Skip to:Content
|
Bottom
Cover image for High performance operations : leverage compliance to lower costs, increase profits, and gain competitive advantage
Title:
High performance operations : leverage compliance to lower costs, increase profits, and gain competitive advantage
Personal Author:
Physical Description:
xix, 246 pages : illustrations ; 24 cm.
ISBN:
9780132779883

Available:*

Library
Item Barcode
Call Number
Material Type
Item Category 1
Status
Searching...
35000000001788 HD58.9 G593 2012 Open Access Book Book
Searching...
Searching...
30000010293351 HD58.9 G593 2012 Open Access Book Book
Searching...

On Order

Summary

Summary

Companies in highly regulated industries face unique challenges in optimizing business performance and profitability while maintaining strong governance and strict regulatory adherence. In High Performance Operations, leading business performance consultant Hillel Glazer shows how to achieve these goals through the successful integration of lean- and systems thinking. Writing for a broad audience of operations and governance executives, Glazer shows how to systematically incorporate compliance into planning for overall performance, value, and profitability, rather than viewing compliance practices as an end in itself. Glazer helps you discover and implement the pre-conditions for success uncover the secret sauce that helps you scale their successes, eliminate single points of failure, and get more of what went right define what value and operational excellence look like in your company, and identify the costs you'll have to pay to achieve them create solutions, establish proof-of-performance, justify investments, measure performance, and implement continuous improvement translate solutions into working policies, patterns, processes, and procedures.Using this book's proven techniques, you can build your company into the best place to work, the best value to your customers and the best source of return to your stakeholders. An indispensable resource for all operations managers, compliance teams, process control managers, and other decision-makers in regulated industries such as healthcare, pharmaceuticals, manufacturing, IT, finance, and environmental services.


Author Notes

Hillel Glazer is Founder, Principal, and CEO of Entinex, a consulting firm that focuses on helping companies achieve world-class levels of operational excellence. Also an SEI Visiting Scientist at Carnegie Mellon University, he is one of the few CMMI High Maturity Lead Appraisers and CMMI Instructors working with agile teams to successfully harmonize lean-thinking and systems-thinking within highly-regulated companies. His contributions have appeared in many publications, including the recent Addison-Wesley books, CMMI for Services, Second Edition ; CMMI for Development, Third Edition ; and Integrating CMMI and Agile Development .


Table of Contents

Acknowledgmentsp. xv
About the Authorp. xx
Chapter 1 Flying a Businessp. 1
A Lesson from Flyingp. 1
A Lesson for Businessp. 5
Chapter 2 The Approach: An Overviewp. 9
Giving Away the Goodsp. 9
You Need All the Partsp. 10
Seeing the Parts and How They Fit Togetherp. 11
A Few Words about Systems Engineeringp. 12
The Approach, with a Pricep. 14
Once More with Feelingp. 16
Summary, Up-Frontp. 16
Chapter 3 The Bureaucracy of Compliancep. 21
Understand the Needp. 21
Examine the System Componentsp. 23
Properties, Contexts, and Conditions of Compliancep. 24
Limitations, Constraints, and Expectations of Compliancep. 27
Chapter 4 High Performance of Excellencep. 33
Competing Interests and the Solutionp. 33
Becoming a High Performance Operationp. 34
A Compliance Focus = Profit Dragp. 36
Dealing with Dragp. 39
Chapter 5 Regulation and Compliancep. 45
Business Performance Versus Bureaucracyp. 45
Business Requirements Versus Business Performancep. 46
Time, Quality and Money (The NewTQ$)p. 47
Knowing Why We Do What We Dop. 50
Where Are the Issues?p. 52
Different Flavors of Compliancep. 53
Chapter 6 The Man Versus The Moneyp. 57
Painted into a Cornerp. 57
Compliance at the Expense of Profitp. 60
Is This Really Costing Us Money?p. 62
Where This Bus Is Goingp. 64
Chapter 7 Focusing on the Wrong Targetp. 69
Good Landings and a Mistaken Snapshotp. 69
What Not to Focus Onp. 71
How to Do It Properlyp. 73
What Are These Practices You Speak Of?p. 75
So What Do We Focus On?p. 76
Chapter 8 Secret Saucep. 81
A Quick Reflectionp. 81
Birds, Bees, Chickens, and Eggsp. 85
The Wisdom of Compliancep. 88
Chapter 9 Value, Customer Satisfaction, Profitp. 95
Use with Carep. 95
Value's Many Facesp. 95
Value Streamp. 97
Customer Perspectivep. 98
Operation's Futurep. 100
Being Less Valuedp. 100
Value Stream as Distinct from Work Stream and Bureaucracyp. 101
Customer Satisfactionp. 103
Profitp. 104
Chapter 10 The Solution: Defining and Sustaining Valuep. 109
The Goalp. 109
With the End in Mindp. 111
Here's How to Identify Your Operational Systemp. 112
Home Basep. 115
Sustaining Value = Quantitatively Managing Performancep. 117
Chapter 11 Operational Excellencep. 123
A Definition for Operational Excellencep. 123
What You Don't Know Can Hurt Youp. 126
Decisions without Datap. 128
Chapter 12 Servicesp. 135
Connecting the High Performance Operation's Componentsp. 135
Service and Valuep. 139
Services, Value, and Flowp. 141
Services in the Work Systemp. 144
Chapter 13 The Pricep. 147
Not Exactly Your First Born, Butp. 147
Leadershipp. 147
Culturep. 150
Trustp. 152
Autonomyp. 156
Learning and Communicationp. 158
Chapter 14 Systems Thinking and Process Engineeringp. 161
Basis of Systems Thinkingp. 161
Process (Systems Engineering) Top Levelp. 163
Business Cycle Componentp. 167
Customer Activitiesp. 168
Execution Activitiesp. 168
Day-to-Day Activitiesp. 169
Work Effort Cyclesp. 170
Process Cyclesp. 172
Before Moving Onp. 174
Chapter 15 Operational Excellence, Take 2p. 177
The Engine in Systems Engineeringp. 177
Collecting Requirementsp. 178
Applying and Integrating Standardsp. 180
Architecting Process Solutionsp. 181
Designing and Deploying the Processesp. 183
All Put Togetherp. 187
Chapter 16 Sanity Checks and Fringe Conceptsp. 191
Sanity Checksp. 191
Testing for (Business) Performancep. 193
Testing for (Process) Improvementp. 196
Fringe Conceptsp. 198
Chapter 17 Finishing Touchesp. 203
Process Architecture for High Performance Operationsp. 203
Values, Principles, and Practicesp. 203
Policies, Patterns, Processes, and Proceduresp. 209
Parting Shotsp. 213
Chapter 18 Back to the Future: A Retrospectivep. 217
What It Looks Like When It All Worksp. 217
Recommended Readingp. 235
Blogs and Twitterp. 236
Indexp. 237
Go to:Top of Page