What does it take to make radical or even small-but-crucial changes in an organization's efficiency? What can American industry do to become more productive? Who examines old habits, tries out new systems, and takes the inevitable flack? Everyday Heroes of the Quality Movement addresses those issues with inspiring stories about process improvement and a sympathetic tribute to the people who make change happen. Readers will find their own working lives reflected in the stories of the manager, the buyer, the engineer, the worker, the president, and the consultant. These everyday heroes are individuals who have changed perceptions. They are often unsung, and may risk their livelihood or status to stand out and oppose the old ways. Based on the late Dr. Perry Gluckman's personal experience as a consultant implementing the theories of W. Edwards Deming, these fictionalized accounts let you into the lives of six people who put themselves on the front line of the battle for quality improvement. The stories tell real experiences of people who work in America's companies, from top executives to line workers. What they have in common is the courage to imagine a better working world and the fortitude to put themselves out on a limb to achieve it.

For more than 20 years, this has been the best selling guide to software engineering for students and industry professionals alike. This edition has been completely updated and contains hundreds of new references to software tools.

The 6th volume of Green Chemical Processing considers sustainable chemistry in the context of innovative and emerging technologies, explaining how they can support the “greening” of industry processes. The American Chemical Society’s 12 Principles of Green Chemistry are woven throughout this text as well as the series to which this book belongs.

When the status quo no longer works, the contrarian perspective reigns! In this innovative business how-to, leadership expert Marcia Daszko draws on her expertise to guide leaders at any level through a three-step process to radically improve their businesses: first, recognize and stop outmoded ways of thinking that fail to move the business forward (like focusing on the bottom line, conducting performance appraisals, and searching for best practices); second, start taking steps to introduce new, innovative ways of thinking and contrarian practices (such as developing leaders with the capacity to effect change, creating an interconnected team, and seeking knowledge through questions); and finally, transform your company into a more resilient, adaptive, and united organization. Recent studies have reported that 90% of start-ups will fail. In Silicon Valley alone, this means that more than 5,400 of the current 6,000 startups will flounder and disappear. But risky and cash-strapped start-ups are not the only corporate fatalities: More than 60% of the original Fortune 500 corporations no longer exist. Given these statistics, how can organizational leaders and their employees beat the odds and survive? The only solution is to question the usual business practices, re-think how to lead and inspire, challenge the accepted beliefs, and toss out the failures to accelerate business growth and profitability. Using Marcia's three-part stop, start, transform method, readers will learn to pursue significant untapped opportunities, achieve their organization's competitive edge, and pivot, disrupt, and adapt to unexpected levels of success.

With its coverage of Food and Drug Administration regulations, international regulations, good manufacturing practices, and process analytical technology, this handbook offers complete coverage of the regulations and quality control issues that govern pharmaceutical manufacturing. In addition, the book discusses quality assurance and validation, drug stability, and contamination control, all key aspects of pharmaceutical manufacturing that are heavily influenced by regulatory guidelines. The team of expert authors offer you advice based on their own firsthand experience in all phases of pharmaceutical manufacturing.

Increasingly, the demise of many businesses and organizations is being blamed on current western management practice--which can be traced directly back to the 19th century and Frederick Taylor's theory of scientific management. Although W. Edwards Deming proposed a new, more modern philosophy of management decades ago, the western world, instead, continued to practice Taylor's philosophy--by now adulterated and corrupted many times over into a new form of its own (neo-Taylorism). This volume explores--in depth--neo-Taylorism (where it came from and what its beliefs are), Deming's philosophy (his system of profound knowledge and his 14 points), and suggests how Deming's philosophy--if adopted--could be an antidote for today's managerial ineffectiveness. Shows organization and technical managers how to change--using Deming's principles--in order to improve quality in delivered services and products and in employee satisfaction. Analyzes the flaws of Taylorism and Neo-Taylorism-- with point-by-point comparison with Deming's philosophy. Clearly explains the Deming quality philosophy from a conceptual framework that can then be applied (rather than from a recipe or case study format, which has proven to be ineffective). For Executive and Technical Managers (all industries); Quality Managers and Practitioners; Quality, Productivity, Organizational Development Consultants.

Partial ContentsI Managing Yourself- Why Congruence Is Essential to Managing- Choosing Management- Styles of Coping- Transforming Incongruence into Congruence- Moving Toward CongruenceII Managing Others- Analyzing the Manager's Job- Recognizing Preference Differences- Temperament Differences- Recognizing Differences As Assets- Patterns of Incongruence- The Technology of Human BehaviorIII Achieving Congruent Management- Curing the Addiction to Incongruence- Ending the Placating Addiction- Ending the Blaming Addiction- Engaging the Other- Reframing the Context- Informative FeedbackIV Managing the Team Context- Why Teams?- Growing Teams- Managing in a Team Environment- Starting and Ending TeamsV EpilogueAppendicesA: Diagram of EffectsB: Satir Interaction ModelC: Software Engineering Cultural PatternsD: Control ModelsE: Three Observer PositionsNotesListing of Laws, Rules, and PrinciplesAuthor IndexSubject Index