Laboratory Quality/Management: A Workbook with an Eye on Accreditation

Xlibris Corporation
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This book should be of interest to the management of all types of laboratories supporting all types of scientifi c disciplines. Even though the scientifi c processes may be different the overall approach to management is very similar including how technical processes should be managed and controlled. The book addresses principal elements of laboratory management, technical and support operations and offers several detailed how to procedures designed to help laboratory management to establish and maintain control through a continuous low level internal audit, (self assessment) process. This activity enables management to take prompt corrective action, maintain control and provides the ability to measure improvement over time toward achieving a higher, more effi cient, cost effective level of quality services to its assigned customers. The objective of this book is to expand on the knowledge and understanding of laboratory quality/management system process.
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About the author

Kenneth N. Parson is a consultant in metrology management systems. He served as a principle technical representative for planning, design, start-up and operation for navy calibration facilities for Polaris through Trident missile and submarine operations. He holds a master’s degree in business administration from Pepperdine University and has extensive background in the organizational design and startup of laboratories and practical bench experience in the calibration and repair of most types of test and measuring equipment. He is an instrument-rated commercial pilot.

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Additional Information

Publisher
Xlibris Corporation
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Published on
Dec 29, 2012
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Pages
135
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ISBN
9781479753963
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Language
English
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Genres
Business & Economics / Management
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Content Protection
This content is DRM protected.
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Available on Android devices
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The Challenge
Built to Last, the defining management study of the nineties, showed how great companies triumph over time and how long-term sustained performance can be engineered into the DNA of an enterprise from the verybeginning.

But what about the company that is not born with great DNA? How can good companies, mediocre companies, even bad companies achieve enduring greatness?

The Study
For years, this question preyed on the mind of Jim Collins. Are there companies that defy gravity and convert long-term mediocrity or worse into long-term superiority? And if so, what are the universal distinguishing characteristics that cause a company to go from good to great?

The Standards
Using tough benchmarks, Collins and his research team identified a set of elite companies that made the leap to great results and sustained those results for at least fifteen years. How great? After the leap, the good-to-great companies generated cumulative stock returns that beat the general stock market by an average of seven times in fifteen years, better than twice the results delivered by a composite index of the world's greatest companies, including Coca-Cola, Intel, General Electric, and Merck.

The Comparisons
The research team contrasted the good-to-great companies with a carefully selected set of comparison companies that failed to make the leap from good to great. What was different? Why did one set of companies become truly great performers while the other set remained only good?

Over five years, the team analyzed the histories of all twenty-eight companies in the study. After sifting through mountains of data and thousands of pages of interviews, Collins and his crew discovered the key determinants of greatness -- why some companies make the leap and others don't.

The Findings
The findings of the Good to Great study will surprise many readers and shed light on virtually every area of management strategy and practice. The findings include:

Level 5 Leaders: The research team was shocked to discover the type of leadership required to achieve greatness. The Hedgehog Concept (Simplicity within the Three Circles): To go from good to great requires transcending the curse of competence. A Culture of Discipline: When you combine a culture of discipline with an ethic of entrepreneurship, you get the magical alchemy of great results. Technology Accelerators: Good-to-great companies think differently about the role of technology. The Flywheel and the Doom Loop: Those who launch radical change programs and wrenching restructurings will almost certainly fail to make the leap.

“Some of the key concepts discerned in the study,” comments Jim Collins, "fly in the face of our modern business culture and will, quite frankly, upset some people.”

Perhaps, but who can afford to ignore these findings?

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