very long way to that end." (Louis E. Lataif, Dean Boston University School of Management) "Finally, a book which offers pragmatics instead of polemics regarding the whole notion of quality and what it means to be a quality–based organization. This is no one–minute manager but a thoughtful and reflective guide to action. (Michael Lissack, Director, Organization Science–Related Programs, New England Complex Systems Institute, and Editor–in–Chief, "Emergence: A Journal of Complexity Issues in Organizations and Management") "An innovative synthesis of American systems theory and Japanese TQM practice that will become the standard reference text for researchers and practitioners everywhere." (Dr. Eamonn Murphy, Director, National Centre for Quality Management University of Limerick, Ireland)

From the Inside Flap

In 1993, the world–renowned Center for Quality of Management embarked on a profoundly important six–year study of how organizations improve throughout America. The results will permanently alter thinking about what constitutes organizational excellence. Contrary to expectations, the authors found that successful systems of management differed radically. The Ritz–Carlton Hotels, for instance, couldn′t apply the prescriptions that worked so well at Teradyne, the world′s leading maker of semiconductor test devices. And at a spectacularly successful public school district, the system differed even more. Yet at the core of each was something universal and unbelievably powerful: Each organization had developed its own particular way of executing the scientific method. Each had found its own ways of gathering data, developing theories, testing the theories, and finally documenting and sharing results. Each organization′s scientific method was unique, much as the methods of each successful discipline within the sciences are unique. But less successful organizations had nothing comparable. For the first time, readers go behind the scenes at Teradyne, Hewlett–Packard, Eastman Chemical, Ritz–Carlton, Intermountain Health Care, the U.S. Navy, and Synetics, among others, to observe firsthand how they achieved their well–known successes. In Integrated Management Systems, authors Lee, Shiba, and Wood–all noted experts in integrated management and learning systems–explore the lessons learned from the CQM study. They explain how managers can create their own integrated management systems. They reveal the weaknesses that prevent effective integrated management systems from emerging in America. And they describe key ideas and tools managers can use in developing their own systems. Integrated Management Systems will be a source of inspiration and ideas for all kinds of managers and planners in for–profit and nonprofit organizations alike.

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Most Helpful Customer Reviews
5.0 out of 5 stars IMS Book 4 April 2011
Book was described as good condition, however I would describe as excellent at minimum. Delivered within a timely manner, even though this was dispatched from the States to UK.
Thank you !!
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Amazon.com: 5.0 out of 5 stars  1 review
10 of 10 people found the following review helpful
5.0 out of 5 stars Don't know what to do without the hero-leader - read this 30 Nov 1999
By Jamie Flinchbaugh - Published on Amazon.com
If you read this book in conjunction with Kent Bowen's Harvard Business Review article 'Decoding the DNA of the Toyota Production System (Sept. Oct. 1999) you will get more out of both. The language and case studies are a little different, but the purpose is the same: to develop a system to utilize the scientific method in problem solving at every level of the organization. This book can take you through this complex world and tie together all the fragments we've been studying for years. Whether it's called lean manufacturing or operating systems or TQM, they are all systems that tie tools together in a common purpose. Understand: (1) how to tie it together, (2) how to teach and learn about it, and (3) how to implement it. This isn't a book with just one idea rehashed over and over; the devil is in the details, and this is filled with useful details that have been tested and proven effective. Before you set about trying to change or design your organization, read this book first. The only thing that I would have liked to see to make it better is a chapter on Toyota, the most benchmarked Integrated Management System in the world.
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