Business Partnering for Continuous Improvement

If you want to make the drive for quality, productivity, and profit improvement a permanent feature of your organization, the concept of "partnering"--building alliances among employees, suppliers, and customers--must become an integral part of every activity, write Charles Poirier and William Houser. Every employee must see every other employee as a partner instead of a competitor. Similarly, every supplier and customer must be recognized as a potential ally for improvement, not just a source of goods or income. Poirier and Houser give detailed action studies of companies that have made the transition, and provide the tools to make similar changes in your own organization.1. Why Continuous Improvement and Business Partnering?
2. The Continuous Improvement Model
3. The Business Partnering Process
4. The Role of Management
5. How to Get Started
6. How to Overcome Obstacles
7. Internal Business Partnering
8. Business Partnering with Suppliers
9. Business Partnering with Customers
10. Partnering in ActionCharles C. Poirier is the recognized expert on supply chain management and is a partner in the CSC National Supply Chain Practice. He is an industry veteran with nearly forty years' experience in a variety of positions, including CEO of a $450 million company.
William F. Houser is director of productivity and quality of Tenneco, Inc. which is one of the 30 largest industrial companies in the united states. He is coauthor of Business Partnering for Continuous Improvement.