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Aimed at middle- and senior-level managers, this book discusses the tools and techniques of swift and continuous organizational change. Harrington's new process model integrates all the basic quality improvement methodologies to save time, simplify tasks, save money and avoid duplication of effort.

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• Introduction
• Adapting to the Changing Times
• Making Change Happen
• What is Total Improvement Management
• The Improvement Process
• Why Measure?
• Activity 1 Upper Management Commitment
• Activity 2 Business Plans
• Activity 3 Environment Change Plans
• Activity 4 Change Management Plans
• Activity 5 Customer Partnerships
• Activity 6 Quality Systems
• Activity 7 Management Participation
• Activity 8 Team Problem Solving
• Activity 9 Individual Excellence
• Activity 10 Business Processes
• Activity 11 Product/Service Processes
• Activity 12 Supplier Partnerships
• Activity 13 Measurements
• Activity 14 Systems Assurance
• Activity 15 Rewards and Recognition
• Total Quality Management Overview
• Total Production Management Overview
• Total Cost Management Overview
• Total Technology Management Overview IEEE
• Summary

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Library Journal Review

Harrington (Business Process Improvement, McGraw, 1991) steers clear of the gobbledygook found in the more esoteric publications as well as the simplistic popular press. His work is a plain-English presentation of the state (and future state) of the practice of business improvement processes encompassing the entire business enterprise. It covers a good deal of territory, ranging from ISO (International Standards Organization) to TQM (Total Quality Management). Though necessary, acronyms abound. Harrington has considerable insight and offers and supports his opinions with numerous real-life examples. His portrayals of "winners," "losers," and "survivors" is trenchant and provides a summary of the material discussed. A good book; recommended for public library collections.-Steven Silkunas, Southeastern Pennsylvania Transit Authority, Philadelphia (c) Copyright 2010. Library Journals LLC, a wholly owned subsidiary of Media Source, Inc. No redistribution permitted.

CHOICE Review

Total Improvement Management is unique among management prescriptives because it does not tout itself as a panacea for the ills of all organizations, but rather acknowledges that no one single method can address all the management needs of a business. Harrington states that to optimize organizational performance it is necessary to blend elements of total quality management, total resource management, total productivity management, total technology management, and total performance management. To attain this goal, the authors dissect these current and emerging methodologies and restructure their individual parts into a new model called Total Improvement Management (TIM). The essence of this new approach is the representation of how value can and must be created for all stakeholders of an enterprise. Each of the 15 chapters is graphically identified as a block in the TIM pyramid. Although the issues addressed are not new, they are presented in a format and style that add new insight into traditional management challenges. Upper-division undergraduate through professional. E. Garaventa; College of Staten Island, CUNY

Booklist Review

A timely, well-written book such as this is needed by the majority of organizations in the mid-1990s. H. James Harrington (with his coauthor) draws on his 40 years of IBM experiences and more-recent Ernst & Young consulting experiences in quality management. Using specific examples from IBM, GM, and others, this volume demonstrates that companies must utilize an array of quality methods to stay competitive; focusing on only one quality method, such as total quality management (TQM), does not lead to effective organizational change. The book's introduction and overview set the stage through a 12-step win-win scenario of total improvement management (TIM) and a stakeholder approach that presents a total business management (TBM) outer circle model that includes five other quality methods. The 15 chapters address specific topics, such as leadership required for change, planning, the environment, customer focus, management participation, team building, individual excellence, suppliers, operational processes, and product processes. Written for middle- and upper-level managers, Total Improvement Management illustrates how to combine the many improvement methods to best use available resources and optimize total performance. ~--Joseph Leonard