Title page -- CIP data -- Dedication -- Table of Contents -- List of Figures and Tables -- Major Abbreviations -- Preface to the Second Edition -- Preface to the First Edition -- Acknowledgment -- Part I: The Conceptual Framework Linking Strategy and Operations -- Chapter 1: Toward Value and Strategic Advantage through Rigorous Execution -- 1.1 The Execution Challenge and the Need for Rigor -- 1.2 Whether You Are Rolling, Flying, or Sailing, Good Processes Are Required for a Smooth Ride -- 1.3 The Dimensions of the Learning Organization -- 1.4 Managing Processes in Complex Services -- 1.5 Structure of the Book -- 1.6 Summary -- Exercises -- Chapter 2: The Nature of Value -- 2.1 Quality of Service -- 2.2 The Customer Value Equation -- 2.3 Positioning in Professional Services -- 2.4 Positioning in the Labor Market -- 2.5 Managing the Shareholder Value Equation-EVA -- 2.6 Summary -- Exercises -- Chapter 3: The Nature of Processes -- 3.1 What Is a Process? -- 3.2 Exploring the Process Space -- 3.3 Chain of Commitment -- 3.4 Processes: at the Heart of Value Creation and Learning -- 3.5 Summary -- Exercises -- Chapter 4: Think Globally, Act Locally -- 4.1 Business Model and Strategy in Professional Services -- 4.2 Service Strategy: the Process Connection -- 4.3 Better Understanding Processes to Ensure Strategic Fit -- 4.4 The Learning Organization -- 4.5 Summary -- Exercises -- Chapter 5: Professional Service Delivery Processes -- 5.1 Classifying Professional Services -- 5.2 The Professional Service Experience -- 5.3 Leadership and Respect at the Moment of Truth -- 5.4 Delivering the Professional Service Experience -- 5.5 Three Short Cases -- 5.6 Summary -- Exercises -- Part II: Methodologies and Techniques to Achieve Operational Excellence -- Chapter 6: Managing a Process -- 6.1 Variation and Process Control -- 6.2 Process Control-a Systems View.

6.3 Process Control in Professional Services -- 6.4 Summary -- Exercises -- Chapter 7: Connecting Value to Processes: The Techniques -- 7.1 Selecting the Right Process -- 7.2 Identify Processes and Evaluate Their Impact on Key Metrics -- 7.3 Select Processes on the Basis of Salience and Performance -- 7.4 Process Mission: a Hinge between Strategy and Operation -- 7.5 Scoping a Process for Improvement or Design -- 7.6 Summary -- Exercises -- Chapter 8: The Learning Cycle and the Kaizen Event -- 8.1 The Learning Cycle: "Moving" Processes -- 8.2 Process Problems -- 8.3 Change Vehicles -- 8.4 The Kaizen Event -- 8.5 The Match -- 8.6 Conclusion -- Exercises -- Chapter 9: Doing Things Better: Improving an Existing Process -- 9.1 High-Level View of the Improvement Methodology -- 9.2 Background -- 9.3 Define -- 9.4 Measure -- 9.5 Analyze -- 9.6 Improve -- 9.7 Control -- 9.8 Understanding the DMAIC Methodology -- 9.9 Summary -- Exercise -- Chapter 10: Doing Things Right the First Time: Designing a Process That Works -- 10.1 High-Level View of the Design Methodology and Project Setup -- 10.2 Define -- 10.3 Characterize -- 10.4 Design -- 10.5 Verify -- 10.6 Understanding the Design Methodology -- 10.7 Comp aring DCDV and DMAIC -- 10.8 Summary -- Exercise -- Part III: Ingredients and Recipes for Corporate and Personal Change Initiatives -- Chapter 11: The Approaches to and Practice of Continuous Improvement -- 11.1 The Practice of Continuous Improvement -- 11.2 Approaches to Continuous Improvement -- 11.3 What to Do About These Initiatives -- 11.4 Emerging Paradigm-the Learning Organization -- 11.5 Charting a Course toward Becoming a Learning Organization -- 11.6 Summary -- Exercise -- Chapter 12: Personal Processes: Wellness and the One-Person Business -- 12.1 The One-Person Business -- 12.2 Wellness -- 12.3 Changing Other Personal Processes -- 12.4 Conclusion.

Exercise -- Appendix A: Preparing an "I" Chart -- Appendix B: Specifying the Effect of Each Offering on the Client: The Kano Model -- References -- Index.