000			01779naa a2200181uu 4500
001			10652
003			OSt
005			20190211155120.0
008			030131s2002 xx ||||gr |0|| 0 eng d
100	1		_aCOLE, Robert E _92345
245	1	0	_aFrom continuous improvement to continuous innovation
260			_aOxfordshire : _bRoutledge, _cdecember 2002
520	3		_aThe aim of this paper is to demonstrate the need for an alternative to how those in the quality community think about continuos improvement is those business environments characterized by rapid change and uncertainty. This involves a re-examination of the role of error and a recognition of the weakness of conventional marketing techniques in understanding customer needs. Compared with conventional thinking about continuous improvement, the probe-and-learn process and rapid prototyping are presented as better suited to dynamic but uncertain business enviroments. Probe-and-learn is seen as a new form of Plan Do Check Act (PDCA) that underweigths `Plan' and overweights `Do' in a rapid-fire iterative process. The author examines Beta testing as a mode of probe-and-learn process and rapid prototyping are presented as better suited to dynamic but uncertain business environments. Probe-and-learn is seen as a new form of Plan Do Check Act (PDCA) that underweights `Plan' and overweights `Do'in a rapid-fire iterative process. The author examines Beta testing as a mode of probe-and-learn. Finally it is argued that probe-and-learn is applicable throughout the production chain
773	0	8	_tTotal Quality Management _g13, 8, p. 1051-1056 _dOxfordshire : Routledge, december 2002 _xISSN 09544127 _w
942			_cS
998			_a20030131 _bLucima _cLucimara
998			_a20101029 _b1150^b _cCarolina
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c10778 _d10778
041			_aeng