Review
"We are seeing real change and results that will be long-lasting because they are altering the core infrastructure of our organization." —Charon Flynn-Hollander, Associate Hospital Director for Patient Care, Stanford University Hospital
"Using Jim's method made a difference from the customer's pont of view. We shortened cycle times -- like the time it took to process a loan -- which was very important to customers. We were able to show a measurable, positive effect on the way we did business" —Richard Conniff, President and CEO, California Business Bank
"If gave us a breakthrough perspective on how the organization functions. It enabled us to focus on the key processes as the patient sees them...It is not a fad -- we're still using it more than four years later." —Dr. David Druker, COO, Palo Alto Foundation
"The Process Profile[registration mark] got the organization to think about how processes flwo across the organization. This was a new idea...It focuses you on the data that are important to customers." —Chris Menicou, Director, Digital Quality, LTX Trillium
"When you measure it, it becomes important. And once you've used Jim's Process Profile[registration mark] diagram to define the process, you've created the ability to measure the process." —Rober Hite, COO, Dominican Santa Cruz Hospital
"This way of looking at defects and quality -- from the customer's perspective -- makes sense to us, and we're applying these principles every day." —Lisa Kalmbach, President, Kaufman and Broad -- Soputh Bay, Inc.
"Customer Quality Improvement allows you to begin changing the perception of what is and how to judge it. You may be doing this fantastic job on something, but it may not be what's expected...you learn that there may be another way to do it. Even though you may have done it a certain way for the past many years, you begin to think you might do it differently. This allows you to remain competitive." —Remo Cerruti, M.D., Chief of Professional Services, Washington Hospital
From the Inside Flap
How to you put your customers in the driver's seat?If you're a manager faced with the challenge of improving quality and customer satisfaction cost-effectively and in ways that will help your organization compete, Customer-Inspired Quality: Looking Backward Through the Telescope provides an answer to this challenge.Jim Shaw, a pioneer in transferring process-improvement techniques from manufacturing to service and administrative functions, believes that customers are in the ONLY position to define quality for any company. In Customer-Inspired Quality, he shows process owners how to systematically identify what customers really want.Customer-Inspired Quality shows you how to:- Construct a Process Profile [registration mark] to analyze work processes from the perspective of primary, secondary, and internal customers.- Establish measurements that reflect the customers' definitions of quality.- Improve and qualify a process level by level.- Conduct regular process-improvement reviews.In order to be quality leaders, organizations must understand how their customers define "quality" versions of specific products and services. Refocusing your telescope to look at your organization from the customers' point of view provides the information and inspiration you need to achieve a new level of excellence.Customer-Inspired Quality: Looking Backward Through the Telescope helps determine how our customers define quality and establishes quantifiable ways to improve processes so that we can meet -- and exceed -- customer expectations.
