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
