Value-Directed Management: Organizations, Customers, and Quality

By Bernard Arogyaswamy; Ron P. Simmons | Go to book overview

FIGURES
Figure 1.1 Value as a Binding Force7
Figure 1.2 Integration9
Figure 2.1 The 3Cs of Value Creation18
Figure 2.2 Interfaces Among, Within, and Outside the 3Cs26
Figure 2.3 Value Components and Capabilities28
Figure 2.4 Implementing the Component-Capability Technique31
Figure 3.1 Value Sharing Between Existing and New Products44
Figure 4.1 Pooled Interdependence61
Figure 4.2 Sequential Interdependence61
Figure 4.3 Reciprocal Interdependence62
Figure 4.4 Inventory as Buffer64
Figure 4.5 Cellular and Process Layouts68
Figure 4.6 Intensifying Interdependence Through Kanban69
Figure 4.7 Tight Linkage in Value Conceptualization72
Figure 4.8 The Customer-Research Connection73
Figure 4.9 The Cycle of Value74
Figure 4.10 Interdependence--A Look Back75
Figure 5.1 Holography85
Figure 5.2 Functional Framework for Organization88
Figure 5.3 Porous Value Chains96
Figure 5.4 Integration--A Look Back98
Figure 6.1 Typical Organizational Hierarchy106

-xi-

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Value-Directed Management: Organizations, Customers, and Quality
Table of contents

Table of contents

  • Title Page iii
  • Contents vii
  • Figures xi
  • Preface xiii
  • Acknowledgements xvii
  • 1 - Foul Play or Fair Game? 1
  • Notes 11
  • 2 - The Many Faces of Value 15
  • Notes 33
  • 3 - A Strategy and Vision of Value 37
  • Notes 53
  • 4 - Interdependence: Eliminating Insulation 57
  • Notes 76
  • 5 - Integration: Creating a Shared Vision of Value 79
  • Notes 99
  • 6 - Involvement: Power Out, Value In 103
  • Notes 122
  • 7 - In Graining: Practical Ideals 125
  • Notes 159
  • Notes 177
  • 9 - Indicators: Evaluating the Ins 179
  • Notes 205
  • 10 209
  • Notes 214
  • Selected Bibliography 217
  • Index 223
  • About the Authors 231
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