War On Waste

A quality revolution is taking place in many western organizations. This revolution is drastically cutting costs increasing quality & productivity & making its supporters more competitive. Many people now understand the need for a systematic approach to quality but just don't know how to go about it. This practical book will guide you through an organized process to achieve continuous improvement in all functions, not just manufacturing. It shows, with case studies, how to lead the necessary changes, including major management innovations (reengineering). It also provides detailed instructions about how to analyze work, find the waste & how to eliminate it. This is a book that tells you what to do & how to do it. Bill Conway's approach is practical, not academic. It was developed initially while he was Chief Executive of a Fortune 500 company. Starting in 1979, he worked closely with Dr. W. Edwards Deming & led the change to a culture of continuous improvement. As head of Conway Quality Inc., he has continued to refine the process of change to make it applicable to all the functions & every type of organization. For ordering information call 1-800-359-0099.

Waste-eliminating, performance-improvement weapons Discover the best ways to overcome todayÆs most stubborn business issues: waste of resources, personnel, and opportunity. Performance Improvement Methods, by H. James Harrington and Kenneth C. Lomax, details the 85 most effective performance-enhancing weapons you can use to get the most from the least, and get the jump on your competitors. You'll learn about activity-based costing...design of experiments...failure mode and effect analysis...matrix data analysis...process benchmarking, redesign,and reengineering...QFD...simulation modeling...the six-sigma system...value-added analysis...and all the other strategies performance experts have identified as the best ways to promote efficiency and productivity, and maximize opportunities in every arena. This book/CD-ROM package gives you ready-to-download sample forms, agreements and analyses, plus exercises, games,definitions, case histories and more that help you put these creative and efficient tools to work.

During the past fifty years, the Congresses and presidents of the United States have made many efforts to improve the performance of the federal government. In this book, a leading expert in public management examines the most important reform statutes passed and concludes that the problem is not too little reform but too much. Paul Light explains that Congress and the presidency have never decided whether they trust government and its employees to do their jobs well, and so they have moved back and forth over the decades between four reform philosophies: scientific management, war on waste, watchful eye, and liberation management. These four philosophies, argues Light, operate with different goals, implementation strategies, and impacts. Yet reform initiatives draw on one or another of them almost at random, often canceling out the potential benefits of a particular statute by passing a contradictory statute soon afterward. Light shows that as the public has become increasingly distrustful of government, the reform agenda has favored the war on waste and watchful eye. He analyzes the consequences of these changes for the overall performance of government and offers policy recommendations for future reform approaches.