| Description |
1 online resource (1 PDF (xiv, 70 pages)) : illustrations |
| Series |
Enterprise engineering and sustainability collection |
|
Enterprise engineering and sustainability collection
|
| Contents |
1. The anatomy of a process -- 2. Continuous process improvement -- 3. The first C "culture" -- 4. The second C "change" -- 5. The third C "commitment" / Andrei Mitran -- 6. Closing performance gaps through structured problem solving / Rob Fauber and Ted Lane -- 7. Final thoughts -- References -- Index |
| Summary |
Our world changes faster today than at any time in the history of mankind. Organizations, like living breathing organisms, must learn to adapt to changes in the environment in which each operates. It is generally held today, by those who study organizations, that those who fail to adapt to seemingly unending change are certainly doomed but those able to adapt to constant change tend to thrive. Organizations, large and small, accomplish work through employees who carry out processes. These processes are made up of any number of steps designed to change the form, fit, or function of a raw material into a product or provide a service. But whatever the purpose of the process, one thing is certain, the constant change faced by organizations today ensures that no process will last forever. Processes that worked well when originally designed grow old and impact the effectiveness and efficiency of today's organizations, placing the organization's survival at risk. Continuous process improvement works to redesign and improve old processes by removing waste, constraints, and variation in critical processes--waste, constraints and variation that may have been acceptable when implemented but render the process useless or of little to no value to the organization today. Unfortunately, up to two-thirds of all attempts to implement continuous process improvement in organizations fail. The number one reason for failure given by most researchers is a lack of leadership. The purpose of this book is to describe the leadership required to successfully implement continuous process improvement in organizations. We begin our journey with a discussion of organizational culture as we set out to describe how leaders develop a culture where continuous improvement can thrive. Next, we tackle the challenges of organizational change faced by all leaders who strive to take advantage of the benefits of continuous process improvement and discuss what leaders must do to make change stick. We conclude with a description of the leadership traits essential to leading continuous improvement in organizations. Our goal is to provide a description of the leadership necessary to make continuous process improvement a reality in any organization |
| Analysis |
continuous process improvement |
|
organizational culture |
|
change leadership |
| Bibliography |
Includes bibliographical references (pages 67-68) and index |
| Notes |
Title from PDF title page (viewed on December 10, 2015) |
| Subject |
Organizational change.
|
|
Corporate culture.
|
|
BUSINESS & ECONOMICS -- Industrial Management.
|
|
BUSINESS & ECONOMICS -- Management.
|
|
BUSINESS & ECONOMICS -- Management Science.
|
|
BUSINESS & ECONOMICS -- Organizational Behavior.
|
|
Corporate culture
|
|
Organizational change
|
| Form |
Electronic book
|
| ISBN |
9781606508084 |
|
1606508083 |
|
