Describes the continuous quality improvement (CQI) strategy, an organisation-wide approach for continually improving all processes that deliver products and services. Details the four basic principles of CQI: customer focus, process improvement, involving employees, and mobilizing both data and team knowledge to improve decision making.
Based on the original Memory Jogger, this pocket guide provides basic tools for problem solving and continuous improvement. Team techniques and collaborative decision-making tools, including the seven management and planning tools, are also included. Read it cover to cover and refer to it often.
A brief introduction to a seven-step problem-solving model counsels teams on how to tackle process problems on a system based on the Deming Plan-Do-Check-Act cycle while identifying the appropriate tools for every circumstance, in a guide complemented by real-world business examples.
This Second Edition Pocket Guide uses GOAL/QPC's detailed graphics and easy-to-understand text and icons to describe what the tools are, why they're used, and how to use them. Critical tools are explained using real-life examples from all types of organizations with problems similar to yours, making them easy for everyone to understand and apply. The Memory Jogger 2 (Second Edition) contains all the tools found in the first edition of the Memory Jogger II, plus 50 pages of new charts and detailed diagram samples, a new tool, and a case study.
Ever needed a quick reminder to one of those Six Sigma tools you were taught in Green Belt class but can't seem to find a precise description of it quickly? Then this latest addition to the GOAL/QPC Memory Jogger series is a must have. The spiral bound pocket guide follows the DMAIC model, describing the tools and techniques applicable to each phase in the renowned GOAL/QPC format: Why use it? What does it do? and How do I do it? As a quick reference, it will help keep your projects on track. As a teaching tool for team members, it has no equal; there are numerous examples, illustrations, and tips throughout the book. Comprehensive yet concise, it is written from a training perspective so that every topic and every page goes quickly to the critical point of interest. With over 100 graphics it covers topics such as, Critical To Flowdown, Measurement Systems Analysis, Rolled Throughput Yield, Process Capability, Central Limit Theorem, Hypothesis Testing, and Control Charts.
A timeless, “triumphant” (Entertainment Weekly) story of healing and recovery from the victim of a crime that shocked the nation: the Central Park Jogger. Shortly after 9:00 p.m. on April 19, 1989, a young woman jogs alone near 102nd Street in New York City's Central Park. She is attacked, raped, savagely beaten, and left for dead. Hours later she arrives at the emergency room—comatose—she has lost so much blood that her doctors believe it’s a miracle she's still alive. Meet Trisha Meili, the Central Park Jogger. I Am the Central Park Jogger recounts the mesmerizing, inspiring, often wrenching story of human strength and transcendent recovery. Called “Hero of the Month” by Glamour magazine, Meili tells us who she was before the attack—a young Wall Street professional with a promising future—and who she has become: a woman who learned how to read, write, walk, talk, and love again...and turn horrifying violence and certain death into extraordinary healing and victorious life. With “moments of unexpected grace and insights into life’s challenges….Meili’s story—the story the public never knew—is unforgettable” (The Buffalo News).
This brand new version of our original Lean Enterprise Memory Jogger applies lean concepts to both services and transactional organizations. Answer this... would your customers "without question" recommend your service to friends or associates? The Lean Enterprise Memory Jogger for Service holds the key to helping you achieve superior service levels, efficiently and effectively; while retaining desirable customers and attracting new ones. Industry has learned that traditional lean manufacturing approaches when applied to the service environment can have disastrous results. Service is not manufacturing! But service delivery does require associated resources of people, technology, methods, facilities, equipment, and so on, to be designed to meet the seemingly unpredictable demands of customers.