John R Schultz

Making It All Work

A Pocket Guide to Sustain Improvement And Anchor Change

• Gebundenes Buch

Produktbeschreibung

This book demonstrates how to organize and manage change, so that improvements become the new way of life. Fundamental organizational performance techniques are introduced, and the book has a decidedly human focus that supplements the familiar diagnostic tools associated with six-sigma and process improvement projects.

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Produktdetails

• Verlag: Taylor & Francis Ltd (Sales)
• Seitenzahl: 166
• Erscheinungstermin: 30. Juli 2010
• Englisch
• Abmessung: 229mm x 152mm x 11mm
• Gewicht: 395g
• ISBN-13: 9780415881029
• ISBN-10: 0415881021
• Artikelnr.: 40444308

Autorenporträt

John Schultz has taught for over 20 years and was a program director administering an Advanced Technical Certificate program in Quality Management. In addition, he has 25 years experience as a consultant, technical services manager, and product development engineer. He is the author of magazine and journal articles on performance improvement and system change.

Inhaltsangabe

Introduction What this book is all about Why system improvements sometimes
fail to achieve expectations System improvement includes problem
identification and solution implementation Making things work A Practical
Approach to Sustaining Improvement Lewin's three step model Applying
Lewin's three steps Using teams to implement and sustain improvement Part
One: Unfreezing A picture of spring Quotation The psychology behind
creating the motivation to move on Frame the Need and Necessity for Making
Improvement Recognizing the need for making improvement Why complacency is
such a problem when making improvement Sources of Complacency Raising the
level of awareness Framing the need and necessity for making improvements:
How to make it happen An example of how it was done Create and Communicate
a Unifying Purpose Why purpose is important Characteristics of an effective
purpose Creating an effective purpose Communicating the purpose
Communication also means setting the example Communicating up is also
important Create and communicate a unifying purpose: How to make it happen
An example of failing to create and communicate a purpose An example of a
well communicated purpose Identify Formal and Informal Networks and Assure
Their Participation What are formal and informal networks? Understanding
and dealing with the organization's culture Creating new alliances Building
trust Identify formal and informal networks and assure their participation:
How to make it happen An example of why participation is important Create a
Plan for Action Why plans are important Determining constraints that may
become barriers to improvement Plans can be created in several different
ways Establish timing Making the plan work Create a plan for action: How to
make it happen An example of how to create a plan for action Part Two:
Changing A picture of fall Quotation The psychology behind modifying
attitudes and behaviors Create the Opportunity for Small but Meaningful
Gains Why small gains are helpful The character of small gains and their
relationship to the plan Time passes As work progresses Create the
opportunity for small but meaningful gains: How to make it happen And
example of why small gains work Empower People to Take Action What is
empowerment? Barriers to empowerment Dealing with power and assuring the
team's control Training makes it possible to operate in the new environment
Putting people to work Empower people to take action: How to make it happen
Examples illustrating why empowerment is important Manage Resistance to
Improvement Reasons for resistance How people react to system Improvement
Techniques for dealing with resistance to system improvement A mechanism
for dealing with entrenched supervision Managing resistance to change: How
to make it happen Examples contrasting the management of resistance to
change Part Three: Refreezing A picture of winter Quotation The psychology
behind stabilizing system modifications Complete the Restructuring of Daily
Activities Keeping people on track and maintaining faithfulness to purpose
Coordinating and integrating unfinished activities Creating new networks
and relationships and eliminating the old ones Managing conflict to assure
the completion of unfinished activities Making corrections and staying the
course Complete the restructuring of daily activities: How to make it
happen An example of where more coordination was needed Sustain Improvement
Continue to measure and monitor process effectiveness Continue to monitor
work group dynamics Documenting revised activities to maintain gains
Wrapping up and bringing things to a close Sustain improvement: How to make
it happen An example illustrating the importance of securing improvements
Appendix Key Terms References Index