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