Table of Contents for Complex Service Delivery Processes : Strategy to Operations


List of Figures and Tables
xiii
Major Abbreviations xxi
Preface to the Second Edition xxiii
Preface to the First Edition xxv
Acknowledgment xxxi
Part I The Conceptual Framework Linking Strategy and Operations
1(172)
Chapter 1 Toward Value and Strategic Advantage through Rigorous Execution
3(30)
1.1 The Execution Challenge and the Need for Rigor
3(2)
1.2 Whether You Are Rolling, Flying, or Sailing, Good Processes Are Required for a Smooth Ride
5(5)
1.3 The Dimensions of the Learning Organization
10(13)
1.4 Managing Processes in Complex Services
23(2)
1.5 Structure of the Book
25(3)
1.6 Summary
28(5)
Exercises
28(5)
Chapter 2 The Nature of Value
33(38)
2.1 Quality of service
34(9)
2.2 The Customer Value Equation
43(4)
2.3 Positioning in Professional Services
47(12)
2.4 Positioning in the Labor Market
59(6)
2.5 Managing the Shareholder Value Equation---EVA
65(1)
2.6 Summary
66(5)
Exercises
67(4)
Chapter 3 The Nature of Processes
71(40)
3.1 What Is a Process?
71(17)
3.2 Exploring the Process Space
88(6)
3.3 Chain of Commitment
94(8)
3.4 Processes: at the Heart of Value Creation and Learning
102(5)
3.5 Summary
107(4)
Exercises
107(4)
Chapter 4 Think Globally, Act Locally
111(34)
4.1 Business Model and Strategy in Professional Services
111(9)
4.2 Service Strategy: the Process Connection
120(8)
4.3 Better Understanding Processes to Ensure Strategic Fit
128(9)
4.4 The Learning Organization
137(2)
4.5 Summary
139(6)
Exercises
140(5)
Chapter 5 Professional Service Delivery Processes
145(28)
5.1 Classifying Professional Services
145(2)
5.2 The Professional Service Experience
147(3)
5.3 Leadership and Respect at the Moment of Truth
150(2)
5.4 Delivering the Professional Service Experience
152(9)
5.5 Three Short Cases
161(10)
5.6 Summary
171(2)
Exercises
172(1)
Part II Methodologies and Techniques to Achieve Operational Excellence
173(184)
Chapter 6 Managing a Process
175(36)
6.1 Variation and Process Control
175(8)
6.2 Process Control---a Systems View
183(4)
6.3 Process Control in Professional Services
187(19)
6.4 Summary
206(5)
Exercises
206(5)
Chapter 7 Connecting Value to Processes: The Techniques
211(36)
7.1 Selecting the Right Process
212(1)
7.2 Identify Processes and Evaluate Their Impact on Key Metrics
213(3)
7.3 Select Processes on the Basis of Salience and Performance
216(6)
7.4 Process Mission: a Hinge between Strategy and Operation
222(2)
7.5 Scoping a Process for Improvement or Design
224(18)
7.6 Summary
242(5)
Exercises
243(4)
Chapter 8 The Learning Cycle and the Kaizen Event
247(24)
8.1 The Learning Cycle: "Moving" Processes
247(2)
8.2 Process Problems
249(4)
8.3 Change Vehicles
253(2)
8.4 The Kaizen Event
255(12)
8.5 The Match
267(1)
8.6 Conclusion
268(3)
Exercises
269(2)
Chapter 9 Doing Things Better: Improving an Existing Process
271(44)
9.1 High-Level View of the Improvement Methodology
271(2)
9.2 Background
273(2)
9.3 Define
275(4)
9.4 Measure
279(5)
9.5 Analyze
284(20)
9.6 Improve
304(7)
9.7 Control
311(1)
9.8 Understanding the DMAIC Methodology
312(2)
9.9 Summary
314(1)
Exercises
314(1)
Chapter 10 Doing Things Right the First Time: Designing a Process That Works
315(42)
10.1 High-Level View of the Design Methodology and Project Setup
315(5)
10.2 Define
320(3)
10.3 Characterize
323(9)
10.4 Design
332(17)
10.5 Verify
349(1)
10.6 Understanding the Design Methodology
350(4)
10.7 Comparing DCDV and DMAIC
354(1)
10.8 Summary
355(2)
Exercises
355(2)
Part III Ingredients and Recipes for Corporate and Personal Change Initiatives
357(54)
Chapter 11 The Approaches to and Practice of Continuous Improvement
359(28)
11.1 The Practice of Continuous Improvement
359(1)
11.2 Approaches to Continuous Improvement
360(10)
11.3 What to Do About These Initiatives
370(1)
11.4 Emerging Paradigm---the Learning Organization
371(12)
11.5 Charting a Course toward Becoming a Learning Organization
383(2)
11.6 Summary
385(2)
Exercises
386(1)
Chapter 12 Personal Processes: Wellness and the One-Person Business
387(24)
12.1 The One -- Person Business
388(5)
12.2 Wellness
393(9)
12.3 Changing Other Personal Processes
402(3)
12.4 Conclusion
405(6)
Exercises
409(2)
Appendix A Preparing an "1" Chart 411(2)
Appendix B Specifying the Effect of Each Offering on the Client: The Kano Model 413(4)
References 417(4)
Index 421