With the accelerating pace of technological advances and expanding global markets your organization must become agile to excel. It must respond to unexpected demands, fleeting opportunities, and fast-moving competition with innovative, first to market products and services that meet diverse customers' varying needs. In Transitioning to Agility, one of the developers of the Agility Movement shows you step by step how to accomplish the daunting feat of transitioning your organization from one mired in rigid mass production to one capable of super-flexible, blazing-fast mass customization. The book offers a pragmatic approach to creating an entirely new type of organization with no functional hand-offs. It presents dramatically improved concepts to cash speed and cost, resulting in higher value for the price, long-term customer interpretation, and strong market share growth. The book centers on the Continuous Transitioning System (TM) with a self-rating matrix that helps you determine where you currently stand and the direction you need to take along the road to agility, doing in minutes what now takes days.
The book gives you a holistic view of the transition process, showing you how to transform every element of your organization: the structure, the leadership, the all-important corporate culture, and the actual business processes. An extensive examination of the migration to high performance teams is included along with a discussion of the latest in virtual partnering strategies to exploit opportunities presently beyond your capability. The book discusses real-world examples of companies that have undergone the transition process to produce higher value solutions at a fraction of the previous time and cost. These profiles, along with the author's tried-and-true advice, point out the pitfalls and opportunities that will help you successfully transition your organization - and yourself - to agility. 0201634961B04062001
Sprache
Verlagsort
Verlagsgruppe
Pearson Education Limited
Zielgruppe
Für höhere Schule und Studium
Maße
Höhe: 241 mm
Breite: 165 mm
Dicke: 25 mm
Gewicht
ISBN-13
978-0-201-63496-9 (9780201634969)
Copyright in bibliographic data is held by Nielsen Book Services Limited or its licensors: all rights reserved.
Schweitzer Klassifikation
Alvin O. Gunneson has been on the leading edge of corporate business improvement systems for three decades. A founder of the National Advisory Council for Quality, he is a member of the Agility Forum developing 21st century Agile/Virtual Enterprise strategy. He is the founder of Gunneson Group International, Inc., one of the longest-standing multinational quality and reengineering consulting firms. He is also the founder of Agility Resources International, whose combined client list includes IBM, DuPont, Boeing, Engelhard, Chemical Bank, Texaco, Bell & Howell, Florida Power & Light, Searle, GTE, and the U.S. Government. Formerly, Dr. Gunneson served in elected and appointed government positions, as Vice President for Quality with Revlon, and in world-wide senior engineering, manufacturing and Quality positions with Bendix, General Instrument and ITT.
0201634961AB04062001
Preface.
Acknowledgments.
Introduction.
1. Welcome to the Age of Agility.
The Architecture of Agility.
Serving One Customer at a Time.
Forget Products - You're Selling Knowledge.
People as Major Assets for Agility.
Six Essential Conditions for Agility Empowerment.
2. Whatever Happened to Total Quality Management?
What Went Wrong?
Management Did Not Adjust.
Executives Used a Repressive Management Style.
Fear and Distrust Suppressed Ideas and Risk Taking.
Companies Operated with an Incomplete Improvement System.
Companies Did Not Implement the Process Correctly.
Companies Focused on Motion, Not Movement.
The Process Was Not Strategy and Business Plan Driven.
Companies Had No Formal Total Quality Management Process.
Companies Got Close to the Customer Too Early.
Companies Scrambled to Benchmarking Too Quickly.
3. Are You Ready for Agile (or Any Other Change Process)?
Test Your Maturity.
Why You Probably Have Some Challenges Ahead.
Continuous Transitioning to Agility.
Reality - Understanding the Market Dynamics.
General Electric's Work-Out Change Process.
Planning, Planning.
4. Launching the Continuous Transitioning System: Where Are You Now?
Commandment 1: Know Thy Customers.
Commandment 2: Do Unto Your Employees.
Commandment 3: Get Path-Forward Consensus.
Launching the Continuous Transitioning System: A Checklist Guide.
5. Planning Continuous Transitioning System Development and Application: Where Do You Want to Go?
Plan for the Continuous Transitioning System: Get the Right Players.
Develop the Continuous Transitioning System: Frame the Direction.
Plan the Details: How to Get There.
Tailor the Continuous Transitioning System to the Units: Application Workshops.
Implementing the Continuous Transitioning System: Make It Happen.
Planning Continuous Transitioning System Development and Application: A Checklist Guide.
6. Transitioning the Organization.
Function Versus Process.
Topple the Silos.
Consolidate Duplication.
Break Them Up.
Worst Case, Blow It Up.
No Turf to Fight Over.
Keep the Agony Short.
Housecleaning at Headquarters.
Co-locate Process Employees.
Reorganizing Doesn't Always Mean Downsizing.
Transitioning the Organization: A Checklist Guide.
7. Transitioning the Leadership.
Drive the Change.
Senior Staff Must Be the Change Agents.
From Management to Leadership.
Strategic, Vision-Based Leadership.
Can Transitioning Succeed Without CEO Participation?
Hurting the Organization They Love.
Leadership Will Have New Rules.
Management Is a Service Too.
The New Age Leader.
The Knobs Have Changed.
Leadership Is Getting More Complex.
Micro-Managing Is Out.
Create Openness and Trust.
Take More Risks.
Syndicate Leadership.
The Coaching Imperative.
Transition the Leadership: A Checklist Guide.
8. Transitioning the Culture.
The Executive Creates the New Culture.
Taylor Is Dead. His Style Must Be Buried.
It Can't Be a Total Democracy.
Secret to Cultural Transitioning.
Cultural Transitioning Starts First.
Liberate Your People.
It's the Culture, Stupid.
Cultural Transitioning by Results.
More Is Better.
Don't Lose Sleep Over Resistance.
Transitioning the Culture: A Checklist Guide.
9. Transitioning the Workforce.
Value Intellect.
Many Sitting Executives Cannot Make the Change.
Change Hiring Practices.
Transitioning the Workforce: A Checklist Guide.
10. Transitioning the Processes.
Differentiate the Process Improvement Goals.
Burn the Bureaucracy.
No Politics.
Emphasize Capability Over Production.
Be Conceptually Flexible and Fluid.
Everything's a Business.
Gotta Get Together.
No Limits.
Everything Takes Ten Times Too Long.
Elements of High-Performance Processes.
Process Transitioning.
Create Value-Added Core Processes.
High-Performance Core Processes.
Use Your Best People.
Eliminate the Handoffs.
Self-Renewing Processes.
Integrate Suppliers.
Link Up While You Can.
The Information Engine.
Share Business Information.
11. Teams: The Heart of Agility.
Levels of Team Performance.
Organize the Process Team Migration.
Launch Self-Managed Teams.
High-Performance Team Indicators.
12. Partnering for Agility.
Benefits of Virtual Partnering.
Absolutes of Virtual Partnering.
Choose Your Partners Well.
Treat Partnering as a Contact Sport.
Establish a Clear Mission with Shared Objectives.
Standardize the Enterprise.
Create the Electronic Library of Agility.
Get Money on the Table.
Set World-Class Goals.
Manage by Milestones and Data.
Develop a Tight Management System.
Use Market-Based Costing.
Work Out Simple, Flexible Legal Agreements.
Integrate the Virtual Partners.
When Should You Not Consider Virtual Partnering?
13. Transitioning to Agility in a Small Company: A Case History.
The Setting at New York Fasteners, Inc.
Selecting a New Age President.
The Approach.
Industry, Market, and Customer Research.
Internal Performance Analysis.
Strategic Plan Development.
Strategy for Growth.
The Competency Product.
Defining the Core Processes.
The Information Engine.
Human Resource Development.
Building Team-Based Facilities.
The Results.
14. The Agile Realization Center: A Case History.
Failure Mode Analysis.
Research and Learning Phase.
The Mission.
Organizational Considerations.
A Team of Teams.
Resource Teams.
Choosing the Agile Realization Center Leadership.
Unexpected Resentment.
Project Team Leadership.
The Beginnings.
The Physical Plant.
Manufacturing - First Among Equals.
Layout Enhances Linkage.
Hiring Practices.
Principles Became a Key Hiring Tool.
Hiring Mistakes Were Admitted Early.
First a Contractor, Then an Employee.
Attitude Is the Problem Every Time.
Rewards and Recognition.
Product Realization Process.
It's Not the Technology - It's How It Is Put Together.
Workforce as Engineering Aids.
15. It's 2006 - Are You Agile Yet?
Epilogue.
Bibliography.
Index. 0201634961T04062001
