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| change management continuous improvement: Becoming the Change: Leadership Behavior Strategies for Continuous Improvement in Healthcare John Toussaint, Kim Barnas, 2020-08-25 Two renowned experts in healthcare transformation show how leaders are implementing behavior-driven strategies to ensure quality care and create lasting change. Healthcare is in the midst of a massive disruption. With financial structures in tatters and the future uncertain, this is the moment to begin the revolution. But first, leaders need to learn how to support staff at all levels as they make transformational improvements in care. This book demonstrates that real change is very personal and has to start at the top―whether you’re an executive, governing board member, manager, or physician. A powerful new approach to healthcare leadership, this book showcases executives in health systems around the world as they: Practice behavior-based solutions to organizational problems Learn how to support continuous improvement Be more present in their leadership role Learn how to reflect and assess themselves as leaders Achieve better results for patients Drawing on a wealth of behavioral research, industry case studies, and personal insights from healthcare professionals, the authors explore how change actually happens—from the inside out, top to bottom, throughout the whole organization. You’ll learn how healthcare systems led by people who are compassionate, principled, and engaged can undergo profound and lasting transformation. Find proven strategies for cultivating principle-driven behaviors that can turn the remotest possibilities on the healthcare horizon into a new working reality. This is more than a leadership guide to revolutionizing healthcare. This is about being a force for change that makes life better for patients, caregivers, and all stakeholders. If you want to take the lead in making change happen, start with Becoming the Change. |
| change management continuous improvement: Kanban Change Leadership Klaus Leopold, Siegfried Kaltenecker, 2015-03-30 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. |
| change management continuous improvement: A Guide to Continuous Improvement Transformation Aristide van Aartsengel, Selahattin Kurtoglu, 2013-03-02 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. |
| change management continuous improvement: ADKAR Jeff Hiatt, 2006 In his first complete text on the ADKAR model, Jeff Hiatt explains the origin of the model and explores what drives each building block of ADKAR. Learn how to build awareness, create desire, develop knowledge, foster ability and reinforce changes in your organization. The ADKAR Model is changing how we think about managing the people side of change, and provides a powerful foundation to help you succeed at change. |
| change management continuous improvement: Innovative Change Management (ICM) H. James Harrington, 2018-02-21 Innovative Change Management (ICM) represents the accumulated wisdom and knowledge of one of the world’s foremost performance improvement specialists. It includes a clear and thorough explanation of the necessary critical tools for creating a system that results in a much higher percentage of your initiatives progressing to successful projects. Studies conducted by organizations such as Gartner, Ernst & Young, and Harrington Management Systems indicate that on average less than 25% of the innovative projects achieve sustained success. The American Productivity Quality Center's 2018 survey report pointed out that 88% of the organizations felt that process management discipline must be changed and 53.8% felt they must create a continuous improvement culture. Through the effective use of the ICM methodology, you can turn thousands of lost employee hours into millions of dollars in increased profit. This book unveils to the reader for the first time how ICM combines project change management, culture change management, and project management concepts to create an effective and innovative organization. These concepts combined result in homogeneous improvements in performance improvement and cultural change. The book outlines a step-by-step procedure designed to apply ICM to complex programs such as process redesign and supply chain management as well as to simpler ones such as relocation of offices. In addition, it provides field-tested change methodologies to help you systematically include change into your strategic management plan. This book shows you how to: Set the stage for ICM. Develop a new management style that encourages innovation. Develop and implement a project change management methodology to support the project management methodology. Develop a cultural change management program. How to reward and recognize the innovation activities generated by your employees. Make ICM an important part of the strategic plan. Help employees understand the career-enhancing aspects of change How to maximize your organization’s ROC (return on change). Most of the activity related to change management focuses on successfully implementing individual projects. Statistics indicate that this is not enough to keep up with today’s rapid changing innovative competition. As most profitable organizations are working diligently on increasing their innovation capabilities, this focus is requiring a completely new restructured management style and behavioral patterns that are foreign to most of today’s successful managers. |
| change management continuous improvement: Leading Continuous Change Bill Pasmore, 2015-08-17 Change has become constant, complex, multifaceted, and overwhelming. To meet this challenge, Bill Pasmore presents four keys to help leaders decide where and how to most effectively focus their change initiatives. |
| change management continuous improvement: Handbook on Continuous Improvement Transformation Aristide van Aartsengel, Selahattin Kurtoglu, 2013-04-11 This handbook provides a comprehensive and detailed framework for the implementation of Continuous Improvement and Lean Six Sigma in a professional project management environment. For this purpose the book brings together Lean Six Sigma and the PMBOK standard for project management. It provides an integrated approach, which can be used for both transactional and manufacturing businesses to better define ways to reduce costs, enhance processes ,and achieve faster implementation and new product or service development. The reader is guided carefully and reliably through the detailed procedures introduced in this book using a comprehensive, conceptual and practical well-balanced approach. |
| change management continuous improvement: Lean Change Management Jason Little, 2014-10-03 Change resistance is a natural reaction, when you don’t involve the people affected by the change in the design of the change. This book will help you implement successful change and bypass change resistance by co-creating change. The book will do that through examples of how innovative practices can dramatically improve the success of change programs. These practices combine ideas from the Agile, Lean Startup, change management, organizational development and psychology communities. This book will change how you think about change.-- |
| change management continuous improvement: Systemic Change Management G. Roth, A. DiBella, 2016-01-12 Weaving together prescriptions with a series of cases, Systemic Change Management describes the value and how-to of a systemic or enterprise approach to organizational change. Each capability presented here promotes change, but when used together create synergies that magnify their individual impact within and between collaborating organizations. |
| change management continuous improvement: Toyota Kata: Managing People for Improvement, Adaptiveness and Superior Results Mike Rother, 2009-09-04 Toyota Kata gets to the essence of how Toyota manages continuous improvement and human ingenuity, through its improvement kata and coaching kata. Mike Rother explains why typical companies fail to understand the core of lean and make limited progress—and what it takes to make it a real part of your culture. —Jeffrey K. Liker, bestselling author of The Toyota Way [Toyota Kata is] one of the stepping stones that will usher in a new era of management thinking. —The Systems Thinker How any organization in any industry can progress from old-fashioned management by results to a strikingly different and better way. —James P. Womack, Chairman and Founder, Lean Enterprise Institute Practicing the improvement kata is perhaps the best way we've found so far for actualizing PDCA in an organization. —John Shook, Chairman and CEO, Lean Enterprise Institute This game-changing book puts you behind the curtain at Toyota, providing new insight into the legendary automaker's management practices and offering practical guidance for leading and developing people in a way that makes the best use of their brainpower. Drawing on six years of research into Toyota's employee-management routines, Toyota Kata examines and elucidates, for the first time, the company's organizational routines--called kata--that power its success with continuous improvement and adaptation. The book also reaches beyond Toyota to explain issues of human behavior in organizations and provide specific answers to questions such as: How can we make improvement and adaptation part of everyday work throughout the organization? How can we develop and utilize the capability of everyone in the organization to repeatedly work toward and achieve new levels of performance? How can we give an organization the power to handle dynamic, unpredictable situations and keep satisfying customers? Mike Rother explains how to improve our prevailing management approach through the use of two kata: Improvement Kata--a repeating routine of establishing challenging target conditions, working step-by-step through obstacles, and always learning from the problems we encounter; and Coaching Kata: a pattern of teaching the improvement kata to employees at every level to ensure it motivates their ways of thinking and acting. With clear detail, an abundance of practical examples, and a cohesive explanation from start to finish, Toyota Kata gives executives and managers at any level actionable routines of thought and behavior that produce superior results and sustained competitive advantage. |
| change management continuous improvement: Successful Change Management E.J. Lister, 2003 |
| change management continuous improvement: Modular Kaizen Grace L. Duffy, 2013-11-07 Modular Kaizen is a development of necessity. Improvement has to happen on the fly in our rapidly changing world. This book is about using the resources, people, and schedules already in place to get things done. Modular Kaizen is the counterpoint to a kaizen blitz, in which team members are confined in a room to hammer out an opportunity or a solution to some problem. In the hectic, interrupt-driven environment of many organizations, it is simply not possible to remove critical players from normal operations for any length of time. Grace Duffy draws on 40 years of experience to incorporate techniques, innovations, and lessons learned in pursuit of effective continuous and breakthrough improvement. Part I provides the conceptual model along with steps and tools for process and system improvement in an extremely busy and interrupt-driven workplace. Part II offers three case studiesfrom manufacturing, healthcare, and aerospaceto show how the techniques work in real time. If you are looking for proven approaches to integrating quality improvement into daily work, this is your book. It is written for those of us who have to get it done, not just talk about it. So roll up your sleeves and dig in. |
| change management continuous improvement: Continuous Improvement CAM CALDWELL (PH.D.), 2020-02-12 In today's knowledge-, wisdom-, and information-based world, the challenge facing leaders and organizations is to be able to obtain employee commitment and to apply that dedication to constant improvement and change. In a world where technology is rapidly improving and knowledge is increasing exponentially in virtually every field, the ability to adapt and to innovate is essential to organization success and individual development. This book looks at continuous improvement at the individual, group, organizational, and societal levels and identifies commonalities and keys to success. It adopts a transformative perspective towards leadership, management philosophy, duties owed, and the obligation to constantly change. The authors/editors have written extensively about the need for leaders and organizations to refine their approach to change and improvement and this book combines their insights into one consolidated explanation. |
| change management continuous improvement: Culture, Change, and Continuous Improvement: From Bankruptcy to Industry Leadership A True Aerospace Story Colin E. Cramp, Martin R. Lodge, 2019-03-21 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. |
| change management continuous improvement: Organizational Change Management Strategies in Modern Business Goksoy, Asl?, 2015-10-30 Scholars agree that change has become a staple in organizational life and will likely remain as such beyond the 21st century. As the rate of change continues to accelerate, organizations must strive to develop and implement new initiatives in order to obtain significant benefits to organizational survival, economic viability, and human satisfaction. Organizational Change Management Strategies in Modern Business covers the most important elements of change management as well as the difficulties and challenges that organizations have faced when implementing change. In sampling different disciplines relevant to topics such as resistance to change, mergers and acquisitions management, leadership, the role of human resource strategies, and culture, this reference work is a useful resource for academics, professionals, managers, administrators, and others interested in organizational change. |
| change management continuous improvement: Enterprise Change Management David Miller, Audra Proctor, 2016-04-03 One of the biggest challenges facing organizations today is the ability to deliver the necessary change to sustain competitive advantage and adapt to economic and market environments. However, the gap between what organizations would like to deliver and their capabilities to do so is getting increasingly wide. Enterprise Change Management provides a practical roadmap for bridging this gap to help organizations build the sustainable capabilities to implement a portfolio of changes. Based on research on change performance from over 300 organizations and 400,000 data points over a 21-year period, Enterprise Change Management will help diagnose the root causes of the organizational change gap, manage demand for change and create the context for successful continuous change in the organization. This book introduces five core capabilities - adaptive leadership; executing single changes effectively; managing the demand for change; hiring resilient people and creating the context for successful change. Frameworks, processes and tools help readers assess change capabilities and then create a strategy to close the change gap and improve performance in their organization. |
| change management continuous improvement: Leading Change John P. Kotter, 2012 From the ill-fated dot-com bubble to unprecedented merger and acquisition activity to scandal, greed, and, ultimately, recession -- we've learned that widespread and difficult change is no longer the exception. By outlining the process organizations have used to achieve transformational goals and by identifying where and how even top performers derail during the change process, Kotter provides a practical resource for leaders and managers charged with making change initiatives work. |
| change management continuous improvement: Communication for Continuous Improvement Projects Tina Agustiady, 2013-10-23 Manufacturing companies work endlessly to make process improvements, yet they are often hard to implement and even harder to sustain. The reason: companies often stumble when communicating why the methodologies are being used and how to sustain the improvements. Communication for Continuous Improvement Projects demonstrates how to communicate change, create confidence in the new processes, and empower employees. It shows how to be an effective change agent by utilizing tools that make sense while being competitive in the business market. The book explores how the proper tools, communication, and management make the Lean Six Sigma methodologies work. It includes a Continuous Improvement Toolkit that is an easy reference for what tool to use and when and how to effectively teach the tools to employees who are not necessarily engineers. Communicating these tools is the most difficult part of using the tools. The author details the implementation of the actual tools that create confidence and explains Lean Six Sigma in a way that will make employees want to jump on board. Result-driven decisions can be made from the methodologies described in this book, making processes quantifiably better with sustainable results. Extensive and informative, the book takes the guesswork out of the art of continuous improvement through communication. |
| change management continuous improvement: Getting to Lean - Transformational Change Management Lawrence M. Miller, 2013-04 Getting to Lean is a guide to transformational change. It is about creating the future. It provides a process for significant and large scale change in culture and capabilities to build a sustainable lean enterprise. Getting to Lean presents whole-system architecture which engages stakeholders in aligning the systems and structures of the organization toward a common purpose. |
| change management continuous improvement: 20 Keys to Workplace Improvement Iwao Kobayashi, 2018-02-06 20 Keys has helped many manufacturing companies integrate the top manufacturing improvement methods into a coordinated system for drastic and continual improvement in involvement, quality, and productivity. This program provides the strategies necessary to achieve ambitious goals through a five-level scoring system. The revised edition is improved with upgraded criteria for the five-level scoring system to guide your company to world-class status. New material and updated layout make implementation even easier. Two valuable case studies demonstrate effective use by both a Japanese company and an American manufacturer. |
| change management continuous improvement: Choosing Strategies for Change John P. Kotter, 1979-01-01 |
| change management continuous improvement: Utilizing the 3Ms of Process Improvement in Healthcare Richard Morrow, 2017-07-27 Utilizing the 3Ms of Process Improvement in Healthcare supplies step-by-step guidance on how to use the 3Ms of change leadership to improve healthcare processes. Complete with forms, templates, and healthcare case studies, it illustrates the proper application of the 3Ms. It weaves stories throughout the book of role models who have succeeded, as w |
| change management continuous improvement: Advances in Patient Safety Kerm Henriksen, 2005 v. 1. Research findings -- v. 2. Concepts and methodology -- v. 3. Implementation issues -- v. 4. Programs, tools and products. |
| change management continuous improvement: The Spirit of Kaizen: Creating Lasting Excellence One Small Step at a Time Robert Maurer, 2012-11-02 Discover the power of KAIZEN to make lasting and powerful change in your organization “Maurer uses his knowledge of the brain and human psychology to show what I have promoted for the past three decades—that continuous improvement is built on the foundation of people courageously using their creativity. Kaizen is much more than a world-class management practice; it is a technique to remove fear from our mind’s mind, enabling us to take small steps to better things. The process of change starts with awareness and desire in our minds and then leads to action and change in the physical world. Readers of this book will surely fi nd new ideas and encouragement to make improvements in personal health, performance at work, and their own well-being.” —Masaaki Imai, Chariman, Kaizen Institute KAIZEN: The Small-Step Step Solution for You and Your Company Today’s businesses love the idea of revolutionary, immediate change. But major “disruptive” efforts often fail because radical change sets off alarms in our brains and shuts down our power to think clearly and creatively. There is, however, a more effective path to change. Change that is lasting and powerful. Change that begins with one small step . . . It’s The Spirit of Kaizen—a proven system for implementing small, incremental steps that can have a big impact in reaching your goals. This step-by-step guide from renowned psychologist and consultant Dr. Robert Maurer shows you how to: Lower costs—by offering little rewards Raise quality—by reducing mistakes Manage difficult people— one step at a time Boost morale and productivity— in five minutes a day Implement big ideas—through small but steady actions Sell more—in less time Filled with practical tips and ready-to-use tools for managers, innovators, and entrepreneurs, The Spirit of Kaizen is the essential handbook for a changing world. You’ll learn how to think outside the suggestion box, remove mental blindfolds, manage stress with one-minute exercises, and handle rising health-care costs. You’ll discover the “small step” secrets for dealing with all kinds of people, from tough bosses and listless workers to stubborn clients and fussy customers. These simple but powerful techniques can be applied to almost any workplace situation, especially when you’re trying to navigate the stormy waters of radical change, high-pressure deadlines, and cutthroat competition. These are the same methods of small, continual improvement that have been tested by the largest companies, such as Boeing, Toyota, and the U.S. Navy—methods that will work for you, too. No matter how big the obstacle or how big the dream, The Spirit of Kaizen has a small-step solution to help you succeed. |
| change management continuous improvement: The ASQ Quality Improvement Pocket Guide Grace L. Duffy, 2013-11-04 This pocket guide is designed to be a quick, on-the-job reference for anyone interested in making their workplace more effective and efficient. It will provide a solid initial overview of what quality is and how it could impact you and your organization. Use it to compare how you and your organization are doing things, and to see whether whats described in the guide might be useful. The tools of quality described herein are universal. People across the world need to find better, more effective ways to improve the creation and performance of products and services. Since organizational and process improvement is increasingly integrated into all areas of an organization, everyone must understand the basic principles of process control and process improvement. This succinct and concentrated guide can help. Unlike any other pocket guide on the market, included throughout are direct links to numerous free online resources that not only go deeper but also to show these concepts and tools in action: case studies, articles, webcasts, templates, tutorials, examples from the ASQ Service Divisions Service Quality Body of Knowledge (SQBOK), and much more. This pocket guide serves as a gateway into the wealth of peerless content that ASQ offers. |
| change management continuous improvement: How Successful Organizations Implement Change Emad E. Aziz, Wanda Curlee, 2017-10-02 The only constant is change—especially in today's business environment. Increasing globalization and the rise of new markets and technologies are forcing companies to compete in a more turbulent world than ever. To survive and thrive, organizations must be able to continuously evolve. Unfortunately, people tend to resist change. Uncertainty can be daunting, and people generally prefer to keep doing what they already know, avoiding unfamiliar situations, particularly in their work. The good news is that change can be managed using the same processes many organizations already use in their day-to-day project management activities. After all, every project results in some type of change to an organization. Building on the Project Management Institute's Managing Change in Organizations: A Practice Guide, and drawing on the project management expertise of a wide variety of authors, How Successful Organizations Implement Change explains the critical aspects of the change management process and outlines the methods that project, program, and portfolio managers can utilize to bring effective change in a complex and transient business context. For practitioners who are directly leading the change effort as well as those affected by it; for executives formulating strategies, even those managing operations; and for academics researching or teaching others about organizational change management, the examples provided in this book cover a broad range of industries and areas of business. How Successful Organizations Implement Change combines the change management knowledge of experts, academics, researchers, and practitioners with tools, processes, and templates, all of which make this volume a valuable resource, a must-have, for leaders of change in organizations. |
| change management continuous improvement: A Sense of Urgency John P. Kotter, 2008 In his international bestseller Leading Change, Kotter provided an action plan for implementing successful transformations. Now, he shines the spotlight on the crucial first step in his framework: creating a sense of urgency by getting people to actually see and feel the need for change. |
| change management continuous improvement: The Idea-Driven Organization Alan G. Robinson, Dean M. Schroeder, 2020-04-07 “Examples from all over the world make it fun to read…convincingly demonstrate[s] the power of incorporating frontline thinking into your organization.” —Marshall Goldsmith, #1 New York Times-bestselling author of Triggers Too many organizations overlook, or even suppress, their single most powerful source of growth and innovation—and it’s right under their noses. The frontline employees who interact directly with your customers, make your products, and provide your services have unparalleled insights into where problems exist and what improvements and new offerings would have the most impact. In this follow-up to their bestseller Ideas Are Free, Alan G. Robinson and Dean M. Schroeder show how to align every part of an organization around generating and implementing employee ideas and offer dozens of examples of what a tremendous competitive advantage this can offer—not just for revenue but for worker retention. Their advice enables leaders to build organizations capable of implementing twenty, fifty, or even a hundred ideas per employee per year. Citing organizations from around the world, they explain what’s needed to put together a management team that embraces grassroots ideas and describe the strategies, policies, and practices that enable them. They detail exactly how high-performing idea processes work and how to design one for your organization. There’s pressure today to do more with less. But cutting wages and benefits and pushing people to work harder with fewer resources can go only so far. Ironically, the best solution resides with the very people who’ve been bearing the brunt of these measures. With this book, you can unleash a constant stream of great ideas that will strengthen every facet of your organization. |
| change management continuous improvement: Change Management Process for Information Technology Carlo Figliomeni, 2011-12-13 The book is designed so that it can be used by either an existing Change Management Manager who wants to improve the way changes are introduced to their environment or by an organization that is planning to introduce a formal Change Management Process within the information technology group or any other business group. The book provides the following: A framework that allows for the initial creation of a Request for Change (RFC) and all the steps required for a successful implementation including the closure of the RFC; Guidelines which provide checklists of questions to ask to validate the change request; A structured format to conduct the formal Change Advisory Board (CAB) review meetings; Step-by-step procedures to guide all the participants during the life of the change request; Associated roles and responsibilities for each participant involved in the process; Hints and tips to help the Change Manager better manage and control the change process; Metrics to measure the results of the change process; Templates that are useful when creating the change request and assessing the categorization of the change. |
| change management continuous improvement: The Fourth Industrial Revolution Klaus Schwab, 2017-01-03 World-renowned economist Klaus Schwab, Founder and Executive Chairman of the World Economic Forum, explains that we have an opportunity to shape the fourth industrial revolution, which will fundamentally alter how we live and work. Schwab argues that this revolution is different in scale, scope and complexity from any that have come before. Characterized by a range of new technologies that are fusing the physical, digital and biological worlds, the developments are affecting all disciplines, economies, industries and governments, and even challenging ideas about what it means to be human. Artificial intelligence is already all around us, from supercomputers, drones and virtual assistants to 3D printing, DNA sequencing, smart thermostats, wearable sensors and microchips smaller than a grain of sand. But this is just the beginning: nanomaterials 200 times stronger than steel and a million times thinner than a strand of hair and the first transplant of a 3D printed liver are already in development. Imagine “smart factories” in which global systems of manufacturing are coordinated virtually, or implantable mobile phones made of biosynthetic materials. The fourth industrial revolution, says Schwab, is more significant, and its ramifications more profound, than in any prior period of human history. He outlines the key technologies driving this revolution and discusses the major impacts expected on government, business, civil society and individuals. Schwab also offers bold ideas on how to harness these changes and shape a better future—one in which technology empowers people rather than replaces them; progress serves society rather than disrupts it; and in which innovators respect moral and ethical boundaries rather than cross them. We all have the opportunity to contribute to developing new frameworks that advance progress. |
| change management continuous improvement: Strategic Continuous Process Improvement Gerhard J. Plenert, 2011-11-29 Proven methods for achieving continuous process improvement Resolve 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 |
| change management continuous improvement: The Process Improvement Handbook: A Blueprint for Managing Change and Increasing Organizational Performance Tristan Boutros, Tim Purdie, 2013-10-13 The Definitive Guide to Process Improvement & Operational Excellence. This complete body of knowledge for process improvement professionals provides an easy-to-understand foundation for process maturity capability in any company. Gold Medal Winner of the 2015 Axiom Book Award for best business theory book! The Process Improvement Handbook: A Blueprint for Managing Change and Increasing Organizational Performance introduces an all-encompassing body of knowledge for anyone looking to improve their operating environment. It presents a practical way to build and improve processes, and can assist professionals whether they are learning the basics of Process Improvement, planning their first improvement project, or evangelizing process oriented thinking throughout their organization. All of the concepts explained in this book encapsulate everything needed to enable process excellence from start to finish, saving time, conserving resources, and accomplishing more in a competitive timeframe. These practical insights will make you more effective in any Process Improvement role: from contributor, stakeholder, executive, team member, department, business division, supplier, and customer. Highlights include: A comprehensive framework that outlines the methods, tools, and competencies used to create sustainable Process Improvement efforts An industry-leading architecture approach for building organizational processes - Process-Oriented Architecture (POA) Demonstrating the importance of end-to-end process improvement, and the pitfalls of individual and isolated improvement methods Capitalizing on practical agility principles to deliver faster results Sample learning materials such as instructions for getting started, practical guides, real-world case studies, and templates available in the book and on an affiliated website A self-sufficient reference guide that all employees can easily use or self-train with A common vocabulary within the Process Improvement profession for discussing, writing, and applying Process Improvement concepts A robust tool for educating or training organizations and professionals Includes a Foreword from Dr. H. James Harrington, prolific author of over 35 Process Improvement books and winner of numerous quality awards including ASQ's Distinguished Service Medal. |
| change management continuous improvement: Making Six Sigma Last George Eckes, 2002-02-28 Das Six Sigma-Modell wurde in den 80er Jahren von Motorola entwickelt. In den letzten Jahren wurde es in Amerika verstärkt als Methode zur Steigerung von Effektivität und Effizienz eingesetzt. Six Sigma - das ist ein Katalog erprobter Managementtechniken und -methoden zur Fehlerreduzierung, Produktivitätssteigerung und zur Steigerung von Gewinn und Shareholder Value. Dieses Modell soll Unternehmen helfen, die Rentabilität zu steigern, indem sie sich auf das Verhältnis zwischen Produktionsfehler, Produktionsausbeute, Zuverlässigkeit, Kosten, Gesamtstückzeit und Zeitplan konzentrieren. Die Anwendung des Six Sigma-Modells heisst für jedes Unternehmen, einen tiefgreifenden Wandel zu durchlaufen, und zwar einen Wandel, der aus einer technischen und einer kulturellen Komponente besteht. Während der Vorgängertitel The Six Sigma Revolution vom gleichen Autor die technische Komponente behandelt, konzentriert sich Making Six Sigma Last in erster Linie auf Aspekte der Unternehmenskultur und geht folgenden Fragen nach: Wie schafft man die Voraussetzungen für die Einführung von Six Sigma? Wie erkennt man die vier Gegenargumente für eine Six Sigma-Einführung und wie überwindet man diesen Widerstand? Wie managt man Six Sigma-Systeme und -Strukturen und setzt diese erfolgreich ein? |
| change management continuous improvement: Kaizen (Ky'zen), the Key to Japan's Competitive Success Masaaki Imai, 1986 Kaizen means gradual, unending improvement, doing little things better; setting --and achieving --ever higher standards. It is Kaizen, says Masaaki Imai, that is the simple truth behind Japan's economic miracle and the real reason the Japanese have become the masters of flexible manufacturing technology -- the ability to adapt manufacturing processes to changing customer and market requirements, and do it fast ... For the first time, Western managers have a comprehensive handbook of 16 Kaizen management practices they can put to work. Using more than 100 examples of Kaizen in action, 15 corporate case studies, and 50 charts and graphs, Mr. Imai examines step by step all the roles Kaizen plays in. --inside cover |
| change management continuous improvement: Gemba Kaizen: A Commonsense, Low-Cost Approach to Management Masaaki Imai, 1997-03-22 When it comes to making your business more profitable and successful, don't look to re-engineering for answers. A better way is to apply the concept of kaizen, which mean making simple, common-sense improvements and refinements to critical business processes.The result: greater productivity, quality, and profits achieved with minimal cost, time, and effort invested. In this book, you discover how to maximize the results of kaizen by applying it to gemba--business processes involved in the manufacture of products and the rendering of services--the areas of your business where, as the author puts it, the real action takes place. |
| change management continuous improvement: The Quality Toolbox Nancy Tague, 2004-07-14 The Quality Toolbox is a comprehensive reference to a variety of methods and techniques: those most commonly used for quality improvement, many less commonly used, and some created by the author and not available elsewhere. The reader will find the widely used seven basic quality control tools (for example, fishbone diagram, and Pareto chart) as well as the newer management and planning tools. Tools are included for generating and organizing ideas, evaluating ideas, analyzing processes, determining root causes, planning, and basic data-handling and statistics. The book is written and organized to be as simple as possible to use so that anyone can find and learn new tools without a teacher. Above all, this is an instruction book. The reader can learn new tools or, for familiar tools, discover new variations or applications. It also is a reference book, organized so that a half-remembered tool can be found and reviewed easily, and the right tool to solve a particular problem or achieve a specific goal can be quickly identified. With this book close at hand, a quality improvement team becomes capable of more efficient and effective work with less assistance from a trained quality consultant. Quality and training professionals also will find it a handy reference and quick way to expand their repertoire of tools, techniques, applications, and tricks. For this second edition, Tague added 34 tools and 18 variations. The Quality Improvement Stories chapter has been expanded to include detailed case studies from three Baldrige Award winners. An entirely new chapter, Mega-Tools: Quality Management Systems, puts the tools into two contexts: the historical evolution of quality improvement and the quality management systems within which the tools are used. This edition liberally uses icons with each tool description to reinforce for the reader what kind of tool it is and where it is used within the improvement process. |
| change management continuous improvement: The Five Keys to Continuous Improvement McNeil David, McNeil Jim, 2024-04-05 This book is tailored for the countless individuals entrusted with driving improvement initiatives within their businesses or organizations. This diverse group includes leaders spanning from CEOs to front-line employees. Their responsibilities include a wide spectrum, from formulating and executing strategic plans to seizing incremental improvement opportunities. Within these pages, you will uncover the essential elements necessary for effectively implementing and sustaining improvement efforts across any organizational context. The authors distill years of experience, research, and analysis into five key concepts. These Five Keys empower practitioners to lead with confidence, bridging the gap between common sense and practical application. |
| change management continuous improvement: How to Change the World Jurgen Appelo, 2012 |
| change management continuous improvement: Reviving Businesses With New Organizational Change Management Strategies Nuno Geada, Pedro Fernandes Anunciação, 2021 This book analyzes the sensitivity of organizations to change management based on methodologies and tools to control impacts and investigates how employees are impacted by their environment discussing issues such as technology communication and business continuity and the importance of collaborative and interactive relationship pertaining to change management-- |
| change management continuous improvement: Sustaining a Culture of Process Control and Continuous Improvement Philip J. Gisi, 2018-05-16 This comprehensive book presents a methodology for continuous process improvement in a structured, logical, and easily understandable framework based on industry accepted tools, techniques, and practices. It begins by explaining the conditions necessary for establishing a stable and capable process and the actions required to maintain process control, while setting the stage for sustainable efficiency improvements driven by waste elimination and process flow enhancement. This structured approach makes a clear connection between the need for a quality process to serve as the foundation for incremental efficiency improvements. This book moves beyond talking about the value contribution of tools and techniques for process control and continuous improvement by focusing on the daily work routines necessary to maintain and sustain these activities as part of a lean process and management mindset. Part 1 discusses process quality improvement with an understanding of variation and its impact on process performance. It continues by stressing the importance of standardizing a process to achieve process stability. Once process stability is reflected in a consistent and predictable output, attention is turned to ensuring the process is capable of consistently meeting customer requirements. This series of activities sets the foundation for process control and the sustainable pursuit of efficiency improvements. Part 2 focuses on efficiency improvement by eliminating waste while improving process flow using proven tools and methods. Although there is a clear relationship between waste elimination and process flow, these activities are discussed separately to allow those more interested in waste elimination to work independently from those looking to optimize value stream flow. Part 3 explores the principles, practices, systems, and behaviors required to maintain process control while creating a mindset of continuous incremental improvement. It considers the role organizational structure, discipline, and accountability play as essential components for long term operational success. This book will: Provide readers with a clear roadmap for establishing, achieving, and maintaining process control as the foundation upon which to pursue efficiency improvements. Establish direction and methods for continuous and sustainable process improvement Define the practices, systems, and behaviors required to realize desired results and develop a culture of process control and continuous improvement along the road to operational excellence. |
CHANGE Definition & Meaning - Merriam-Webster
The meaning of CHANGE is to make different in some particular : alter. How to use change in a sentence. Synonym Discussion of Change.
Change starts here · Change.org
Change.org is an independent, nonprofit-owned organization, funded entirely by millions of users just like you. Stand with Change to protect the power of everyday people making a difference.
CHANGE | English meaning - Cambridge Dictionary
CHANGE definition: 1. to exchange one thing for another thing, especially of a similar type: 2. to make or become…. Learn more.
Change - definition of change by The Free Dictionary
n. 1. The act, process, or result of altering or modifying: a change in facial expression. 2. The replacing of one thing for another; substitution: a change of atmosphere; a change of …
Change - Definition, Meaning & Synonyms | Vocabulary.com
The noun change can refer to any thing or state that is different from what it once was. Change is everywhere in life — and in English. The word has numerous senses, both as a noun and verb, …
Change Definition & Meaning - YourDictionary
To put or take (a thing) in place of something else; substitute for, replace with, or transfer to another of a similar kind. To change one's clothes, to change jobs.
Change: Definition, Meaning, and Examples - usdictionary.com
Dec 2, 2024 · "Change" is an essential term used to refer to a variety of processes or states indicating a difference in condition, position, or state. Embracing and understanding "change" …
What does change mean? - Definitions.net
What does change mean? This dictionary definitions page includes all the possible meanings, example usage and translations of the word change. the process of becoming different. The …
CHANGE Definition & Meaning | Dictionary.com
To change something is to make its form, nature, or content different from what it is currently or from what it would be if left alone. How is change different from alter?
CHANGE - Meaning & Translations | Collins English Dictionary
Master the word "CHANGE" in English: definitions, translations, synonyms, pronunciations, examples, and grammar insights - all in one complete resource.
CHANGE Definition & Meaning - Merriam-Webster
The meaning of CHANGE is to make different in some particular : alter. How to use change in a sentence. Synonym Discussion of Change.
Change starts here · Change.org
Change.org is an independent, nonprofit-owned organization, funded entirely by millions of users just like you. Stand …
CHANGE | English meaning - Cambridge Dictionary
CHANGE definition: 1. to exchange one thing for another thing, especially of a similar type: 2. to make or become…. …
Change - definition of change by The Free Dictionary
n. 1. The act, process, or result of altering or modifying: a change in facial expression. 2. The replacing of one thing for another; substitution: a change of atmosphere; a …
Change - Definition, Meaning & Synonyms | Vocabulary.com
The noun change can refer to any thing or state that is different from what it once was. Change is everywhere in life — and in English. The word has numerous …
