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Firing on All Cylinders Table of Contents

Chapter One

THE SERVICE/QUALITY REVOLUTION

  • The Emergence of Total Quality Management
  • The Japanese Miracle: Made in the USA
  • The New Service Battleground
  • The Service/Quality Revolution: The Results Are Overwhelming
  • America Focuses on Service/Quality
  • The Revolution Can Dramatically Improve Our World

Chapter Two

WHAT IS “SERVICE/QUALITY”?

  • Using the Customer’s Yardstick
  • The Three Rings of Perceived Value
  • It’s a Total Experience: Customers See One Big Ring
  • Service, Quality, and Organization Development

Chapter Three

RICOCHETS, RECOVERIES, AND BRIDGES

  • Recoveries
  • The Cost of Quality
  • Bridges: Fixing Processes, Not Problems
  • Continuous Improvement: The Endless Journey

Chapter Four

DYSFUNCTIONAL ASSUMPTIONS

  • Values and Beliefs
  • “Quality Hostile” Assumptions
  • Core Dysfunctional Assumptions
  • Take a Long Look in the Mirror

Chapter Five

A NEW ORGANIZATIONAL PARADIGM

  • Voluntarism: External Service/Quality Equals Internal Service/Quality
  • Employee Involvement
  • Involved and Empowered through Teams
  • Turning Your Organization Upside Down
  • Smashing Chimneys and Flattening Hierarchies
  • The New Organizational Paradigm
  • Reshaping Management Roles
  • New Skills for New Roles
  • Moving to the New Paradigm

Chapter Six

AT THE SERVICE/QUALITY CROSSROADS

  • Which Road Will You Choose?
  • Too Many Programs, Too Many “BOHICAs”
  • The Cultural Change Road
  • Mapping the Terrain
  • Building a High-Service/Quality Culture

Chapter Seven

CYLINDER ONE: SIGNALING COMMITMENT

  • They See You Loud and Clear
  • The Rhetoric/Reality Gap
  • They Are Getting Your Message
  • Signaling Opportunities
  • Unconscious Incompetence
  • Examples of Signaling Commitment
  • Common Pitfalls and Traps to Signaling Commitment

Chapter Eight

CYLINDER TWO: LISTENING TO INTERNAL/EXTERNAL CUSTOMERS

  • Listening Sharpens Your Edge
  • External Customer Listening
  • Quality Function Deployment
  • Internal Customer Listening
  • Looking in on Good Customer Listening
  • Common Listening Pitfalls and Traps

Chapter Nine

CYLINDER THREE: EDUCATION AND AWARENESS

  • Seeing the Big Picture
  • Internal Marketing and Communications
  • Continuous Learning
  • Executive Signaling
  • Examples of Education and Awareness
  • Common Pitfalls and Traps to Education and Awareness

Chapter Ten

CYLINDER FOUR: HIRING AND ORIENTING

  • Only the Finest Ingredients
  • Hiring Right the First Time
  • Off to a Strong Start
  • Promotion, Demotion, and Dismissal
  • Hiring and Orienting in Action
  • Common Pitfalls and Traps to Hiring and Orienting

Chapter Eleven

DEVELOPING THE SKILLS TO GO THE DISTANCE

  • The Training Investment Is Huge
  • Education and Skills: Knowing Isn’t Doing
  • What Skills Are Needed?
  • How Are Skills Developed?

Chapter Twelve

CYLINDER FIVE: PERSONAL SKILLS

  • The Role of Personal Skills
  • Understanding Personal Skills
  • The Customer-Supplier Chain
  • Personal Skills in Action
  • Common Traps to Developing Personal Skills

Chapter Thirteen

CYLINDER SIX: COACHING SKILLS

  • Why Coaching Skills Are So Critical
  • Why Aren’t Supervisors, Managers, and Executives Better Coaches?
  • An Overview of Key Coaching Skills
  • Coaching Skills in Action
  • Common Pitfalls and Traps to Developing Coaching Skills

Chapter Fourteen

CYLINDER SEVEN: TEAM SKILLS

  • Team Skills for Both Members and Leaders
  • The Need for Team Leadership Skills
  • Effective Team Leadership Redefines Management Roles
  • An Overview of Team Leadership Skills
  • Team Skills in Action
  • Common Pitfalls and Traps to Developing Team Skills

Chapter Fifteen

CYLINDER EIGHT: SYSTEMS

  • Aligning Systems around Your Customers
  • Systems and Processes Are Intertwined
  • An Overview of Key Systems
  • Realigning Your Systems
  • Examples of Systems Alignment
  • Common Pitfalls and Traps to Aligning Systems

Chapter Sixteen

CYLINDER NINE: REWARD AND RECOGNITION

  • Financial Rewards
  • Recognition
  • Recognition Strategies
  • Keys to Effective Reward and Recognition
  • Examples of Reward Systems and Recognition Strategies
  • Common Reward and Recognition Pitfalls and Traps

Chapter Seventeen

CYLINDER 10: IMPROVEMENT ACTIVITIES

  • Process Management
  • Types of Teams
  • The Elements of Success
  • Getting Improvement Teams Started
  • Examples of Improvement Activities
  • Common Improvement Activities Pitfalls and Traps

Chapter Eighteen

CYLINDER 11: STANDARDS AND MEASURES

  • The Bottom Line Is History
  • Types of Measures
  • Examples of Standards and Measures
  • Common Standards and Measures Pitfalls and Traps

Chapter Nineteen

CYLINDER 12: MARKETING STRATEGIES

  • Part One: Strategy Determines Your Destination
  • Segmentation and Strategic Niches
  • Differentiation
  • Part Two: Marketing to Expand Your Customers’ Perception of Value
  • Today’s Most Powerful Advertising
  • Inside-Out Marketing
  • Managing Customer Expectations
  • From Strategic Planning to Strategic Opportunism
  • Examples of Segmentation, Niches, and Differentiation
  • Too Many Examples of Marketing to Expand Customer Perceptions Are Empty Promises
  • Common Marketing Strategy Pitfalls and Traps

Chapter Twenty

DEPLOYMENT: INFRASTRUCTURE, PLANNING AND REPORTING, AND ASSIGNED RESPONSIBILITIES

  • The Need for a Strong Deployment Process
  • Infrastructure
  • Planning
  • Reporting
  • Assigned Responsibilities

Chapter Twenty-One

GETTING IT TOGETHER

  • Failure and Avoidance Modes
  • Rolling Out the Improvement Process
  • The Continuous Journey: A Long-Term Implementation
  • Great Beginnings: Getting Off to a Strong Start
  • Quality Awards and Audits
  • Wiring for Success

Chapter Twenty-Two

LET’S END WITH YOUR BEGINNING

  • Assessing Management Commitment
  • Choosing a Guide for the Journey
  • What We Get Is What We See
  • Organizational Visioning

Notes

Index

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