Abela, 136
Accountability in management of ideas, 20, 103–104
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
Attention to detail, importance of, 33, 37, 187–188
Attitudes of employees, ideas affecting, 198–201
Awareness of new opportunities, 24–25
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
Built to Last, 185
Carlson, Edward, 72
Change and need for further changes, 190–193, 194
problems and opportunities in, 40
Chuck E. Cheese, 186
Collective reward systems, 87–88
Collins, Jim, 185
Comparative idea data from U.S. and Japan, 61
Competing against Time, 34, 219n
Cooper, Robert, 181
Corporate culture related to idea systems, 27, 114, 187–218
Creativity: Beyond the Myth of Genius, 220
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
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
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
DUBAL, 7, 110–111, 140, 204–205
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
ideas expected from, 96–99, 115
ongoing learning and development, 183–185
relations with management, 201–204
Error Cause Removal (ECR) philosophy, 212
Error-proofing training program, 174
European Quality Award, 7, 213
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
40 Years, 20 Million Ideas, 10
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
Hanson, John K., 23–24, 151–152
Hayek, Friedrich, 9, 157, 219n
Helplessness, learned, 205–208
“Historical and Critical Analysis of Employee Suggestion Systems in American Industry,” 221n
Honda, 189
How to Think Like Leonardo da Vinci, 187, 221n
approaches in, 180–186, 195–196
Idea systems affecting corporate cultures, 27, 114, 187–218
ease of submitting ideas in, 124–127
encouragement in, 121–124, 144
evaluation process in, 127–130, 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
recognition and celebration in, 137–141, 145
reviews for additional potential in, 135–137, 145
submission process in, 124–127, 144
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
Japan, idea data in, 37, 61, 219n, 220n
at Toyota, 10
Job rotation, effects of, 180
Journals or notebooks for recording ideas, 189
Kacey Fine Furniture, 86, 162–164
Kaisha: The Japanese Corporation, 36, 219n
Kelleher, Herb, 154
Knowledge and development of ideas, 177, 194
types of, 9
Kobayashi, Koji, 180
Kraft foods, 189
Larson, Gary, 93
LaSalle Bank, 4, 125, 130, 149–151, 152, 157–158
Learning curve, concept of, 39
Learning opportunities for employees, 183–185
Lefresne, Jean-François, 66–68
Lewis, Marvin, 73
Lisec, James, 71–75, 220n–221n
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
by middle managers, 104–107, 115
by senior leaders, 107–111, 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
Misalignment of elements in organizations, effects of, 111–114
“Modernizing Government” study, 16, 219n
Moran, Chris, 170–172, 180, 190
Morcott, Southwood, 98
Motivations for offering ideas, 63–66
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
“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
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
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
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
Quality Is Free, 209
Quality of ideas as measure in bonus system, 88
Quantifiability of ideas, 69
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
based on aggregate measures, 86–87
causing unethical behavior, 78–81
creating useful synergies, 85, 87–88
measurement problem with, 17–18, 66–70
Rewards, continued resentment toward, 18, 75–76
Robinson, Alan, 62
Rockefeller, John D., 53–54, 220n
Rogers, Jennie, 35
Rotation of employees, 180, 195
SAS airline, 181
Schroeder, Hermann, 190
Sewell, Carl, 186
Sewell Motors, 186
Small Business Baldrige Award, 185
Small ideas attention to detail in, 33, 37
cumulative impact of, 53–54, 135–136
and excellence in customer service, 30–33
and excellence in responsiveness, 34–36
guerrilla tactics for, 58
and rapid organizational learning, 38
as sustainable competitive advantage, 42–46, 136
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
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
Taylor, Frederick, 8, 94–95, 221n
Team ideas, effectiveness of, 143
Tempest, Harry, 150–151, 152, 157–158
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
Unethical behavior caused by rewards, 78–81
United Airlines, 17, 71–75, 220n–221n
Vidette Times, Indiana, 14
Wainwright industries, 19 , 25–27, 85, 95, 125, 129, 139, 165–166
Weisberg, Robert W., 220n
Wildavsky, Aaron, 173, 175, 194
Winnebago Industries, 5, 23–24, 40–41, 107–109, 139, 151–152
Winning at New Products, 181
Yasuda, Yuzo, 10