| Description |
1 online resource (279 pages) |
| Note |
"A Productivity Press book." |
| Bibliography |
Includes bibliographical references and index. |
| Contents |
Cover -- Half Title -- Title Page -- Copyright Page -- Dedication -- Table of Contents -- Foreword -- Acknowledgments -- Authors -- Section I Description of The Best-Tool -- Chapter 1 Introduction -- 1.1 Why a Book on the Subject of "Best Practice"? -- 1.2 What Are the Advantages of the Application of the BEST-Method and BEST-Tool for the Reader? -- 1.3 But There Is More ... -- 1.4 Additional Applications of the BEST-Tool -- 1.5 The Book Focuses on Two Potential Audiences for Three Major Purposes -- 1.6 Benchmarking, Best Practices, and Excellent Results |
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1.7 Objectives, Benchmarking, and Definitions -- 1.8 BEST-Method and BEST-Tool -- 1.9 Structure of the Book -- Chapter 2 The BEST-Method -- 2.1 Definition of Best Practice -- 2.2 Key Concepts in the Definition of a Best Practice -- 2.3 Characteristics of a Best Practice -- 2.4 Best Practice versus Best Technical Product -- 2.5 BEST-Method and BEST-Tool -- 2.6 Documenting a Best Practice -- 2.7 Measurement of Excellence -- 2.8 Enabler -- 2.9 The PDCA-Method -- 2.10 Results -- 2.11 Organizational Maturity -- 2.12 Benefits of the BEST-Tool -- 2.13 Use of Case Studies for Demonstrating the BEST-Tool |
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2.14 Why We Use Older Case Studies -- 2.15 Conclusion -- Chapter 3 The BEST-Tool: Checklist of Criteria for the Assessment of a Best Practice -- 3.1 Assessment of the Approaches Used in a Best Practice -- 3.1.1 Enabler -- 3.1.2 Plan -- 3.1.3 Do -- 3.1.4 Check -- 3.1.5 Act -- 3.2 Assessment of the Achieved Results -- 3.2.1 Results -- 3.2.2 Test of Results Criteria on a Real-Life Example -- 3.2.3 Conclusion -- 3.3 Assessment of the Management of the Best Practice Process -- 3.3.1 Definition of a Process -- 3.4 Assessment of the Format of a Best Practice |
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3.5 Use of the BEST-Tool (Complete and Detailed Checklist) -- 3.6 Use of the BEST Quick Scan Tool -- 3.7 Experiences, Tips, and Tricks -- 3.7.1 Incomplete Best Practices -- 3.7.2 Complete Best Practices -- 3.7.3 Scores -- 3.7.4 Realistic Tool -- Chapter 4 Writing a Best Practice -- 4.1 What Is a Best Practice? -- 4.2 A High-Level Sequence for Developing and Writing a Best Practice -- 4.3 Documenting a Best Practice Case Study -- 4.3.1 Title -- 4.3.2 Subject -- 4.3.3 Author -- 4.3.4 Context -- 4.3.5 Description of the Method and Results -- 4.3.6 Measurement Method -- 4.3.7 Process Description |
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4.3.8 Maturity of the Process -- 4.3.9 Key Performance Indicators (KPI) and Results -- 4.3.10 Distribution of the Results -- 4.3.11 Cause and Effect -- 4.3.12 Assessment of Enabler and Results -- 4.3.13 Limiting Conditions -- 4.3.14 Date and Revision Number -- 4.4 How Many Best Practices? -- Section II Use of The Best-Tool -- Chapter 5 Use of the Detailed BEST-Tool: Three Case Studies -- 5.1 Case Study 1 Organizational Culture Change at Lion Nathan (Australia) -- 5.1.1 Who is Lion Nathan? -- 5.1.2 Organization of Lion Nathan -- 5.1.3 History |
| Note |
5.1.4 Three Pillars of Cultural Transformation Strategy |
| Summary |
Sharing Best Practices across industries and functions is an accepted approach to continuous improvement. The Benchmarking trend of the 1990s has evolved with the help of competitive analysis, performance excellence awards, and other corporate recognition programs into an ongoing documentation of what works. Bob Camp introduced benchmarking against a Best Practice based on his work at Xerox in the 1980s. Case studies abound documenting Best Practice functions and processes. Some case studies use the words Best Practice without evidence that the process, results, or methods are, indeed, superior. What is missing is a comprehensive model for assessing and writing a Best Practice that provides sufficient information to use as an effective benchmark. This book provides that comprehensive model. Today's consumers expect products and services to be of high quality, reliable, and user-friendly. This is the result of years of continuous improvement and innovation by producers. Although many organizations strive for excellent results, there is still room for improvement. Unfortunately, leaders don't always have methods and tools to measure or assess that degree of excellence. If leaders could use a tool to discover how good their approaches and methods are, and how excellent their achieved results are, they could plan further improvements. The goal is to achieve excellent results. The tool described in this book guides leaders to achieve that excellence. |
| Biography |
Yves Van Nuland, PhD After his studies of PhD Chemistry at the University of Leuven (Belgium) (1977), Yves worked at the Belgian FDA (1978). Next, he was laboratory and quality manager at PRB (chemical industry) (1979-1988) and quality manager at UCB Chemicals in Brussels (1989-1994). As a self-employed consultant-trainer, he gives support to his customers on subjects like excellence models (EFQM and MBA), Business Process Management, KPI's and company culture. He is coauthor and editor of the book Excellent: A Guide for the Implementation of the EFQM Excellence Model. Grace L. Duffy, President Management and Performance Systems Grace provides services in organizational and process improvement, leadership, quality, customer service and teamwork. She designs and implements effective systems for business and management success. She is author of The Quality Improvement Handbook, The Executive Guide to Improvement and Change, Executive Focus: Your Life and Career, The Public Health Quality Improvement Handbook, QFD and Lean Six Sigma for Public Health, Modular kaizen: Dealing with Disruption, Tools and Applications for Starting and Sustaining Healthy Teams, The Encyclopedia of Quality Tools, The Quality Improvement Pocket Guide, and Modular Kaizen: Continuous and Breakthrough Improvement. Ms. Duffy has over 40 years experience in successful business and process management in corporate, government, education, healthcare, not for profit, and small business. She is a recognized specialist in leadership and executive performance. Grace uses her experience as President, CEO and senior manager to assist organizations and individuals in performance excellence. She is a frequently requested keynote and conference speaker on organizational and professional performance. She is an active coach and mentor to senior leaders in large corporations as well as entrepreneurs, focusing on strategic alignment of individual skills to organizational outcomes. Grace holds a Masters in Business Administration fromGeorgiaStateUniversityand a Bachelor's in Archaeology and Anthropology fromBrighamYoungUniversity. She is an American Society for Quality (ASQ) Certified Manager of Quality/Organizational Excellence, Certified Quality Improvement Associate, and Certified Quality Auditor. Grace is a Certified Lean Six Sigma Master Black Belt, and Manager of Process Improvement. Grace is a member of ASTD, ISPI and ASQ. She is an ASQ Fellow and Past Vice President within the ASQ Office of the President and 2014 recipient of the ASQ Distinguished Service Medal. |
| Subject |
Benchmarking (Management)
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Total quality management.
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Performance standards -- Management.
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Benchmarking |
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Total Quality Management |
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Étalonnage concurrentiel. |
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Qualité totale. |
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Rendement au travail -- Normes -- Gestion. |
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Benchmarking (Management) |
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Total quality management |
| Added Author |
Duffy, Grace L., author.
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| Other Form: |
Print version: Van Nuland, Yves. Validating a Best Practice : A Tool for Improvement and Benchmarking. Milton : Productivity Press, ©2020 9780367443979 |
| ISBN |
9781000090963 (electronic book) |
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1000090965 (electronic book) |
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9781003009436 (electronic book) |
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1003009433 (electronic book) |
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9781000090987 (electronic book Mobipocket) |
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1000090981 (electronic book Mobipocket) |
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9781000091007 (electronic book EPUB) |
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1000091007 (electronic book EPUB) |
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