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This book focusses on the importance of creating an internal assessment program to periodically assess the maturity of the organizations transformation journey. It discusses the best approach to designing and implementing an assessment program by answering key questions posed when people resist. The book begins with selecting the positioning of the program not as an audit but as an opportunity to review strengths and opportunities, through to selecting senior leader support to design of the program and developing the assessors. More than 10 case studies are documented to show how organizations have approached their assessment programs, lessons learned, and successes and challenges faced. The book leads the reader through the process of selling the concept and importance of transformation and Lean assessments to embed the desired behaviors within workplace culture. With many case studies, the reader is guided to design their own programs and develop their own assessors. This increases the probability of sustainability of the transformation program by focusing on and maturing the behaviors the transformation programs are trying to drive. For example, one of the most well-known assessments is the Shingo prize -- This book explains the thinking behind the Shingo model and shares examples of assessments that support it. Other examples of assessments are covered, such as process maturity, quality and business assessments.
How does a company go from being two days away from filing bankruptcy papers to unparalleled performance in the Aerospace business? The answer can be found in this fascinating story of Aerostructures, a Chula Vista, California-based designer, manufacturer and supplier of major components and assemblies to all the major commercial aircraft manufacturers and to the world's airlines. In 1993 Rohr Industries, as it was known then, was in trouble. Business financials, income and cash flow in particular, were rendering the business unsustainable. The way the business was being run was archaic, organizational structure was cumbersome, and morale was low. Customers were very concerned, and several were preparing to exit.
Organizational Culture and its Impact on Continuous Improvement in Manufacturing presents detailed insights into recent studies, providing solutions that can be scaled up at a global level.
Explains how and why Kanban offers a new approach to change in 21st Century businesses This book provides an understanding of what is necessary to properly understand change management with Kanban as well as how to apply it optimally in the workplace. The book emphasizes critical aspects, several traps which users repeatedly fall into, and presents some practical guidelines for Kanban change management to help avoid these traps. The authors have organized the book into three sections. The first section focuses on the foundations of Kanban, establishing the technical basis of Kanban and indicating the mechanisms required to enact change. In the second section, the authors explain the context of Kanban change management—the options for change, how they can be set in motion, and their consequences for a business. The third section takes the topics from the previous sections and relates them to the social system of business—the goal is to guide readers in the process of building a culture of continuousimprovement by reviewing real case studies and seeing how Kanban is applied in various situations. Kanban Change Leadership: Explains how to implement sustainable system-wide changes using Kanban principles Addresses the principles and core practices of Kanban including visualization, WIP limits, classes of service, operation and coordination, metrics, and improvement Describes implementation, preparation, assessment, training, feedback, commissioning, and operation processes in order to create a culture of continuous improvement Kanban Change Leadership is an educational and comprehensive text for: software and systems engineers; IT project managers; commercial and industrial executives and managers; as well as anyone interested in Kanban.
Your organizational transformation begins here! Comprehensive, detailed, and easy to read and understand, How to Succeed with Continuous Improvement takes you through a real-life case study of one organization’s journey to a world-class continuous improvement process. Joakim Ahlstrom—one of the world’s most respected continuous improvement experts—serves as your coach. He first helps you decide whether you want to embark on the continuous improvement journey and takes you through the entire process step by step, all the way through generating remarkable business results with his unique methods. In each chapter, Ahlstrom describes a specific stage of the transformation story and provides a clear analysis of each one to help you apply his methods in your own company. In no time you’ll grasp all the concepts you need to know. How to Succeed with Continuous Improvement covers it all, including: How to shift mindsets and behaviors using the often neglected practice of coaching Common pitfalls to help you plan out how you will apply the principles and practices Using “six-legged spiders” and “fishy” diagrams to achieve measurable results Ways to avoid “Watermelon” key performance indicators that often mask the truth Ahlstrom explains rational behind all the methods in the book—the results they produce, and why—and offers practical advice on how to get full input from everyone involved. Ahlstrom concludes the book with a chapter offering a current-state analysis tool and a simple template to apply in your company. If you’re seeking to design and launch a continuous improvement program, How to Succeed with Continuous Improvement is the first book you should turn to—and it’s the last one you’ll ever need! Praise for How to Succeed with Continuous Improvement “Using a story he lived through, Joakim vividly brings to life for us the transformation from a mediocre top-down organization depending on a few internal experts for its survival to a high performance organization of empowered employees engaged in continuous improvement.” –Jeffrey Liker, bestselling author of The Toyota Way “This succinct book packs an enormous amount of wisdom and experience into an entertaining fast read. It gives a clear roadmap for any leader to implement a strong continuous improvement program in his or her unit. Highly recommended!” –Alan G. Robinson, Professor of Management, University of Massachusetts and author of Corporate Creativity and Ideas are Free “The most valuable and lean book I have read about lean.” –Göran Martinsson, Continuous improvement Manager, IKEA “Well written, easy to read, filled with excellent examples . . . If you only plan to read one change management book this year, this is the book you should read.” –Dag Näslund, Professor of Management, University of North Florida “An amazing guide in lean principles, with simple tools for simplifications.” –Susanne Schipper, Continuous Improvement Coach, AstraZeneca “Simplicity is the essence of this great book. Ahlstrom delivers a straightforward and simple approach to support your work with continuous improvement.” –Ronny Ålund, Productivity Management, Volvo CE “This book is a little gem with large content! Unlike many other books on the subject, you only have to read it once because it sticks.” –Johan Valett, Vice President Haldex Way, Haldex “I recommend How to Succeed with Continuous Improvement to anyone who needs a fast and inspiring introduction to continuous improvement.” –Janne Lundberg, Global Lean Innovation Manager, Assa Abloy
This book enables enterprise business leaders - from CEOs to supervisors - to understand what "Continuous Improvement" is, why it is probably the best answer to improved business performance in years, and how to put it to work in the unique environment of a specific organization. The book examines what is at the core of "Continuous Improvement" and delves deeper into the elements and constituents necessary to take an organization to the next level to ensure its continued, long-term existence. It provides guidance to enterprise management and to professionals engaged in the implementation of a "Continuous Improvement" initiative and enables them to structure and manage its implementation successfully. It also provides tools to quickly assess where an enterprise business stands in terms of strategic management and "Continuous Improvement".​
Encouraging a long overdue shift in thinking, this book gives managers and executives the means to maximize employee potential by first showing them how to increase the improvement power of their HR departments. Cheryl M. Jekiel, who has been implementing Lean initiatives out of HR offices for 20 years, defines the people-related approaches and pra
Our world changes faster today than at any time in the history of mankind. Organizations, like living breathing organisms, must learn to adapt to changes in the environment in which each operates. It is generally held today, by those who study organizations, that those who fail to adapt to seemingly unending change are certainly doomed but those able to adapt to constant change tend to thrive. The purpose of this book is to describe the leadership required to successfully implement continuous process improvement in organizations. The author begins the journey with a discussion of organizational culture as he sets out to describe how leaders develop a culture where continuous improvement can thrive. The challenges of organizational change faced by all leaders who strive to take advantage of the benefits of continuous process improvement is discussed, as well as what leaders must do to make change stick. The goal is to provide a description of the leadership necessary to make continuous process improvement a reality in any organization.
The Toyota Way Fieldbook is a companion to the international bestseller The Toyota Way. The Toyota Way Fieldbook builds on the philosophical aspects of Toyota's operating systems by detailing the concepts and providing practical examples for application that leaders need to bring Toyota's success-proven practices to life in any organization. The Toyota Way Fieldbook will help other companies learn from Toyota and develop systems that fit their unique cultures. The book begins with a review of the principles of the Toyota Way through the 4Ps model-Philosophy, Processes, People and Partners, and Problem Solving. Readers looking to learn from Toyota's lean systems will be provided with the inside knowledge they need to Define the companies purpose and develop a long-term philosophy Create value streams with connected flow, standardized work, and level production Build a culture to stop and fix problems Develop leaders who promote and support the system Find and develop exceptional people and partners Learn the meaning of true root cause problem solving Lead the change process and transform the total enterprise The depth of detail provided draws on the authors combined experience of coaching and supporting companies in lean transformation. Toyota experts at the Georgetown, Kentucky plant, formally trained David Meier in TPS. Combined with Jeff Liker's extensive study of Toyota and his insightful knowledge the authors have developed unique models and ideas to explain the true philosophies and principles of the Toyota Production System.
According to Transforming Health Care Scheduling and Access, long waits for treatment are a function of the disjointed manner in which most health systems have evolved to accommodate the needs and the desires of doctors and administrators, rather than those of patients. The result is a health care system that deploys its most valuable resource-highly trained personnel-inefficiently, leading to an unnecessary imbalance between the demand for appointments and the supply of open appointments. This study makes the case that by using the techniques of systems engineering, new approaches to management, and increased patient and family involvement, the current health care system can move forward to one with greater focus on the preferences of patients to provide convenient, efficient, and excellent health care without the need for costly investment. Transforming Health Care Scheduling and Access identifies best practices for making significant improvements in access and system-level change. This report makes recommendations for principles and practices to improve access by promoting efficient scheduling. This study will be a valuable resource for practitioners to progress toward a more patient-focused "How can we help you today?" culture.