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When trying to embed changes or new mindsets and behaviors,
organizations tend to focus on following a particular methodology
rather than clearly defining the underlying behaviors that will
deliver the sustainable behavioral change and align the thought
processes that drive the behaviors-whether their intent is to
continuously improve safety or overall risk management or achieve a
sustainable growth and improvement trajectory. The key role of
leadership teams is not to deliver results. It is to inspire and
own the organizational culture that delivers the expected results.
If culture is owned by HR, it is doomed to be another thing leaders
have to do on top of their day job. Business leadership teams must
oversee defining and managing organizational culture and have HR
coach the capability of leaders to cast the right leadership shadow
by role modeling the right behaviors, rewarding the right behaviors
in their teams, and providing clarity on expectations around
behaviors for all leaders and employees. The most challenging part
of any performance-improvement implementation is the identification
of key behavioral indicators (KBIs). The purpose of this book is to
assist with that challenge and make "behaviors" easier to
understand and identify. The book defines and describes the
importance of focusing on the behaviors necessary for sustainable
change rather than focusing on the tools and methodology behind
change management. It discusses multiple lenses of change including
Lean, Six Sigma, Agile, Risk, and Customer Experience and also
addresses the weaknesses of complying solely with the methodology
and tools. It proposes a behavioral framework to suit each
particular lens. This book begins with reasons most continuous
improvement programs fail to deliver the expected results. More
importantly, it discusses embedding the newly described mindsets
and capabilities into the business. The book concludes by providing
leaders a roadmap and a coaching framework for how to align and
embed their new behavioral framework at all levels, starting from
the front-line worker up to the CEO. Essentially, this book leads
the reader through the process of understanding the concept of
defining behaviors and the difference between them and
tools/methodology. It introduces KBIs for leaders to define and
drive the desired behaviors at all levels. This will increase the
probability of sustainability for the improvement initiative by
focusing on and maturing the behaviors these initiatives are trying
to drive.
When trying to embed changes or new mindsets and behaviors,
organizations tend to focus on following a particular methodology
rather than clearly defining the underlying behaviors that will
deliver the sustainable behavioral change and align the thought
processes that drive the behaviors-whether their intent is to
continuously improve safety or overall risk management or achieve a
sustainable growth and improvement trajectory. The key role of
leadership teams is not to deliver results. It is to inspire and
own the organizational culture that delivers the expected results.
If culture is owned by HR, it is doomed to be another thing leaders
have to do on top of their day job. Business leadership teams must
oversee defining and managing organizational culture and have HR
coach the capability of leaders to cast the right leadership shadow
by role modeling the right behaviors, rewarding the right behaviors
in their teams, and providing clarity on expectations around
behaviors for all leaders and employees. The most challenging part
of any performance-improvement implementation is the identification
of key behavioral indicators (KBIs). The purpose of this book is to
assist with that challenge and make "behaviors" easier to
understand and identify. The book defines and describes the
importance of focusing on the behaviors necessary for sustainable
change rather than focusing on the tools and methodology behind
change management. It discusses multiple lenses of change including
Lean, Six Sigma, Agile, Risk, and Customer Experience and also
addresses the weaknesses of complying solely with the methodology
and tools. It proposes a behavioral framework to suit each
particular lens. This book begins with reasons most continuous
improvement programs fail to deliver the expected results. More
importantly, it discusses embedding the newly described mindsets
and capabilities into the business. The book concludes by providing
leaders a roadmap and a coaching framework for how to align and
embed their new behavioral framework at all levels, starting from
the front-line worker up to the CEO. Essentially, this book leads
the reader through the process of understanding the concept of
defining behaviors and the difference between them and
tools/methodology. It introduces KBIs for leaders to define and
drive the desired behaviors at all levels. This will increase the
probability of sustainability for the improvement initiative by
focusing on and maturing the behaviors these initiatives are trying
to drive.
This book presents a big-picture overview of the entire Shingo
improvement process. It fully discusses the needs and benefits of
the Shingo process, and what is required if you seek to execute the
Shingo Model in your enterprise and focuses on creating an enduring
organization-wide continuous improvement process. It gives the
reader a discussion of the entire Shingo experience while the most
existing books on the model are course specific. There are numerous
discussions, conference talks, and webinars of why the Shingo
process is beneficial, and what types of improvements can be
achieved, but the crucial material has not been assembled in one
concise book, giving the executive, manger, or supervisor an
overview and understanding of what the Shingo experience entails.
The main purpose of this book. It is for the executives who want to
understand their role in supporting and leading middle management
with its implementation. Many executives from developing countries
all over the world are seeking a concise definition of what the
Shingo model is, and this book functions as the perfect primer.
Even those who have attended and implemented the lessons from the
Shingo Institute's courses would find this book a benefit as it
serves perfectly as backup and reference material. In addition,
this book helps anyone who has started their journey with the
Shingo model and may be confused about what to do and expect -- It
gives them a vision of what the continuing journey will look like.
The Shingo process is being taught at numerous universities and
this book could indeed serve as the appropriate textbook or
supplemental reading. Essentially, this book teaches an innovative
and extremely successful approach to continuous improvement,
referred to as the Shingo process. It is based on a set of
universally accepted principles that are endorsed by improvement
leaders such as Covey and companies such as Toyota. This book is
not a detailed review or a replacement of the Shingo workshops. It
is an overview of the entire Shingo process, starting with a
discussion of the challenges that many of todays enterprises are
experiencing. The author, in his role as a PhD in economics, has
studied industries and has worked closely with many of them
attempting to understand their weaknesses. Next, this book builds
upon an understanding of these weaknesses. The book discusses how
the over-all Shingo methodology fits into these organizations and
highlights the benefits. The next step is then to discuss what
requirements are necessary for an organization to get ready for a
Shingo transformation. What are the steps that the organization
needs to go through, and when will it know that it is ready to
begin? The book briefly reviews the Shingo Insights and Principles
and explains how the Shingo courses should be best utilized to
facilitate the desired transformation. It suggests some alternative
plans for over-all implementation based on the current state of the
enterprise. It explains why there is no "one way" for successful
implementation and how the implementation sequence needs to be
customized. It also discusses the length of time needed for success
and how this differs depending on the current enterprise
environment. Lastly the book explains how the implementation and
Shingo training is never finished. It is an on-going process and
success is defined by internal improvements, not by some arbitrary
external benchmark. The book is intended to be educational, thought
provoking, entertaining in its stories and examples, and a
guideline towards the development of a plan for continuous
improvement. This book is filled with stories and examples, showing
successful and not so successful implementations. The stories are
used to highlight many of the pitfalls that have arisen and may
arise for you and which can be avoided if the reader is aware of
them and knows how to watch for them.
Many organizations develop strategic plans that gather dust on
bookshelves. Many other organizations employ Lean and Six Sigma
methodologies to eliminate waste and reduce process variation only
to find they are not moving the big bars that measure success for
the organization. Driving Strategy to Execution Using Lean Six
Sigma: A Framework for Creating High Performance Organizations
details a framework for leveraging an organization's Lean Six Sigma
capability in a manner that drives their strategic plans to
execution by linking their strategy deployment into the fabric of
their day-to-day operations.
Bolstered by real-world examples of successful strategy
execution, leveraging, and Six Sigma, the book provides:
- An organizational framework for understanding the strategic
process
- A model to follow in developing and executing short-range (5
years out) strategies
- A model for longer-range visioning, scenario modeling, and
strategy execution
- An assessment tool for measuring an organization's
transformation to high performance
The framework provides a proven methodology that takes a systems
approach to creating high performance. It presents the core process
of strategy development and SA&D with the governing process of
driving the right metrics through a balanced scorecard approach
focused on the organization's value stream. It then combines this
with the enabling process of change management and the creation of
a culture of problem solving, waste elimination, and internal
discipline to standard work.
Anyone can write a book on the procedures behind "Strategy"
without understanding the key drivers that give a strategy
excitement, commitment, and fire. Here, Gerhard Plenert and Tom
Cluley do more than that. First, they examine how to make a
strategy meaningful and powerful. Then, they underline the critical
piece to strategy development-the execution piece-which takes the
glossy strategy brochure off the shelf and makes a usable and
executable plan. The book focuses on how to build great strategies
and includes examples of what makes them great. It demonstrates how
a well-developed strategy generates excitement within an
organization, offering you the tools to navigate and design a
workable and achievable plan for success for your organization.
Strategic Excellence in the Architecture, Engineering, and
Construction Industries is a process of applied strategic thinking
designed to develop a strategy empowered with the agility to adapt
to changing circumstances and to drive a high performing culture of
ideal behaviors. It is infused with the insight and the thought
leadership of the Shingo Model and the scientific thinking of Lean
Six Sigma. The book goes beyond the classic approach to strategic
planning by driving effective execution of the strategy through the
embedment of collective ownership and organization-wide alignment
into the entire process. Significant advances in strategic planning
and management have been developed over decades of learning and
practice. Many of those advances, however, have been developed in
the manufacturing industry and have not been translated into terms
easily applicable to the A/E/C (Architectural / Engineering /
Construction) industry. This book incorporates current best
practices from cutting edge organizations around the globe and
presents those in a way that they can easily be applied to A/E/C
organizations through an efficient and effective process.
There are many books on the market that discuss the Toyota
Production System but few that insightfully analyze its marketing
strategy. Authored by former Toyota marketing executives, this is
the first book of its kind to detail how Toyota's thinking habits
go beyond the shop floor and influence and guide Toyota's marketing
function. Toyota has expanded from a venture enterprise to one of
the biggest global enterprises because of its innovative mindset
(Toyota thinking habits) using Breakthrough Thinking, which
supports a new philosophical approach to problem solving, turning
180 degrees away from conventional thinking. Written by Toyota's
former executive managing director and founder of Breakthrough
Thinking, Toyota's Global Marketing Strategy: Innovation through
Breakthrough Thinking and Kaizen: Explores Toyota's "Breakthrough
Thinking" Examines how Toyota conducts information gathering.
Illustrates how Toyota builds and maintains its unique business
culture Shows how Toyota "goes to the customer" and comprehensively
studies how customers use their products Reveals Toyota's cars have
become some of the biggest selling models in the USA The authors of
this book explore Toyota thinking habits as well as Toyota's global
marketing strategy, which, since the 1980sa, has been expanding
exponentially. The reader will understand the importance of
thinking habits in the workplace and will know how to apply them
using Toyota as the prime case study.
Most books on Supply Chain Management simply focus on how to move
materials and key resources throughout an industrial enterprise.
Reinventing Lean shows how SCM can be made "Lean," leading to much
more reliable, cost-effective and competitive Supply Chain
Management" (SCM). In this book, the reader will find a collection
of management tools that will help to implement Lean principles,
and to understand the components of an integrated Supply Chain
Management system. Moreover, the book will show that to make Lean
SCM effective, both the functional management tools as well as an
enterprise-wide cultural readiness are needed in order to lay the
groundwork for a World Class Lean Supply Chain.
Reinventing Lean will carefully lead engineers and manufacturing
managers on how to adopt a cutting-edge Lean Supply Chain strategy.
The book will lay out various proven approaches to incorporating
Lean and SCM practices, by focusing on the ways in which SCM
relates to materials, money, and information movement within the
manufacturing environment. And because Reinventing Lean recognizes
that a successful Lean SCM system cannot be achieved unless an
organization supports team integration and the willingness to adapt
to change, it provides not only the technical tools but also
methods for changing company cultural factors that can make it all
come together for a successful operation.
* Industrial engineers and plant managers, with strong backgrounds
in SCM, will learn how lean management principles can be utilized
to make their organizations leaner, more efficient, and more
competitive
* Readers will find out how to lay out various approaches to
incorporating Lean and SCM practices
*Readers can learn how to customize a cutting-edge Lean Supply
Chain strategy which will give a distinct advantage over the
competition
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On the Fringe
Gerhard Plenert
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R537
Discovery Miles 5 370
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Ships in 10 - 15 working days
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Finite Capacity Scheduling: Optimizing a Constrained Supply Chain
introduces the reader to a critical tool for driving enterprise and
supply chain competitive excellence. It teaches the reader how to
beat the competition by: . Reducing in-stock inventory and
inventory cost . Reducing logistics costs . Increasing on time
delivery which increases customer satisfaction . Reducing
stock-outs . Improved Supply Chain and Enterprise scheduling and
load balancing This book's focus is on scheduling and coordinating
demand for Material, Labor, Machine resources and balancing them
with available Capacity. Finite Capacity Scheduling identifies an
executable balance between resource demand and resource
availability; all while coordinating shipments to Supply Chain
management systems. FCS schedules everything from HMLV systems and
components to HVLM production items; all this while interfacing
with enterprise-wide ERP systems. This book: . Shows how FCS
optimizes resource scheduling options; including material,
equipment, personnel, tools, etc.; anything that creates a
constraint on throughput. . Describes how to seamlessly integrate
FCS and ERP in a single database . Explains how FCS effectively
coordinates material and capacity resources . Shows how FCS
delivers feasible Finite Scheduling for Material and Capacity .
Schedules work based on actual material and capacity availability .
Supports interfacing ERP production with Supply Chain Management
systems. . Explains how and why FCS offers feasibility and
flexibility The book is a comprehensive guide to understanding,
implementing and managing material and capacity resources for the
full Supply Chain Management Spectrum of production scheduling
applications including complex High Mix Low Volume (HMLV) and
simplistic High Volume Low Mix (HVLM) production environments.
Publisher's Note: Products purchased from Third Party sellers are
not guaranteed by the publisher for quality, authenticity, or
access to any online entitlements included with the product. Proven
methods for achieving continuous process improvementResolve
"quality chaos" by creating a link between quality problems and
their optimal solutions. With a focus on building an integrated
quality environment, Strategic Continuous Process Improvement:
Which Quality Tools to Use and When to Use Them begins by
discussing the different types of continuous process improvement
(CPI) systems available. This practical guide explains how to
implement a strategic performance model and select and integrate
appropriate metrics to achieve desired results. Tested techniques
for executing an improvement process are included along with
real-world examples. The book concludes with a plan to help you
sustain an ongoing culture of continuous quality improvement in
your organization. Find out how to: Identify CPI opportunities
Evaluate various CPI options using comparative benchmarks
Understand the characteristics of each quality option Map CPI
characteristics against quality problems Select the appropriate
tool to fit a specific quality problem Recognize the role of
governance and performance reviews Cascade and communicate CPI
throughout your organization Move the needle toward successful
process optimization
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