"Randy has crafted an invaluable book, no matter where you are in the journey of organizational change management. A must-have guide you will refer to again and again." - Marshall Goldsmith, author of the #1 New York Times bestseller, Triggers. "Randy Kesterson recognizes that much of the energy that organizations put into Lean and Six Sigma improvements is wasted when the results are not applied effectively due to the organization's resistance to change." - Ellen Domb, Ph.D. PQR, one of the world's top 50 quality experts at QualityGurus.com "Finally, a book that recognizes that most organizations are on the left side of the FAT-LEAN continuum. Far too many organizations think they are Lean/Six Sigma mature only to realize that they aren't even close." - Gerhard Plenert, Ph.D., serves as Director of Executive Education, Shingo Institute, Home of the Shingo Prize The Intersection of Change Management and Lean Six Sigma: The Basics for Black Belts and Change Agents is for Lean and Six Sigma professionals working inside organizations with low Lean maturity and significant resistance to change. Written by a business executive and certified Lean Six Sigma black belt, this book: Provides sound, innovative practices for those interested in successfully navigating organizational change. Focuses on culture change and mindsets, not just tools and applications. Stresses effective communication ensuring that various stakeholders understand the reasons for the change, the benefits, and the details. Illustrates how the benefits of Lean and Six Sigma initiatives can benefit the change management process. This book pinpoints and examines the intersection of change management and Lean Six Sigma. It features interviews with change management practitioners (executives, project managers, and black belts) and provides pertinent case studies detailing successful and failed changes.

The problem with most Hoshin Kanri books is that they describe a complex methodology that is overwhelming to most leaders and their organizations. The need to essentially change the culture of the entire organization to make Hoshin work isn t practical for most companies when first starting out.The Basics of Hoshin Kanri uses an easy-to-follow story format to simplify and explain Hoshin Kanri a method for strategy deployment. Supplying clear descriptions of the steps of Hoshin Kanri, it advocates using Hoshin as an important tool for improving an organization s existing planning and execution system while simultaneously moving the culture of the organization forward.The book provides readers with a new understanding of Hoshin Kanri as a powerful deployment system for strategic planning, defining a direction and priorities, and aligning the organization around that direction. It begins by telling the story of a manufacturing executive that uses a simple Hoshin Kanri approach to make significant change in his personal life.Next, the book illustrates how this executive prepares to apply Hoshin Kanri to deploy strategy within his business. It concludes by presenting fascinating excerpts from the author s own interviews with experts in the field of Hoshin Kanri. All business leaders want their organizations to be "great" in all respects, but the reality is that they must get to "good" before they can consider becoming "great."

"Randy has crafted an invaluable book, no matter where you are in the journey of organizational change management. A must-have guide you will refer to again and again." - Marshall Goldsmith, author of the #1 New York Times bestseller, Triggers. "Randy Kesterson recognizes that much of the energy that organizations put into Lean and Six Sigma improvements is wasted when the results are not applied effectively due to the organization's resistance to change." - Ellen Domb, Ph.D. PQR, one of the world's top 50 quality experts at QualityGurus.com "Finally, a book that recognizes that most organizations are on the left side of the FAT-LEAN continuum. Far too many organizations think they are Lean/Six Sigma mature only to realize that they aren't even close." - Gerhard Plenert, Ph.D., serves as Director of Executive Education, Shingo Institute, Home of the Shingo Prize The Intersection of Change Management and Lean Six Sigma: The Basics for Black Belts and Change Agents is for Lean and Six Sigma professionals working inside organizations with low Lean maturity and significant resistance to change. Written by a business executive and certified Lean Six Sigma black belt, this book: Provides sound, innovative practices for those interested in successfully navigating organizational change. Focuses on culture change and mindsets, not just tools and applications. Stresses effective communication ensuring that various stakeholders understand the reasons for the change, the benefits, and the details. Illustrates how the benefits of Lean and Six Sigma initiatives can benefit the change management process. This book pinpoints and examines the intersection of change management and Lean Six Sigma. It features interviews with change management practitioners (executives, project managers, and black belts) and provides pertinent case studies detailing successful and failed changes.

The problem with most Hoshin Kanri books is that they describe a complex methodology that is overwhelming to most leaders and their organizations. The need to essentially change the culture of the entire organization to make Hoshin work isn't practical for most companies when first starting out. The Basics of Hoshin Kanri uses an easy-to-follow story format to simplify and explain Hoshin Kanri - a method for strategy deployment. Supplying clear descriptions of the steps of Hoshin Kanri, it advocates using Hoshin as an important tool for improving an organization's existing planning and execution system while simultaneously moving the culture of the organization forward. The book provides readers with a new understanding of Hoshin Kanri as a powerful deployment system for strategic planning, defining a direction and priorities, and aligning the organization around that direction. It begins by telling the story of a manufacturing executive that uses a simple Hoshin Kanri approach to make significant change in his personal life. Next, the book illustrates how this executive prepares to apply Hoshin Kanri to deploy strategy within his business. It concludes by presenting fascinating excerpts from the author's own interviews with experts in the field of Hoshin Kanri. All business leaders want their organizations to be "great" in all respects, but the reality is that they must get to "good" before they can consider becoming "great."