Editorial Review:
Streamline the processes vital to optimum performance
With over 100,000 copies sold worldwide, Improving Performance is recognized as the book that launched the Process Improvement revolution. It was the first such approach to bridge the gap between organization strategy and the individual. Now, in this revised and expanded new edition, Rummler and Brache reflect on the key needs of organizations faced with today's challenge of managing change. With multiple charts, checklists, hands-on tools and case studies, the authors show how they implemented their Performance Improvement methodology in over 250 successful projects with clients such as Hewlett-Packard, 3M, Shell Oil, and Citibank.
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Customer Reviews
Average Customer Rating: 
How to better designa and manage your company processes and get rid of silos 2008-09-04
This is a classic text that hardly needs my endorsement. However, if I can bring it to the attention of people who might not have benefitted from its proven insights and wisdom, I am happy to do so. The basic notion of the book is that too many people run their companies in the silos of the traditional org-chart. This creates all kinds of communications and management problems that must be broken down to get the optimal performance from your firm. This need has only grown since the first edition of this book came out in 1990. This second edition came out in 1995.
The authors want you to think of what your company is trying to accomplish rather than as a bunch of fiefdoms hanging from a hierarchical org-chart. They use a matrix of three levels of performance (Organizational, Process, and Job/Performer) and three performance needs (Goals, Design, and Management). Using the nine areas these create the authors show you how to handle focusing, operating, and managing every aspect of your firm. Sure, the book requires more thought and concentration than your typical "business book", but the substance it provides is well worth the effort.
Use it.
Reviewed by Craig Matteson, Ann Arbor, MI
Best Process Book Ever 2006-11-10
This book presents some interesting concepts on Process Design and Performance.
The best business improvement book ever written 2006-10-28
Don't let the date this book was published influence your decision to buy - it is timeless. I am on my second copy of this book and would characterize it as the best book on business process management that has ever been published. This is "The Book". Everyone I know in the Business Process Management field has this book. I recommend it to every client and every business improvement team member that I work with.
The information contained in this "gem" can help anyone involved in process improvement. Consultants, executives, managers, process team leaders, process team members - it doesn't matter whether you are working in manufacturing, finance, logistics, sales or human resources. It also doesn't matter whether you are new to BPM or have been in the field for 20 years. This book will change the way you think about organizational structure and approaching business process.
Trying to characterize what parts of the book were best, would be like trying to dissect what parts of the blue sky you like best. It is all great stuff - each chapter is better than the next, and will help you understand what needs to be done to make business improvement initiatives work. It is well written, easy to understand the concepts, with hundreds of useful illustrations and models to learn from.
I would give this book 6 stars if I could ...
Classic 2006-04-09
This book will survive the trends, since most of the trends are based on the principles in this book. The names will change (Quality Circles, Just In Time, TQM, Re-engineering, Six Sigma, ...), but these principles and how well they are implemented will determine a companies' efficiency and quality.
Simply the best of "Best Practices" - Invaluable 2005-08-06
As a business process and systems analyst, I have used the techniques in this book extensively to document existing and proposed processes and systems.
The diagramming techniques ensure thorough identification of all relevant interfaces and will assist in identifying those frustrating and toxic business processes that defy verbal description, but once diagrammed, seem to become clearly understood. I cannot count how many "Ah-ha" moments I have seen when confused managers, too deep in the trees to be able to see the whole forest, finally see the problems with their business laid out in clear pictures drawn with the techniques taught in this book.
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