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"The decades of experience-based wisdom that Graupp, Steward and
Parsons share will set you on a new path to a more joyful
organization and the tangible results it will produce." Rich
Sheridan, CEO, Menlo Innovations; author of Joy, Inc. and Chief Joy
Officer "A fine book by skilled practitioners that integrates Kata
and TWI, with Strategy Deployment in pursuit of an integrated
management system. Well done, Skip, Brad and Patrick." Pascal
Dennis, president, Lean Pathways Inc.; author of Lean Production
Simplified, Andy & Me, Andy & Me and the Hospital, Getting
the Right Things Done, and The Remedy "In this practical and
engaging book, Patrick Graupp, Skip Steward, and Brad Parsons give
a concise and extremely clear explanation of what systems thinking
looks like in a healthcare setting. And they do so in a way that
translates easily to any type of organization. Highly recommended!"
Alan Robinson, co-author of Ideas Are Free and The Idea-Driven
Organization Despite the vast library of knowledge on Lean tools
and models, the majority of Lean implementations fail to sustain
themselves over time for lack of a functioning management system.
In turn, when organizations try to apply a prescribed,
one-size-fits-all, management system they inevitably find that what
works for others may not work quite as well in their unique
situation. Putting the right pieces in the right places is the
prime challenge for every organization and no two successful
management systems will, or should, be the same. This book provides
and examines core principles that must be in place for an
organization to find what an effective management system should
constitute for them. It outlines key elements and how they work
together as a necessary system to achieve overall success. Based on
their extensive experience with organizational development and
hands-on leadership in policy deployment, TWI and Kata, the authors
describe their own journey in helping organizations discover and
develop systems that function like well-designed and smooth-running
machines while capturing the humanistic aspects of the foundational
skills that emphasize the inherent synergy of the system. Readers
will learn to help their own organizations "connect the dots"
between the various pieces of Lean methodology and effectively
create their own management systems that ultimately fulfil
customers' needs and expectations.
"The decades of experience-based wisdom that Graupp, Steward and
Parsons share will set you on a new path to a more joyful
organization and the tangible results it will produce." Rich
Sheridan, CEO, Menlo Innovations; author of Joy, Inc. and Chief Joy
Officer "A fine book by skilled practitioners that integrates Kata
and TWI, with Strategy Deployment in pursuit of an integrated
management system. Well done, Skip, Brad and Patrick." Pascal
Dennis, president, Lean Pathways Inc.; author of Lean Production
Simplified, Andy & Me, Andy & Me and the Hospital, Getting
the Right Things Done, and The Remedy "In this practical and
engaging book, Patrick Graupp, Skip Steward, and Brad Parsons give
a concise and extremely clear explanation of what systems thinking
looks like in a healthcare setting. And they do so in a way that
translates easily to any type of organization. Highly recommended!"
Alan Robinson, co-author of Ideas Are Free and The Idea-Driven
Organization Despite the vast library of knowledge on Lean tools
and models, the majority of Lean implementations fail to sustain
themselves over time for lack of a functioning management system.
In turn, when organizations try to apply a prescribed,
one-size-fits-all, management system they inevitably find that what
works for others may not work quite as well in their unique
situation. Putting the right pieces in the right places is the
prime challenge for every organization and no two successful
management systems will, or should, be the same. This book provides
and examines core principles that must be in place for an
organization to find what an effective management system should
constitute for them. It outlines key elements and how they work
together as a necessary system to achieve overall success. Based on
their extensive experience with organizational development and
hands-on leadership in policy deployment, TWI and Kata, the authors
describe their own journey in helping organizations discover and
develop systems that function like well-designed and smooth-running
machines while capturing the humanistic aspects of the foundational
skills that emphasize the inherent synergy of the system. Readers
will learn to help their own organizations "connect the dots"
between the various pieces of Lean methodology and effectively
create their own management systems that ultimately fulfil
customers' needs and expectations.
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