RIAC SOAR 8 : 1992

PREFACE
CHAPTER 1: MANAGEMENT PERSPECTIVE
  1.1 Why Participative Management/Process Action Teams?
  1.2 The New Role of Management
  1.3 Characteristics of Successful Participative Managers
  1.4 Assessing the Current Level of Participative Management
CHAPTER 2: THE NEED FOR PROCESS ACTION TEAMS
  2.1 Employee's View
  2.2 Why Teams?
  2.3 What is a Team?
  2.4 Characteristics of High Performance Teams
  2.5 High Performance Teams and Participative Management
CHAPTER 3: TOTAL QUALITY MANAGEMENT PROTOTYPE
  3.1 Use of a Prototype
  3.2 Prototype Implementation and Training Plan
  3.3 Lesson Learned from the Prototype
CHAPTER 4: TQM STRUCTURE IMPLEMENTATION
  4.1 Authority-Level Team
  4.2 Action-Level Teams
  4.3 Types of Process Action Teams
CHAPTER 5: PROCESS ACTION TEAM CHARTER
  5.1 Mission Statement
  5.2 Code of Conduct
  5.3 Team Charters in the Prototype Effort
CHAPTER 6: PROCESS ACTION TEAM ESTABLISHMENT
  6.1 PAT Membership
  6.2 PAT Leadership
  6.3 PAT Goals
  6.4 Authority and Responsibility
  6.5 Trust
CHAPTER 7: PROCESS ACTION TEAM RESOURCE PERSONNEL
  7.1 Selection Criteria
  7.2 Preparing Resources Personnel for Their Roles
  7.3 Resource Personnel Responsibilities
  7.4 Time and Other Organization Requirements
CHAPTER 8: PROCESS ACTION TEAM TRAINING
CHAPTER 9: PROCESS ACTION TEAM MEETING
  9.1 Quality Focus
  9.2 Meeting Agenda
  9.3 Not the PAT Focus: Pains and Peripherals
  9.4 Team Discussion
  9.5 Continued Learning
  9.6 Meeting Minutes
  9.7 Meeting Evaluation
CHAPTER 10: THE FIRST THREE PROCESS ACTION TEAM MEETINGS
  10.1 PAT Meeting One
  10.2 PAT Meeting Two
  10.3 PAT Meeting Three
  10.4 PAT meeting Four and Beyond
  10.5 Team Tools
CHAPTER 11: PROCESS ACTION TEAM FOCUS
  11.1 Process Defined and Inputs and Outputs Illustrated
  11.2 Process Outputs: Quality Characteristics
  11.3 Process Baseline Establishment
  11.4 Data Collection System
  11.5 Process Suppliers
CHAPTER 12: WHERE TO BEGIN: PROCESS SELECTION
  12.1 Operations Analysis
  12.2 Position Survey
  12.3 Process Selection
CHAPTER 13: CONTINUOUS IMPROVEMENT STRATEGY
  13.1 Stage 1: Select Process and Team
  13.2 Stage 2: Describe the Process
  13.3 Stage 3: Assess the Process
  13.4 Stage 4: Theorize for Improvement
  13.5 Stage 5: Plan an Experiment to Test the Theory
  13.6 Stage 6: Do the Experiment and Analyze the Results
  13.7 Stage 7: Compare the Results with the Theory
  13.8 Stage 8: Change the Process or Theory
CHAPTER 14: MORE PROCESS ACTION TEAM TOOLS
APPENDIX A: RAC PRODUCTS
Figures
Tables

Gives a complete handbook for managers and workers leading or working within a Process Action Team.