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Making It All Work : A Pocket Guide to Sustain Improvement And Anchor Change - John Roland Schultz

Making It All Work

A Pocket Guide to Sustain Improvement And Anchor Change

Paperback

Published: 5th August 2010
Ships: 15 business days
15 business days
RRP $67.99
$67.90

"This book is a complete and concise guide for any manager, project leader, or project team member to assist in all stages of process improvement and change management. The focus on communication and empowerment of those involved with and affected by the proposed improvement (change) is especially important, as they are too often given short shrift, which can lead to headaches, animosity in the workplace, and decreased morale."-Michael L. Hammer, Ph D. (Psychologist and Trainer), Mendota Mental Health Institute, Madison, WI

"Insightful, practical, and valuable! If you have ever been frustrated by the barriers and obstacles that emerge during the implementation of a solution, then this pocket guide is a 'must read.' You will learn how to avoid the traps and pitfalls that commonly occur during solution implementation and how to take the steps needed to bring about lasting change through the use of best practices, lessons learned, and proven techniques."-George L. Watson, Ed.D., P.M.P., Office of Quality Improvement, University of Wisconsin-Madison

The area of Production and Operations Management has been dominated by several systems, or processes, introduced over the past couple of decades to huge success. First was Total Quality Management (TQM), which was then followed by the very popular and effective Six-Sigma Approach. Six-Sigma started in manufacturing industries but has now spread to other businesses that use a specific process to produce a product. This short book is meant to be a quick introduction to Six-Sigma and other established methods for improving product quality. It could be used as a standalone text in a short course as found in continuing education and M.B.A. programs, and as a supplement to operations management, Six-Sigma, TQM, or any other course in manufacturing and producing goods.

List of Illustrationsp. xi
Prefacep. xiii
Acknowledgmentsp. xv
An Elegant Solution Is Only the Beginningp. 1
System Improvement Is Really About Changep. 1
Why System Improvement Sometimes Fails to Achieve Expectationsp. 2
System Improvement Includes Problem Resolution and Solution Implementationp. 6
Making It All Workp. 7
A Practical Approach to Sustaining Improvementp. 9
Lewin's Three-Phase Modelp. 9
Applying the Three Phasesp. 11
Using Teams to Implement and Sustain Improvementp. 13
Unfreezingp. 15
Explain the Need for Making Improvementp. 17
Recognizing the Need for Making Improvementp. 17
Why Complacency Is Such a Problem When Making Improvementp. 18
Sources of Complacencyp. 19
Raising the Level of Awarenessp. 20
Explain the Need for Making Improvement: How to Make It Happenp. 21
An Example of How It Was Donep. 21
Communicate a Unifying Purposep. 23
Why Purpose Is Importantp. 23
Characteristics of a Shared Purposep. 24
Creating an Effective Statement of Purposep. 25
Communicating the Purposep. 27
Communicating Also Means Setting an Examplep. 28
Communicating Up Is Also Importantp. 29
Communicate a Unifying Purpose: How to Make It Happenp. 30
An Example of Failing to Communicate a Purposep. 31
An Example of a Well Communicated Purposep. 31
Identify Formal and Informal Networks and Ensure Their Participationp. 33
What Are Formal and Informal Networks?p. 33
Understanding and Dealing with the System's Culturep. 37
Creating New Alliancesp. 39
Building Trustp. 41
Identify Formal and Informal Networks and Ensure Their Participation: How to Make It Happenp. 42
An Example of Why Participation Is Importantp. 43
An Example of Working Within the Culturep. 44
Create a Plan for Actionp. 46
Why Plans Are Importantp. 46
The Planning Processp. 47
Determining Constraints That May Become Barriers to Improvementp. 48
Plans Can Be Created in Several Different Waysp. 49
Establishing Timingp. 50
Making the Plan Workp. 51
Create a Plan for Action: How to Make It Happenp. 53
An Example of How to Create a Plan for Actionp. 53
Changingp. 59
Create the Opportunity for Small but Meaningful Gainsp. 61
Why Small Gains Are Helpfulp. 61
The Character of Small Gains and Their Relationship to the Planp. 62
Time Passes as Work Progressesp. 63
Create the Opportunity for Small but Meaningful Gains: How to Make It Happenp. 64
An Example of Why Small Gains Workp. 65
Empower People to Take Actionp. 67
What Is Empowerment?p. 67
Barriers to Empowermentp. 69
Dealing with Power and Ensuring the Team's Controlp. 69
Training Makes It Possible to Operate in the New Environmentp. 72
Putting People to Workp. 75
Empower People to Take Action: How to Make It Happenp. 76
Examples Illustrating Why Empowerment Is Importantp. 77
Manage Resistance to Improvementp. 79
Reasons for Resistancep. 79
How People React to System Improvementp. 80
Techniques for Dealing with Resistance to Improvementp. 84
A Mechanism for Dealing with Entrenched Supervisionp. 85
Manage Resistance to Improvement: How to Make It Happenp. 88
Examples Contrasting the Management of Resistance to Improvementp. 90
Refreezingp. 93
Complete the Restructuring of Daily Activitiesp. 95
Keeping People on Track and Maintaining Faithfulness to Purposep. 95
Coordinating and Integrating Unfinished Activitiesp. 98
Creating New Networks and Relationships and Eliminating Old Onesp. 100
Managing Conflict to Ensure the Completion of Unfinished Activitiesp. 102
Making Corrections and Staying the Coursep. 105
Complete the Restructuring of Daily Activities: How to Make It Happenp. 106
An Example of Where More Coordination Was Neededp. 109
Sustain Improvementp. 111
Continue to Measure and Monitor Process Effectivenessp. 111
Continue to Monitor Workgroup Dynamicsp. 119
Document Revised Process Activities to Maintain Gainsp. 124
Wrapping Up and Bringing Things to a Closep. 125
Sustain Improvement: How to Make It Happenp. 126
An Example Illustrating the Importance of Sustaining Improvementp. 127
Appendixp. 129
Affinity Techniquep. 129
Force Field Analysisp. 130
Activity BreaKdownp. 130
Top-Down Flow Chartp. 132
Planning Treep. 134
Lesson Planp. 136
Key Termsp. 138
Referencesp. 142
Indexp. 144
Table of Contents provided by Ingram. All Rights Reserved.

ISBN: 9780415881036
ISBN-10: 041588103X
Audience: Tertiary; University or College
Format: Paperback
Language: English
Number Of Pages: 168
Published: 5th August 2010
Publisher: Taylor & Francis Ltd
Country of Publication: GB
Dimensions (cm): 22.9 x 15.2  x 1.27
Weight (kg): 0.27
Edition Number: 1