Enterprise Alignment and Results

Thinking Systemically and Creating Constancy of Purpose and Value for the Customer
 
 
Routledge Cavendish (Verlag)
  • erschienen am 29. April 2019
  • |
  • 184 Seiten
 
E-Book | ePUB mit Adobe DRM | Systemvoraussetzungen
978-0-429-53395-2 (ISBN)
 

To succeed, an organization must cultivate management systems that effectively align their work and behaviors with principles and direction. These systems should be simple, comprehensible, actionable, and standardized. Establishing alignment in every value stream of an organization will ultimately create value for their customers and produce the desired results. This alignment stems from an understanding of why an organization exists, where it is going, and how it will get there.

Enterprise Alignment and Results guides readers to their goal of enterprise-wide alignment by providing a deeper look at the Shingo Model. This book builds upon the previous books in the Shingo Model Series by continuing to define ideal behaviors and the systems that drive them and increasing understanding of fundamental beliefs and how to use behavioral benchmarks. As readers examine the principles of "Create Constancy of Purpose," "Think Systemically," and "Create Value for the Customer," they will gain a deeper knowledge of the relationship between behaviors, systems, and principles. This knowledge will foster an understanding of how to create alignment within their organizations, thereby increasing the consistency of delivering ideal results.

  • Englisch
  • London
  • |
  • Großbritannien
Taylor & Francis Ltd
  • Für Beruf und Forschung
15 schwarz-weiße Abbildungen
  • 2,72 MB
978-0-429-53395-2 (9780429533952)

Chris Butterworth has been with S A Partners for nearly twenty years. Prior to this, he had many years' experience of operating at senior management positions in several multinational organizations, including JCB, Jaguar, and Corus. He was part of the team that set up and ran one of the earliest Lean factories in the UK in the early 1990s. He was the overall program manager for the work with Cogent Power described in the Shingo Publication recipient book Staying Lean, and has spoken on the topic of "Lean Thinking" at many international conferences. He has published papers on Lean Thinking in various journals and in 2017 co-authored the widely acclaimed book 4+1 Embedding a Culture of Continuous Improvement in Financial Services, which is based on a case study from a Shingo Medallion recipient team at the Commonwealth Bank of Australia, as well as the approach taken at the Bank of New York Mellon.

He facilitates Lean Thinking and Shingo workshops for executive management teams globally and is a certified Shingo Institute facilitator and examiner. In 2014, he was honored to be awarded Best New Speaker of the Year (TEC: The Executive Connection) for his executive talk on Lean Thinking.

Chris lives in Australia and when he is not on the beach or walking the coast paths, he spends his time writing and learning about continuous improvement from all the people he has the pleasure of meeting in his job.

Contents


Acknowledgments..................................................................................xi


Editor.................................................................................................... xiii


Foreword................................................................................................ xv


Chapter 1 Introduction........................................................................ 1


DISCOVER EXCELLENCE Workshop.....................................3


CULTURAL ENABLERS Workshop........................................4


CONTINUOUS IMPROVEMENT Workshop........................5


ENTERPRISE ALIGNMENT & RESULTS Workshop..........5


BUILD EXCELLENCE Workshop.............................................6


Definition of Lean........................................................................7


Chapter 2 The Dimensions.................................................................. 9


Think Systemically.....................................................................13


Create Constancy of Purpose...................................................13


Chapter 3 Think Systemically............................................................ 15


Is Think Systemically a Principle?.............................................17


Is Think Systemically Universal?...............................................18


Is Think Systemically Timeless? ...............................................19


Does It Have Consequences? ...................................................19


What Happens When This Principle Is Observed? ............. 20


What Would Happen If ...?.................................................21


Is It Relevant to Operational Excellence? ...............................22


How Does It Apply?...................................................................23


Problem Solving .........................................................................27


Huddles........................................................................................29


Value Stream Mapping ............................................................ 30


The Bonus System ..................................................................... 30


5 Whys........................................................................................32


Examples of Ideal Behaviors.....................................................33


Cogent Power Case Study ........................................................ 34


Case Study: Cogent Power Inc.-Lean Story................... 34


The Early Days: Learning Lean...................................... 34


One Leader Wakes Up to the Opportunity...................36


Culture, Behavior, and Sustainability............................38


Behavioral Benchmarks ........................................................... 42


The XYZ Widget Company................................................. 43


Systems ........................................................................................49


A Final Thought .........................................................................50


Further Reading .........................................................................51


What Does "Systemic" Mean?.............................................51


"They" Assessment................................................................53


Chapter 4 Create Constancy of Purpose........................................... 57


Is Create Constancy of Purpose a Principle? ..........................58


Is Create Constancy of Purpose Universal? ............................59


Is It Timeless? .............................................................................59


Does It Have Consequences? ...................................................59


What Happens When This Principle Is Observed? ............. 60


5 Whys........................................................................................61


Ozgene Case Study: "To advance humanity-inspire


curiosity".....................................................................................63


Clarity on What, Where, and Why......................................... 66


A Filter........................................................................................ 68


Does Constancy of Purpose mean that Nothing will


Change?....................................................................................... 68


Align Systems Around Purpose...............................................70


The Policy Deployment System................................................71


Standardized Daily Management System...............................73


Auckland Council Pools and Leisure Case Study..................74


Brief Overview of Auckland Council Pools and Leisure......74


What Is the Purpose?............................................................75


The Long-Term Plan 2012-2022..........................................76


How Do You Align to the Purpose?....................................76


What Is the Game Plan?.......................................................78


Behavioral Benchmarks.............................................................79


Commonwealth Bank of Australia Case Study:


Embedding a Constancy of Purpose.......................................83


"Catchballing".............................................................................85


Examples of Ideal Behaviors ................................................... 86


Systems........................................................................................ 90


Further Reading .........................................................................91


Hoshin Kanri: Translating "Big Vision" from


Strategy to Execution............................................................91


Part 1: Hoshin Kanri-Concept Origins.......................91


Part 2: Hoshin Kanri-A Valuable Concept.................93


Part 3: Hoshin Planning Applied...................................97


Climbing the Hoshin Planning Ladder:


Nuts and Bolts Facilitation...................................................98


Summary...................................................................................102


Create Constancy of Purpose............................................103


Drowning in Opportunities...............................................105


Chapter 5 Results: Create Value for the Customer......................... 109


Create Value for the Customer...............................................110


Is Create Value for the Customer a Principle?.......................111


Is Create Value for the Customer Universal? ........................112


Is It Timeless? ...........................................................................112


Does It Have Consequences? .................................................112


What Happens When This Principle Is Observed? ............113


5 Whys......................................................................................113


What Is Customer Value?........................................................115


Airbus Australia Pacific Case Study......................................118


The Organization......................................................................118


VOC Objectives....................................................................... 120


The Process .............................................................................. 120


Stage 1: Confirm Purpose of the VOC .............................121


Stage 2: Collect VOC Data .................................................121


Stage 3: Analyze and Report VOC Data ..........................121


Results....................................................................................... 122


Behavioral Benchmarks.......................................................... 123


Examples of Ideal Behaviors ................................................. 124


ABC Steel Mill Case Study..................................................... 128


You Get What You Measure...................................................129


Systems ......................................................................................132


Sichuan Toyota Case Study: Create Value for the


Customer...................................................................................133


Introduction.........................................................................133


Create Value for the Customer......................................... 134


Definition........................................................................ 134


Tools................................................................................. 134


Examples......................................................................... 134


Results........................................................................................136


Examples of Shingo's Successes.........................................136


Discussion.................................................................................138


Chapter 6 Lean Prescription at Denver Health: The


ENTERPRISE ALIGNMENT Workshop Case Study.........139


The Challenge............................................................................140


Changing to a New System ....................................................142


Chapter 7 Assessing the Enterprise Alignment and Results


Dimensions...................................................................... 147


Preparations to Go & Observe................................................147


The Shingo Assessment Process.............................................150


The Shingo Prize as an Assessment Tool..............................150


Chapter 8 Summary.......................................................................... 153


Bibliography......................................................................................... 155


Index..................................................................................................... 159

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