| Preface | |
| Ch. 1 | Global Competitiveness and the Emerging Paradigm | 1 |
| Ch. 2 | TQM and the Foundation of the Emerging Paradigm | 40 |
| Ch. 3 | Organizational Culture and Paradigm Shift | 87 |
| Ch. 4 | Management Role Responsibilities | 130 |
| Ch. 5 | Concepts of Customer Value | 170 |
| Ch. 6 | Strategic Management and the Emerging Paradigm | 209 |
| Ch. 7 | Measuring Customer Value | 253 |
| Ch. 8 | Organizing to Improve Systems | 296 |
| Ch. 9 | Variation: Interpreting its Meaning | 342 |
| Ch. 10 | Variation: Understanding Causes | 401 |
| Ch. 11 | Strategic Linkage of Operations through Employee Involvement | 444 |
| Ch. 12 | Cultural Change and Organizational Learning | 476 |
| Case Studies: Federal Express: The Vision Made Real | 511 |
| Case Studies: IBM Rochester: The Seasons of Change | 538 |
| Case Studies: John Young: Hewlett-Packard's Champion of Change | 575 |
| Case Studies: St. Mary's Continuous Quality Improvement | 596 |
| Case Studies: Toyota, Part I: The Standardization of Culture | 620 |
| Case Studies: Toyota, Part II: Customer Satisfaction Measurement | 642 |
| Case Studies: Toyota, Part III: Toyota Production System and Kaizen | 663 |
| Case Studies: Toyota, Part IV: The Culture of Standardization | 678 |
| Case Studies: Xerox, Part I: Establishing the Vision | 710 |
| Case Studies: Xerox, Part II: Realizing the Vision | 731 |
| Case Studies: Xerox, Part III: Accomplishing Behavioral Change | 754 |
| Case Studies: Xerox, Part IV: Xerox 2000: Putting It Together "Building the New Xerox" | 755 |
| Glossary | 791 |
| Indexes | |
| Name and Company Index | 799 |
| Subject Index | 805 |
Format: Textbook Hardcover, 790 pages
