Book description
Become a corporate change agentLearn to implement and cultivate a culture of improvement with the assistance of one of the world’s most respected experts
Managing a business so that it achieves a supreme pace of improvement requires that all members of an organization can and do make their best contributions to the success of the enterprise. Management must provide employees with a shared set of values and beliefs so that they can decide for themselves how to behave in accordance with the expectations of a nurturing and empowering culture.
A Culture of Rapid Improvement is intended for those leaders seeking to encourage dramatic improvement within their organizations. It shows these change agents how they can—
· Develop the shared values and beliefs that serve as the foundation for a dynamic culture
· Engage all employees to join the new culture and provide opportunities for these stakeholders to initiate and participate in improvement
· Measure, evaluate, and manage the performance of the new culture
Filled with lessons garnered from practical examples, this text is based on Raymond C. Floyd's 40 years of industrial management experience, including his more than 20 years at Exxon Mobil. He is the winner of a Shingo Prize and also holds the unique distinction of having led businesses from two different industries that were both recognized by IndustryWeek magazine as being among the Best Plants in America.
If you approach the task of improvement with proper action and full participation, improvement is not just possible, but inevitable. At six months, you will notice a difference in your organizational culture; at the end of two years, you will be operating with near–world-class performance.
Table of contents
- Cover
- Half Title
- Title Page
- Copyright Page
- Dedication
- Table of Contents
- Foreword by H. Eugene McBrayer
- Preface
- Acknowledgments
- About the Author
-
1 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
- 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 of Chapter 1
-
SECTION I: ESTABLISH THE VALUES AND BELIEFS OF YOUR NEW CULTURE
-
2 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
- 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 of Chapter 2
- 3 Making Your Cultural Values Personal
-
4 Quality Stations: The Rituals of Your Culture
- Rituals at Work
- Using Quality Stations to Implement the Four Rituals of Improvement
- Details on the Four Rituals of Improvement
- 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 of Chapter 4
-
2 Strategy: The Values and Beliefs of an Industrial Culture
-
SECTION II: ENGAGING PEOPLE IN YOUR NEW CULTURE
-
5 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
- Element 3: People Need Time to Work on Improvement
- Element 4: People Need Access to Resources
- Element 5: People Need a Structure for Action
- Summary of Chapter 5
- 6 The Subjective Elements That Disrupt Engagement of People
-
5 The Objective Elements of Engaging People
-
SECTION III: THE SOCIAL DESIGN OF YOUR NEW CULTURE
- 7 Understanding the Theory of Industrial Culture
- 8 The Social Design of a New Culture
-
9 Valuing Individuals
- Five Elements of Valuing Individuals
- Element 1: Develop Corporate Awareness That Individuals Are Different and Valuable
- Element 2: Provide Emotional and Social Support during Cultural Changes
- 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 of Chapter 9
- 10 Managing Emotion at Work
-
SECTION IV: MANAGING AND SUSTAINING CULTURAL CHANGE
- 11 How Communication Reflects Your Culture
-
12 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
- Other Interesting Measurements
- Defend Your Measures
- Summary of Chapter 12
-
13 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
- The Process of Data Gathering to Assess Employee Competence
- Correlating Personal Competence with Organizational Performance
- Management Lessons from Competence Assessment
-
SECTION V: GETTING STARTED IN YOUR ORGANIZATION
-
14 Phase I: The First Six Months
- Task 1: Create Strategic Goals For Your Business
- Task 2: Give Your People New Capabilities or Tools to Practice Improvement
- 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 of Chapter 14
-
15 Phase II: The Second Six Months
- Task 1: Complete the Process of Deploying and Translating Your Goals
- Task 2: Initiate a Second Round of Pilot Projects
- Task 3: Take Formal Steps to Include Individuals in Your Culture Change
- Task 4: Implement New Tools and Methods in Your New Pilot Projects
- Use Quality Stations
- Task 5: Sustain Your Gains in Communication and Performance
- Summary of Chapter 15
-
16 Phase III: The Third Six Months
- Task 1: Create Quality Stations That Small Teams Will Use to Advance Your Goals
- Task 2: Establish Pilot Projects on the Front Line
- Task 3: Select New Tools That Support Autonomous Action
- Task 4: Create Affinity Groups to Ensure Inclusion of All Individuals
- Task 5: Sustain Your Gains by Establishing New Formal Practices
- Summary of Chapter 16
-
17 Phase IV: The Fourth Six Months
- Task 1: Ensure That the Goals You Are Implementing Are the Goals You Deployed
- Task 2: Select Only Projects That Improve Performance
- Task 3: Train People to Use the Specific Tools That Will Meet Your Goals
- Task 4: Make Sure All Individuals Are Included in Your Culture Change
- Task 5: Sustain Your Gains into Year Three and Beyond
- Beginning the Third Year
- Summary of Chapter 17
-
14 Phase I: The First Six Months
- Index
Product information
- Title: A Culture of Rapid Improvement
- Author(s):
- Release date: March 2020
- Publisher(s): Productivity Press
- ISBN: 9781000077599
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