Book description
In an age when most business plans extend only to the next quarterly reporting period, the authors of this book propose an audaciously longer view of future planning. Reaching beyond the modern five or ten-year strategic plan, the authors take a cue from Kongo Gumi, a Japanese construction company launched in 578 AD that managed to thrive as a fami
Table of contents
- Preface
- Authors
- Acknowledgments
- Chapter 1: Continual Improvement for Social Responsibility
-
Chapter 2: The Story of Continual Improvement
- 2.1 The History of the Quality Movement
- 2.2 The History of Six Sigma
- 2.3 History of the Theory of Inventive Problem Solving
- 2.4 Why Organizational Structure Is Important
- 2.5 Important Factors in a Continual Improvement Program
- 2.6 Typical Continual Improvement Program
- 2.7 Strategy and Targets
- 2.8 Roles and Responsibilities
- 2.9 Methodology
- 2.10 Putting the CI Program Together
- 2.11 Itâs Time to Get to Work
- Chapter 3: The SOFAIR Method
-
Chapter 4: How SOFAIR Is Deployed in an Organization
-
4.1 Stakeholders and Subjects Phase
- 4.1.1 Stakeholders
- 4.1.2 Voice of the Stakeholder
- 4.1.3 Subjects
- 4.1.4 Organizational Governance
- 4.1.5 Human Rights
- 4.1.6 Labor Practices
- 4.1.7 Environment
- 4.1.8 Fair Operating Practices
- 4.1.9 Consumer Issues
- 4.1.10 Community Involvement and Development
- 4.1.11 Materiality
- 4.1.12 Stakeholders and Subjects
- 4.2 Objective Phase
- 4.3 Analyze Phase
- 4.4 Innovate and Improve Phase
- 4.5 Report and Repeat Phase
-
4.1 Stakeholders and Subjects Phase
- Chapter 5: Examples of SOFAIR in Action
-
Chapter 6: Taking Action
-
6.1 Ten Things an Organizational Leader Can Do Today as Social Responsibility Action
- 6.1.1 Set the Tone with the Seven Principles
- 6.1.2 Set Strategy with 1500 Year Thinking
- 6.1.3 Embed SR as a Part of Business Strategy
- 6.1.4 Measure Progress
- 6.1.5 Allocate Resources
- 6.1.6 Set Social Responsibility Training and Development Expectations
- 6.1.7 Reward and Recognize SR Performance Improvement
- 6.1.8 Benchmark and Collaborate
- 6.1.9 Persevere
- 6.1.10 Walk the Talk
-
6.2 Ten Things a Project Leader Can Do Today as Social Responsibility Action
- 6.2.1 Bring Stakeholder Awareness to the Project
- 6.2.2 Use What Works for You
- 6.2.3 Motivate Team Members
- 6.2.4 Engage Cross-Functionally
- 6.2.5 Engage with Partners Inside and Outside Your Organization
- 6.2.6 Share with Other Project Leaders
- 6.2.7 Communicate Project Results
- 6.2.8 Continually Improve Your Skills
- 6.2.9 Be Aware of Threats
- 6.2.10 Manage Your Projects
-
6.3 Ten Things a Communicator Can Do Today as SR Action
- 6.3.1 Raise Awareness
- 6.3.2 Report: Publicly
- 6.3.3 Facilitate Stakeholder Dialogue
- 6.3.4 Stop the Spin
- 6.3.5 Look for Active and Passive Stakeholder Information
- 6.3.6 Connect People and Initiatives within the Organization
- 6.3.7 Balance Business Needs with Reporting
- 6.3.8 Connect Any Philanthropy to Business Strategy
- 6.3.9 Be a Participant in Projects
- 6.3.10 Communicate Praises of Social Responsibility Improvers in the Field
-
6.4 Ten Things a Team Member Can Do Today as Social Responsibility Action
- 6.4.1 Participate in Social Responsibility Improvement
- 6.4.2 Recognize Social Responsibility Risk in Your Surroundings
- 6.4.3 Report Social Responsibility Threats
- 6.4.4 Take a Systems Perspective
- 6.4.5 Learn the Tools
- 6.4.6 Practice Social Responsibility at Work and Home
- 6.4.7 Get Active in Your Community
- 6.4.8 Leverage Team Leadership Skills
- 6.4.9 Think about the Next Generation
- 6.4.10 Seek Perfection in the Day-to-Day
-
6.1 Ten Things an Organizational Leader Can Do Today as Social Responsibility Action
- Appendix A: Glossary
- Appendix B: Additional References for CISR Practitioners
- Appendix C: References
Product information
- Title: A Six Sigma Approach to Sustainability
- Author(s):
- Release date: February 2016
- Publisher(s): CRC Press
- ISBN: 9781498788250
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