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A warm, contemporary classroom story about creative Maple
Mehta-Cohen and her dyslexia, perfect for fans of Lisa Thompson,
Helen Rutter and R. J. Palacio. A dyslexia-friendly book. A story
for anyone who has ever felt different. Maple Mehta-Cohen has a
secret: she can't read very well. Words on the page just don't make
sense. Despite all her clever tricks to hide her troubles with
reading, her teacher is on to her, and now she has to repeat a
whole year of school. But on her first day back, Maple tells a lie
about why she's there - a lie that soon spirals out of control...
Will Maple find the courage to tell the truth before someone gets
hurt? And can she find a way to love herself and her brain, just
the way she is? Readers who have faced their own trials with school
and friendships will enjoy this heartwarming story and its bright,
creative heroine. "A layered, utterly readable novel" Kirkus
Lean management can lead to operational excellence, but toward what
end? This book examines the power of linking Lean government
operations and purposeful public policy. When Lean process
improvement principles and techniques entered the public sector
after decades of proven effectiveness in private industry, it
brought the same transformative potential. These programs can
improve public services, boost employee morale, and free up
previously underutilized capacity. It focuses on how the freed
capacity can be applied to accomplish important societal
objectives. The book has four parts: Part 1: The Foundation of
Continuous Improvement (CI) -- The reader is introduced to the
field of CI and to Lean principles and techniques as applied to
public sector organizations. CI initiatives can improve services,
boost employee morale, and free up previously underutilized
capacity. This part includes an overview of best practices and
strategies for overcoming common challenges. Part 2: Lean Public
Policy -- Discussion of both purpose and function. Lean
practitioners are systems thinkers. Viewing disparate processes as
components of a whole, we seek to integrate functions across silos
to maximize value, quality, and efficiency. It would be great if
public programs could be designed for optimal functionality. If
that were the case, then lean practitioners would simply apply the
Plan-Do-Study-Act/Adjust (PDSA) cycle for ongoing improvement. In
the real world, policy making tends to be ad-hoc and reactive. This
part explores the impediments to Leaning existing programs and
considers what lean public policy would look like. Government
regulatory functions and health care policy are used as examples.
Part 3: Operational Excellence -- This part begins to pull policy
and administration together by introducing John M. Bernard’s
concept of three levels of maturity in government. Part 4: Putting
it together – What to do, how to do it, and who can get it done.
This part contains a summary and overview of CI methodology and the
prerequisites for the implementation of policies that will lead to
progress on societal goals. Drawing lessons from practitioners
striving for Level 3 maturity in government, the book closes with a
series of recommendations.
Lean management can lead to operational excellence, but toward what
end? This book examines the power of linking Lean government
operations and purposeful public policy. When Lean process
improvement principles and techniques entered the public sector
after decades of proven effectiveness in private industry, it
brought the same transformative potential. These programs can
improve public services, boost employee morale, and free up
previously underutilized capacity. It focuses on how the freed
capacity can be applied to accomplish important societal
objectives. The book has four parts: Part 1: The Foundation of
Continuous Improvement (CI) -- The reader is introduced to the
field of CI and to Lean principles and techniques as applied to
public sector organizations. CI initiatives can improve services,
boost employee morale, and free up previously underutilized
capacity. This part includes an overview of best practices and
strategies for overcoming common challenges. Part 2: Lean Public
Policy -- Discussion of both purpose and function. Lean
practitioners are systems thinkers. Viewing disparate processes as
components of a whole, we seek to integrate functions across silos
to maximize value, quality, and efficiency. It would be great if
public programs could be designed for optimal functionality. If
that were the case, then lean practitioners would simply apply the
Plan-Do-Study-Act/Adjust (PDSA) cycle for ongoing improvement. In
the real world, policy making tends to be ad-hoc and reactive. This
part explores the impediments to Leaning existing programs and
considers what lean public policy would look like. Government
regulatory functions and health care policy are used as examples.
Part 3: Operational Excellence -- This part begins to pull policy
and administration together by introducing John M. Bernard’s
concept of three levels of maturity in government. Part 4: Putting
it together – What to do, how to do it, and who can get it done.
This part contains a summary and overview of CI methodology and the
prerequisites for the implementation of policies that will lead to
progress on societal goals. Drawing lessons from practitioners
striving for Level 3 maturity in government, the book closes with a
series of recommendations.
Most Lean practitioners learn about the three Ms: muda (waste),
mura (unevenness or variability), and muri (overburden), and
beginners in Lean generally focus on the removal of muda. The
impact of muri is not as readily understood. It is extremely
significant, however, for those working in government. Decisions on
staffing levels and resource allocation are made by elected
officials who are generally disconnected from daily operations.
Short-sighted cost-cutting makes it difficult to deliver quality
services as efficiently as possible. The mantra of "do more with
less" creates ever-increasing muri. In contrast to robust Lean
programs in privately owned companies, efficiency initiatives are
regularly cut from public-sector budgets. Antiquated systems remain
in place, with too few workers to operate the existing processes.
The debilitating impact of persistent muri brings burnout and
turnover, perpetuating a vicious cycle. Despite the muri, a
dedicated cadre of public servants is hard at work using Lean
techniques and principles to break down bureaucratic red tape and
improve the quality of services at every level of government across
the country. While the author incorporated examples of Lean
initiatives in other states to give readers an idea of all the
terrific work that is occurring, this book is really the story of
one of those journeys. Using the author's experience while working
for the State of New Hampshire, you'll learn about the steps along
the way. Each chapter tells a story of what they did, what they
learned, and how the lessons can be applied. Annotated outlines of
White, Yellow, and Green Belt programs, and the Lean for Leaders
workshop, as well as two hypothetical scenarios that were used as
training exercises are included. These approaches are not intended
to be authoritative or prescriptive; they are offered as insights
and examples. You'll read about the challenges and pitfalls, and
the creative countermeasures developed by a dauntless team of Lean
practitioners. The story is shared to inform and encourage others
-- material based on the New Hampshire Bureau of Education and
Training's Lean programs is included throughout the book.
As the scope of the current financial crisis dwarfs the recession
of 1991, public retirement systems face momentous pressures. In a
number of cases, the roots of these funding problems can be traced
to actions taken during the recession 18 years earlier. This study
of the New Hampshire Retirement System chronicles a series of
events in 1991-92 which led to a $2.4 billion unfunded liability by
2007. The study depicts trustees, legislators and stakeholders in
crisis. Transcripts and interviews give readers an inside view of a
struggle to adhere to fiduciary duty in the face of relentless
political pressure. Events in New Hampshire during the recession of
1991 were not unique; researchers found that a number of states
sought to balance budgets by reducing pension contributions during
that period. This study sets New Hampshire's experience in the
context of those findings as it portrays a system of pension
governance under stress. Now, the impending retirement of the Baby
Boomers coincides with a global financial crisis. This examination
of the past may serve to inform the present, as public pension
systems face the challenges ahead.
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