INDEX

A

ABB Infosystems, 41, 125

Abegglen, James, 36, 219n

Abela, 136

Accountability in management of ideas, 20, 103–104

Adams, Scott, 93, 208

Air France, 66–68

Alertness to problems and opportunities, improvement of, 186–193

Alignment of elements in organizations, mixed messages in, 111–114, 116

American Airlines, 123, 137, 142–143, 170–172, 180, 186–187

Argyris, Chris, 39, 220n

Attention to detail, importance of, 33, 37, 187–188

Attitudes of employees, ideas affecting, 198–201

Awareness of new opportunities, 24–25

B

Bad ideas as opportunities for teaching, 101, 117

Benchmarking as spur for ideas, 185–186

BIC Corporation, 2, 70, 132–133, 201–204

Big ideas attractiveness of, 13, 29–30

exploited by small ones, 43

generated by small ones, 46–52

Blair, Tony, 16

Boardman, John, 7, 111, 140, 204

Boardroom Inc., 6, 19, 21–22, 85, 96–98, 123, 125, 127–128, 130, 140, 199

Boiled Frog Syndrome, 191–192, 221n

Bonuses for rewards, 85–86, 88–89

Buhagiar, Marion, 219n, 221n

Built to Last, 185

C

Cantelmo, Thomas, 186–187

Carlson, Edward, 72

Change and need for further changes, 190–193, 194

problems and opportunities in, 40

Chuck E. Cheese, 186

Cloetta, 190–191

Collective reward systems, 87–88

Collins, Jim, 185

Comparative idea data from U.S. and Japan, 61

Competing against Time, 34, 219n

Complexity management, 36–38

Coolman and Coolman, 159–160

Cooper, Robert, 181

Corporate culture related to idea systems, 27, 114, 187–218

Crandall, Robert, 123, 187

Creativity: Beyond the Myth of Genius, 220

Crosby, Philip, 209, 210

Cultures of organizations related to idea systems, 27, 114, 187–218

Cummins Engine facility, 152

Customer complaints as sources of ideas, 181–182

Customer service, small ideas in, 30–33

Customers for Life, 186

Cycle-time reduction, 34–36, 182–183

D

da Vinci, Leonardo, 187–188, 189

Dana Corporation, 7, 19, 37–38, 43–46, 85, 88, 98, 103, 125, 129, 130, 134–135, 137, 139, 205

Danisco, 161–162, 183–184

Defense Finance and Accounting Service, 63–65, 126, 129

Denny, William, 93

Details, attention to, importance of, 33, 37, 187–188

Deutsche Post, 3–4, 5, 17, 190

Development of ideas, from awareness of problems or opportunities, 3, 9, 170–173

Disneyworld, 186

Domino’s Pizza, 185

Dresser Industries, 125, 130

Drucker, Peter, 96–98

DUBAL, 7, 110–111, 140, 204–205

E

Edelston, Martin, 96–98, 123, 127–128, 219n, 221n

Educational opportunities for employees, 183–185

Employee Involvement Association, 198

Employees awareness of problems or opportunities, 3, 9, 24–25, 170–173, 194

broadening perspectives of, 180–186, 196

idea activators for, 173–179

ideas expected from, 96–99, 115

ongoing learning and development, 183–185

relations with management, 201–204

rotation of, 180, 195

Error Cause Removal (ECR) philosophy, 212

Error-proofing training program, 174

European Quality Award, 7, 213

Evaluation of ideas, 127–130

24/72 policy in, 129, 212

F

Fairness in rewards, 70–78

Feedback on ideas, importance of, 130–131

The Fifth Discipline, 38, 220n

5S training program, 174

Focusing on problems or opportunities, 23–24, 149–168

guerrilla tactics in, 167–168

theme choices in, 159–164

40 Years, 20 Million Ideas, 10

Fraud, reward-related, 81–84

G

Gelb, Michael, 187, 189, 221n

Good Shepherd Services, 4, 25, 175–179, 181, 213–217

Gore, Al, 27

Granite Rock, 185

Grapevine Canyon Ranch, 30–33, 50–51, 69–70, 86, 130, 135, 164–165, 198–201

Guerrilla tactics for encouraging small ideas, 58

in focusing on problems or opportunities, 167–168

for getting more and better ideas, 195–196

for starting idea processes, 146–147

for management of ideas, 117–118

for reward systems, 90–91

H

Hanson, John K., 23–24, 151–152

Hayek, Friedrich, 9, 157, 219n

Helplessness, learned, 205–208

Hertzke, Bruce, 107–109, 139

“Historical and Critical Analysis of Employee Suggestion Systems in American Industry,” 221n

Honda, 189

Hout, Thomas, 34, 219n

How to Think Like Leonardo da Vinci, 187, 221n

I

Idea activators, 25, 173–179

approaches in, 180–186, 195–196

Idea systems affecting corporate cultures, 27, 114, 187–218

characteristics of, 119–147

commitment to, 121–123

ease of submitting ideas in, 124–127

encouragement in, 121–124, 144

evaluation process in, 127–130, 144

feedback in, 130–131, 144

getting more and better ideas in, 169–196

guerrilla tactics in, 58, 90–91, 117–118, 146–147, 167–168, 195–196

implementation of, 131–135, 145

performance monitored in, 141–143, 145

promotion of, 123–124

recognition and celebration in, 137–141, 145

reviews for additional potential in, 135–137, 145

submission process in, 124–127, 144

Idemitsu Kosan, 84, 125, 136

Identification of needs, importance of, 23–24, 150–151

IDEO, 190

Implementation of ideas, management of, 131–135

Institutional memory, 39

Interpersonal relations, ideas affecting, 204–205

I-Power system, 219n, 221n

J

Jagga, Krishan, 71–75, 220n

Japan, idea data in, 37, 61, 219n, 220n

at Toyota, 10

Job rotation, effects of, 180

Johnson Controls, 103, 188

Journals or notebooks for recording ideas, 189

K

Kacey Fine Furniture, 86, 162–164

Kaisha: The Japanese Corporation, 36, 219n

Kehoe, Mary Ann, 213–214

Kelleher, Herb, 154

Kerr, Steven, 17, 60, 220n

Knowledge and development of ideas, 177, 194

types of, 9

Kobayashi, Koji, 180

Kohn, Alfie, 59, 220n

Kraft foods, 189

L

Larson, Gary, 93

LaSalle Bank, 4, 125, 130, 149–151, 152, 157–158

Learned helplessness, 205–208

Learning curve, concept of, 39

Learning opportunities for employees, 183–185

organizational, 38–42

Lefresne, Jean-François, 66–68

Lewis, Marvin, 73

Lisec, James, 71–75, 220n–221n

M

MacDonald’s, 186

MacMillin Corporation, 35

Malcolm Baldrige National Quality Award, 7, 26, 27, 37, 213

Malone, Tom, 110, 209, 211–213

Management of ideas accountability in, 20, 103–104

and characteristics of good idea systems, 119–147

focusing in, 149–168

by middle managers, 104–107, 115

by senior leaders, 107–111, 115

by supervisors, 99–104, 115

Managers, rotation of, 180

Massachusetts Department of Correction, 4

Memory, institutional, 39

Metrics to monitor performance of idea systems, 141–142

Middle managers, roles in managing ideas, 104–107, 115

Milliken & Company, 6–7, 21, 42–43, 84, 98–99, 110, 122, 124, 125, 129, 137, 208–213

Milliken, Roger, 6, 110, 209–213

Minnix, William L., 216–217

Misalignment of elements in organizations, effects of, 111–114

“Modernizing Government” study, 16, 219n

Monrovia nursery, 46–48

Moran, Chris, 170–172, 180, 190

Morcott, Southwood, 98

Motivations for offering ideas, 63–66

N

National Association of Suggestion Systems, 37, 198, 219n, 220n

National Cash Register, 197

National Report on Japanese Kaizen Teian Systems, 219n, 220n

NEC company, 180

Nightline, 190

Notebooks or journals for recording ideas, 189

O

“On the Folly of Rewarding A, While Hoping for B,” 17, 60, 220n

Opportunities in change, 40

employee awareness of, 3, 9, 24–25, 170–173, 194

improving alertness to, 186–193

invisibility of, 173, 175

knowledge and understanding needed for, 177, 194

for organizational learning, 38–42

Opportunity for Improvement (OFI) system, 42–43, 212–213

Organizational Learning, 39, 220n

P

Patterson, John, 197

Poka-yoke, 174

Porras, Jerry, 185

Preston, Philip, 203

Problems and opportunities in change, 40

employee awareness of, 3, 9, 170–173, 194

improving alertness to, 186–193

invisibility of, 173, 175

knowledge and understanding needed for, 177, 194

Processing of ideas as central to work, 19–21

cost of, 21

effective management of, 21–22

Productivity as measure in bonus system, 88

Punch, Wayne, 212–213

Punished by Rewards, 59, 220n

Q

Quality Is Free, 209

Quality of ideas as measure in bonus system, 88

Quantifiability of ideas, 69

Quick changeovers, 174–175

R

Rampey, John, 210

Reading groups, effectiveness of, 184–185

Recognizing ideas, importance of, 137–141

Recording observations and ideas, 189, 195

Replication of ideas, strategies in, 136–137

Research needed in formulating ideas, 190

Resistance to ideas, 104–106, 114, 117

Rewards, 59–91

based on aggregate measures, 86–87

bonuses for, 85–86, 88–89

causing unethical behavior, 78–81

collective systems for, 87–88

creating useful synergies, 85, 87–88

fairness of, 70–78

guerrilla tactics for, 90–91

invisible costs of, 66–84

leading to fraud, 81–84

measurement problem with, 17–18, 66–70

problems with, 15–19

Rewards, continued resentment toward, 18, 75–76

systems that work, 84–89

Richer, Julian, 56, 220n

Richer Sounds, 6, 56

Robinson, Alan, 62

Rockefeller, John D., 53–54, 220n

Rogers, Jennie, 35

Rotation of employees, 180, 195

S

Samson, Art, 63–66, 126, 129

SAS airline, 181

Schön, Donald, 39, 220n

Schroeder, Hermann, 190

Schultz, Ed, 205, 208

Searle, Eve, 31, 199–201

Senge, Peter, 38, 220n

Sewell, Carl, 186

Sewell Motors, 186

Simms, Mike, 25, 26

Small Business Baldrige Award, 185

Small ideas attention to detail in, 33, 37

complexity management, 36–38

cumulative impact of, 53–54, 135–136

and excellence in customer service, 30–33

and excellence in responsiveness, 34–36

guerrilla tactics for, 58

importance of, 12–15, 29–58

multiple uses of, 49–50

patterns in, 51–52

and rapid organizational learning, 38

as sources of big ones, 46–52

as sustainable competitive advantage, 42–46, 136

Sneed, Juliette, 150, 152

Sources of ideas in customer complaints, 181–182

in employee awareness of problems and opportunities, 3, 9, 24–25, 170–173, 194

small ideas as sources of big ones, 46–53

Southwest Airlines, 154

Soviet Union, 78

ST Microelectronics, 7

Stages in completion of ideas, 74

Stalin, Josef, 78

Stalk, George, 34, 36, 219n

Standard Oil, 53

Sterne, Lucas Frederick, 221

Stilwell, John, 72

Straight from the CEO, 221n

Suggestion boxes, 21, 93–94, 132, 197–198

Supervisors, roles in managing ideas, 99–104, 115

Support provided to develop ideas, 125–127

Swedish Institute for Suggestion Systems, 55–56

T

Taylor, Frederick, 8, 94–95, 221n

Team ideas, effectiveness of, 143

Tempest, Harry, 150–151, 152, 157–158

Thompson, Tommy, 216–217

Tichy, Charlie, 132, 202

Time-saving ideas, cycle-time reduction in, 34–36, 182–183

Total productive maintenance, and overall operational effectiveness, 175

Toyota, 10–11, 25, 109–110, 129, 138, 173–175, 221n

TQM initiative, 27

Training programs as idea activators, 173–179, 195

Trophée d’Innovation, 66

Trust and respect in employee-management relations, 26–27, 201–204

U

Unethical behavior caused by rewards, 78–81

United Airlines, 17, 71–75, 220n–221n

V

Vidette Times, Indiana, 14

Volvo, 126–127

W

Wainwright, Don, 26, 28, 110

Wainwright industries, 19 , 25–27, 85, 95, 125, 129, 139, 165–166

Weisberg, Robert W., 220n

Wildavsky, Aaron, 173, 175, 194

Williams, Dick, 132, 202–203

Winnebago Industries, 5, 23–24, 40–41, 107–109, 139, 151–152

Winning at New Products, 181

Winter, Ray, 2, 201–204

Y

Yasuda, Yuzo, 10