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Produktbild: Floyd, R: A Culture of Rapid Improvement

Floyd, R: A Culture of Rapid Improvement Creating and Sustaining an Engaged Workforce

Fr. 68.90

inkl. gesetzl. MwSt., Versandkostenfrei

Beschreibung

Produktdetails

Einband

Gebundene Ausgabe

Erscheinungsdatum

01.12.2008

Abbildungen

16 Illustrations, black and white

Verlag

Taylor & Francis

Seitenzahl

324

Maße (L/B/H)

16.1/23.6/2.4 cm

Gewicht

564 g

Sprache

Englisch

ISBN

978-1-56327-378-0

Beschreibung

Produktdetails

Einband

Gebundene Ausgabe

Erscheinungsdatum

01.12.2008

Abbildungen

16 Illustrations, black and white

Verlag

Taylor & Francis

Seitenzahl

324

Maße (L/B/H)

16.1/23.6/2.4 cm

Gewicht

564 g

Sprache

Englisch

ISBN

978-1-56327-378-0

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  • Produktbild: Floyd, R: A Culture of Rapid Improvement
  • Industrial Culture: The Human Side of Change Improve the Performance of Your Business by Creating a New Industrial Culture The Importance of a Culture of Rapid Improvement How Your Culture Affects the Potential for Improvement How Culture Is Influenced by Strategy A Simple Model of Culture Element 1: Values Element 2: Beliefs Element 3: Behavior Element 4: Rituals How to Use This Simple Model of Culture Designing a Corporate Culture Elements of a Culture of Rapid Improvement: An Overview of How This Book Is Organized Summary Section I: Establish the Values and Beliefs of Your New Culture Strategy: The Values and Beliefs of an Industrial Culture Establishing Strategic Goals for Your Organization Establishing Your Organization’s Tactical Goals Setting Strategic Goals Is the Responsibility of the Senior Leader A Process for Establishing Strategic Goals Look Outside Your Organization Evaluate Your Customers and Competitors Consider the Owners of Your Business Do Not Forget to Consider Your Employees Assess the Needs of Your Organization’s Community Next, Look Inside Your Organization Analyze the Gap between Your Current Capabilities and Your Future Requirements Write Your Goals 1. Strategic Goals Have a Simple, Memorable Statement of the Gap You Are Closing 2. Strategic Goals Have a Directionally Correct Statement of Future Needs 3. Strategic Goals Have a Credible Description of Current Capabilities 4. Strategic Goals Have a Few Objective Measures That Define Progress 5. Strategic Goals Have Interim Tactical Performance Targets to Be Achieved Present Your Goals to Your Organization Conclusion Summary 3 Making Your Cultural Values Personal A Three-Level View for Translating Goals into Actions The CEO’s Three-Level View The Division Managers’ Three-Level View Individual Department Managers’ Three-Level View A Case Study of the Three-Level View of Translating Goals to Actions Keeping the Whole Team on Board Refreshing Your Goals A Final Word on Translating Strategic Goals into Tactical Goals and Tactical Actions Summary Quality Stations: The Rituals of Your Culture Rituals at Work Using Quality Stations to Implement the Four Rituals of Improvement Ritual 1: Quality Stations Help Show Tactical Goals Ritual 2: Quality Stations Show Activities in Progress Ritual 3: Quality Stations Show Projects Completed and Measure and Communicate Results Ritual 4: Quality Stations Show Ideas for the Future  Details on the Four Rituals of Improvement Ritual 1: Show the Tactical Goals of the Team Ritual 2: Show the Projects in Progress Ritual 3: Measure and Communicate Results Ritual 4: Make Ideas for the Future Visible Culturally Appropriate Small-Team Leadership Communications at the Quality Stations Appearance of a Quality Station The Work of a Quality Station Management Quality Stations A Final Word on Quality Stations Summary Section II: Engaging People in Your New Culture The Objective Elements of Engaging People Creating a Framework That Engages People to Help Element 1: People Need Goals to Achieve Element 2: People Need New Skills to Do New Things Root Cause Analysis Element 3: People Need Time to Work on Improvement Element 4: People Need Access to Resources Providing Funds Small-Event Improvements Element 5: People Need a Structure for Action Summary The Subjective Elements That Disrupt Engagement of People What if Improvement Does Not Happen? The Subjective Elements That Disrupt Engagement Element 1: Some Teams Do Not Trust Management Element 2: Some Teams Have Disruptive Members Intentionally Disruptive Team Members Direct Relationships with Management Intentionally Disruptive Individuals Unintentionally Disruptive Team Members Summary Section III: The Social Design of Your New Culture Understanding the Theory of Industrial Culture Personalities and Personal Cultures at Work Each Business Has a Culture That Defines the Workplace Social Cultures at Work Three Typical Responses to a Dominant Culture 1. People of Different Cultures Will Appear to Fit the Dominant Culture at Work 2. People of Different Cultures Will Adopt a Neutral Behavior while at Work 3. People of Different Cultures Will Resist the Dominant Culture at Work What to Do about These Three Responses to Your Dominant Work Culture Situational Cultures Summary The Social Design of a New Culture Social Design in Industry Social Consideration 1: Precision and Timeliness How to Handle Routine Work How to Handle Nonroutine Work When to Begin Social Consideration 2: Collaboration and Teamwork Communicating about Differences within a Team Different Expressions of the Same Family Values Different Interpretations and Assumptions of a Simple Task: Getting the Mail How to Handle Aberrant Behavior Social Consideration 3: Inclusion and Contribution Summary Valuing Individuals Five Elements of Valuing Individuals Element 1: Develop Corporate Awareness That Individuals Are Different and Valuable Recognize That Many Personal Qualities Are a Mixed Blessing Element 2: Provide Emotional and Social Support during Cultural Changes Dealing with “Heritage” Issues Establish Affinity Groups Facilitate Meetings of Affinity Groups Unexpected Affinity Groups Establish a Group of “Diversity Pioneers” Element 3: Establish New Policies and Practices for Your New Culture Element 4: Enforcement of Your New Culture’s Policies and Practices Element 5: Celebration of Your Cultural Change Summary Managing Emotion at Work Exploring Emotions at Work Listen to What Your People Tell You about Their Feelings about Work Everything Is Not Good When Real Change Is Happening Interpreting the Emotions of Change If You Cannot Interpret Emotions at Work, Find Someone Who Can? Interpreting Emotions Is Key to Implementing Successful Change Summary SECTION IV: Managing and Sustaining Cultural Change How Communication Reflects Your Culture Three Types of Messages from Management 1. Delivering News 2. Making Statements of Belief and Support 3. Giving Instructions for Action Organizational Implications of Communication: The Role of Senior Management The Role of Middle Managers in Communicating Problem 1: People Do Not Get Your Message Problem 2: Middle Managers Are Disenfranchised Manage and Measure the Communication Summary Measuring the Performance of Small Events Principles of Measuring Small-Event and Autonomous Improvement Measuring How Engaged Your People Are in Improving Your Business Using Bulk Measurements to Ensure You Are All Working toward the Same Goal Measuring Visible Results Reinforces an Intuitive Understanding of Performance Make Sure Your Measures Are Consistent and Credible to the People Being Measured Make Your Measurements Direct and Exact Keep Your System Fair and Accurate Create a Subject Matter Expert for Measurement Other Interesting Measurements Useful and Nearly Objective Assessment of Subjective Data Use Bulk Measures When Individual Data Are Not Available Look for Useful Trends in Meaningless Data Defend Your Measures Summary Managing the Competence of Your Employees, Especially in Business-Critical Roles Early Assessments of Individual Employee Competence Recognizing the Importance of Critical Positions to the Overall Performance of the Organization The Basis of Data Gathering to Assess Employee Competence Measure the Percentage of Critical Positions Occupied by Highly Competent People Measure the Overall Performance of the Organization The Process of Data Gathering to Assess Employee Competence Step 1: Identify the Critical Positions in Your Organization Step 2: Assess the Individuals Working in Your Critical Positions Correlating Personal Competence with Organizational Performance Management Lessons from Competence Assessment Focus Your First Personnel Development Actions on Critical Positions Begin Promptly Spread the Word about Competence Management Recognize That Not All Managers Need to Be Highly Competent Many Critical Positions Are Underappreciated Lessons to be Learned from the Exceptions Summary Section V: Getting Started in Your Organization Phase I: The First Six Months Create Strategic Goals For Your Business Give Your People New Capabilities or Tools to Practice Improvement Single Minutes Exchange of Dies Total Productive Maintenance Reliability Engineering Value-Stream Mapping Task 3: Establish the Basis for a New Social Culture That Is More Inclusive and More Autonomous Task 4: Conduct Your First Pilot Project Task 5: Sustain Your Gains Summary Phase II: The Second Six Months Complete the Process of Deploying and Translating Your Goals Initiate a Second Round of Pilot Projects Take Formal Steps to Include Individuals in Your Culture Change Implement New Tools and Methods in Your New Pilot Projects Use Quality Stations Sustain Your Gains in Communication and Performance Summary Phase III: The Third Six Months Create Quality Stations That Small Teams Will Use to Advance Your Goals Establish Pilot Projects on the Front Line Select New Tools That Support Autonomous Action Create Affinity Groups to Ensure Inclusion of All Individuals Sustain Your Gains by Establishing New Formal Practices Summary Phase IV: The Fourth Six Months