Become a corporate change agent Learn to implement and cultivate a culture of improvement with the assistance of one of the world’s most respected experts Managing a business so that it achieves a supreme pace of improvement requires that all members of an organization can and do make their best contributions to the success of the enterprise. Management must provide employees with a shared set of values and beliefs so that they can decide for themselves how to behave in accordance with the expectations of a nurturing and empowering culture. A Culture of Rapid Improvement is intended for those leaders seeking to encourage dramatic improvement within their organizations. It shows these change agents how they can— · Develop the shared values and beliefs that serve as the foundation for a dynamic culture · Engage all employees to join the new culture and provide opportunities for these stakeholders to initiate and participate in improvement · Measure, evaluate, and manage the performance of the new culture Filled with lessons garnered from practical examples, this text is based on Raymond C. Floyd's 40 years of industrial management experience, including his more than 20 years at Exxon Mobil. He is the winner of a Shingo Prize and also holds the unique distinction of having led businesses from two different industries that were both recognized by IndustryWeek magazine as being among the Best Plants in America. If you approach the task of improvement with proper action and full participation, improvement is not just possible, but inevitable. At six months, you will notice a difference in your organizational culture; at the end of two years, you will be operating with near—world-class performance.

lgrsnf/R:\062020\TF\A culture of rapid improvement - creating and sustaining an engaged workforce - 9780429271656.pdf

nexusstc/A Culture of Rapid Improvement: Creating and Sustaining an Engaged Workforce/9f3ef002920d58e664014e1379d3b3a9.pdf

zlib/Business & Economics/Management & Leadership/Raymond C. Floyd (Author)/A Culture of Rapid Improvement-Creating and Sustaining an Engaged Workforce_5953223.pdf

Understanding A3 thinking : a critical component of Toyota's PDCA management system

Floyd, Raymond C.

Durward K Sobek

CRC Press, Taylor & Francis Group

Technomic Publishing Co., Inc.

Taylor & Francis Ltd

Taylor and Francis

CRC Press LLC

Routledge

Taylor & Francis (Unlimited), Boca Raton, 2008

United Kingdom and Ireland, United Kingdom

United States, United States of America

London, New York State, 2008

Boca Raton, Florida, 2008

Boca Raton, Fla, c 2008

1st, New York, 2020

1st edition, 2020

Boca Raton, 2019

1, 20200312

lg2784007

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Includes index.
"A Productivity Press book."

Industrial Culture: The Human Side of Change
Improve the Performance of Your Business by Creating a New Industrial Culture
The Importance of a Culture of Rapid Improvement
How Your Culture Affects the Potential for Improvement
How Culture Is Influenced by Strategy
A Simple Model of Culture
Element 1: Values
Element 2: Beliefs
Element 3: Behavior
Element 4: Rituals
How to Use This Simple Model of Culture
Designing a Corporate Culture
Elements of a Culture of Rapid Improvement: An Overview of How This Book Is Organized
Summary
Section I: Establish the Values and Beliefs of Your New Culture
Strategy: The Values and Beliefs of an Industrial Culture
Establishing Strategic Goals for Your Organization
Establishing Your Organization’s Tactical Goals
Setting Strategic Goals Is the Responsibility of the Senior Leader
A Process for Establishing Strategic Goals
Look Outside Your Organization
Evaluate Your Customers and Competitors
Consider the Owners of Your Business
Do Not Forget to Consider Your Employees
Assess the Needs of Your Organization’s Community
Next, Look Inside Your Organization
Analyze the Gap between Your Current Capabilities and Your Future Requirements
Write Your Goals
1. Strategic Goals Have a Simple, Memorable Statement of the Gap You Are Closing
2. Strategic Goals Have a Directionally Correct Statement of Future Needs
3. Strategic Goals Have a Credible Description of Current Capabilities
4. Strategic Goals Have a Few Objective Measures That Define Progress
5. Strategic Goals Have Interim Tactical Performance
Targets to Be Achieved
Present Your Goals to Your Organization
Conclusion
Summary
3 Making Your Cultural Values Personal
A Three-Level View for Translating Goals into Actions
The CEO’s Three-Level View
The Division Managers’ Three-Level View
Individual Department Managers’ Three-Level View
A Case Study of the Three-Level View of Translating Goals to Actions
Keeping the Whole Team on Board
Refreshing Your Goals
A Final Word on Translating Strategic Goals into Tactical Goals and Tactical Actions
Summary
Quality Stations: The Rituals of Your Culture
Rituals at Work
Using Quality Stations to Implement the Four Rituals of Improvement
Ritual 1: Quality Stations Help Show Tactical Goals
Ritual 2: Quality Stations Show Activities in Progress
Ritual 3: Quality Stations Show Projects Completed and Measure and Communicate Results
Ritual 4: Quality Stations Show Ideas for the Future
Details on the Four Rituals of Improvement
Ritual 1: Show the Tactical Goals of the Team
Ritual 2: Show the Projects in Progress
Ritual 3: Measure and Communicate Results
Ritual 4: Make Ideas for the Future Visible
Culturally Appropriate Small-Team Leadership
Communications at the Quality Stations
Appearance of a Quality Station
The Work of a Quality Station
Management Quality Stations
A Final Word on Quality Stations
Summary
Section II: Engaging People in Your New Culture
The Objective Elements of Engaging People
Creating a Framework That Engages People to Help
Element 1: People Need Goals to Achieve
Element 2: People Need New Skills to Do New Things
Root Cause Analysis
Element 3: People Need Time to Work on Improvement
Element 4: People Need Access to Resources
Providing Funds
Small-Event Improvements
Element 5: People Need a Structure for Action
Summary
The Subjective Elements That Disrupt Engagement of People
What if Improvement Does Not Happen?
The Subjective Elements That Disrupt Engagement
Element 1: Some Teams Do Not Trust Management
Element 2: Some Teams Have Disruptive Members
Intentionally Disruptive Team Members
Direct Relationships with Management
Intentionally Disruptive Individuals
Unintentionally Disruptive Team Members
Summary
Section III: The Social Design of Your New Culture
Understanding the Theory of Industrial Culture
Personalities and Personal Cultures at Work
Each Business Has a Culture That Defines the Workplace
Social Cultures at Work
Three Typical Responses to a Dominant Culture
1. People of Different Cultures Will Appear to Fit the
Dominant Culture at Work
2. People of Different Cultures Will Adopt a Neutral Behavior while at Work
3. People of Different Cultures Will Resist the Dominant
Culture at Work
What to Do about These Three Responses to Your Dominant Work Culture
Situational Cultures
Summary
The Social Design of a New Culture
Social Design in Industry
Social Consideration 1: Precision and Timeliness
How to Handle Routine Work
How to Handle Nonroutine Work
When to Begin
Social Consideration 2: Collaboration and Teamwork
Communicating about Differences within a Team
Different Expressions of the Same Family Values
Different Interpretations and Assumptions of a Simple Task: Getting the Mail
How to Handle Aberrant Behavior
Social Consideration 3: Inclusion and Contribution
Summary
Valuing Individuals
Five Elements of Valuing Individuals
Element 1: Develop Corporate Awareness That Individuals Are Different and Valuable
Recognize That Many Personal Qualities Are a Mixed Blessing
Element 2: Provide Emotional and Social Support during Cultural Changes
Dealing with “Heritage” Issues
Establish Affinity Groups
Facilitate Meetings of Affinity Groups
Unexpected Affinity Groups
Establish a Group of “Diversity Pioneers”
Element 3: Establish New Policies and Practices for Your New Culture
Element 4: Enforcement of Your New Culture’s Policies and Practices
Element 5: Celebration of Your Cultural Change
Summary
Managing Emotion at Work
Exploring Emotions at Work
Listen to What Your People Tell You about Their Feelings about Work
Everything Is Not Good When Real Change Is Happening
Interpreting the Emotions of Change
If You Cannot Interpret Emotions at Work, Find Someone Who Can?
Interpreting Emotions Is Key to Implementing Successful Change
Summary
SECTION IV: Managing and Sustaining Cultural Change
How Communication Reflects Your Culture
Three Types of Messages from Management
1. Delivering News
2. Making Statements of Belief and Support
3. Giving Instructions for Action
Organizational Implications of Communication: The Role of Senior Management
The Role of Middle Managers in Communicating
Problem 1: People Do Not Get Your Message
Problem 2: Middle Managers Are Disenfranchised
Manage and Measure the Communication
Summary
Measuring the Performance of Small Events
Principles of Measuring Small-Event and Autonomous Improvement
Measuring How Engaged Your People Are in Improving Your Business
Using Bulk Measurements to Ensure You Are All Working toward the Same Goal
Measuring Visible Results Reinforces an Intuitive Understanding of Performance
Make Sure Your Measures Are Consistent and Credible to the People Being Measured
Make Your Measurements Direct and Exact
Keep Your System Fair and Accurate
Create a Subject Matter Expert for Measurement
Other Interesting Measurements
Useful and Nearly Objective Assessment of Subjective Data
Use Bulk Measures When Individual Data Are Not Available
Look for Useful Trends in Meaningless Data
Defend Your Measures
Summary
Managing the Competence of Your Employees, Especially in
Business-Critical Roles
Early Assessments of Individual Employee Competence
Recognizing the Importance of Critical Positions to the Overall Performance of the Organization
The Basis of Data Gathering to Assess Employee Competence
Measure the Percentage of Critical Positions Occupied by Highly Competent People
Measure the Overall Performance of the Organization
The Process of Data Gathering to Assess Employee Competence
Step 1: Identify the Critical Positions in Your Organization
Step 2: Assess the Individuals Working in Your Critical Positions
Correlating Personal Competence with Organizational Performance
Management Lessons from Competence Assessment
Focus Your First Personnel Development Actions on Critical Positions
Begin Promptly
Spread the Word about Competence Management
Recognize That Not All Managers Need to Be Highly Competent
Many Critical Positions Are Underappreciated
Lessons to be Learned from the Exceptions
Summary
Section V: Getting Started in Your Organization
Phase I: The First Six Months
Create Strategic Goals For Your Business
Give Your People New Capabilities or Tools to Practice Improvement
Single Minutes Exchange of Dies
Total Productive Maintenance
Reliability Engineering
Value-Stream Mapping
Task 3: Establish the Basis for a New Social Culture That Is More Inclusive and More Autonomous
Task 4: Conduct Your First Pilot Project
Task 5: Sustain Your Gains
Summary
Phase II: The Second Six Months
Complete the Process of Deploying and Translating Your Goals
Initiate a Second Round of Pilot Projects
Take Formal Steps to Include Individuals in Your Culture Change
Implement New Tools and Methods in Your New Pilot Projects
Use Quality Stations
Sustain Your Gains in Communication and Performance
Summary
Phase III: The Third Six Months
Create Quality Stations That Small Teams Will Use to Advance Your Goals
Establish Pilot Projects on the Front Line
Select New Tools That Support Autonomous Action
Create Affinity Groups to Ensure Inclusion of All Individuals
Sustain Your Gains by Establishing New Formal Practices
Summary
Phase IV: The Fourth Six Months

Become a corporate change agent Learn to implement and cultivate a culture of improvement with the assistance of one of the world's most respected experts Managing a business so that it achieves a supreme pace of improvement requires that all members of an organization can and do make their best contributions to the success of the enterprise. Management must provide employees with a shared set of values and beliefs so that they can decide for themselves how to behave in accordance with the expectations of a nurturing and empowering culture. A Culture of Rapid Improvement is intended for those leaders seeking to encourage dramatic improvement within their organizations. It shows these change agents how they can- Develop the shared values and beliefs that serve as the foundation for a dynamic culture Engage all employees to join the new culture and provide opportunities for these stakeholders to initiate and participate in improvement Measure, evaluate, and manage the performance of the new culture Filled with lessons garnered from practical examples, this text is based on Raymond C. Floyd's 40 years of industrial management experience, including his more than 20 years at Exxon Mobil. He is the winner of a Shingo Prize and also holds the unique distinction of having led businesses from two different industries that were both recognized by IndustryWeek magazine as being among the Best Plants in America. A If you approach the task of improvement with proper action and full participation, improvement is not just possible, but inevitable. At six months, you will notice a difference in your organizational culture; at the end of two years, you will be operating with near-world-class performance.

**__Become a corporate change agent__** **Learn to implement and cultivate a culture of improvement with the assistance of one of the world’s most respected experts** Managing a business so that it achieves a supreme pace of improvement requires that all members of an organization can and do make their best contributions to the success of the enterprise. Management must provide employees with a shared set of values and beliefs so that they can decide for themselves how to behave in accordance with the expectations of a nurturing and empowering culture. **A Culture of Rapid Improvement** is intended for those leaders seeking to encourage dramatic improvement within their organizations. It shows these change agents how they can— · Develop the shared values and beliefs that serve as the foundation for a dynamic culture · Engage all employees to join the new culture and provide opportunities for these stakeholders to initiate and participate in improvement · Measure, evaluate, and manage the performance of the new culture Filled with lessons garnered from practical examples, this text is based on Raymond C. Floyd`s 40 years of industrial management experience, including his more than 20 years at Exxon Mobil. He is the winner of a Shingo Prize and also holds the unique distinction of having led businesses from two different industries that were both recognized by __IndustryWeek__ magazine as being among the Best Plants in America. If you approach the task of improvement with proper action and full participation, improvement is not just possible, but inevitable. At six months, you will notice a difference in your organizational culture; at the end of two years, you will be operating with near–world-class performance.

"When talking to executives inside Toyota, you discover that a relentless dedication to continuous improvement is what gives them their greatest competitive advantage. To this end, the principle of PDCA: Plan, Do, Check, Act, is engrained throughout their corporate culture. Just as engrained, and equally valuable, is the flexible, yet precise, reporting system, which is married to the process. All about efficiency, every report must be confined to one side of an A3 (11 x 17-inch) sheet of paper; hence, the report is known as the A3." "Aptly entitled Understanding A3 Thinking: A Critical Component of Toyota's PDCA Management System, this work emphasizes the discipline required to generate such a report. Relying upon their extensive experience with Toyota, the authors cover everything needed to execute a rigorous reporting system."--Jacket

The study of nonunique factorizations of elements into irreducible elements in commutative rings and monoids has emerged as an independent area of research only over the last 30 years and has enjoyed a recent flurry of activity and advancement. This book presents the proceedings of two recent meetings that gathered key researchers from around the world to review recent major results. The first seven chapters demonstrate the diversity of approaches taken in studying nonunique factorizations and serve both as an introduction to factorization theory and as a survey of current trends and results. The remaining chapters reflect research motivated by arithmetical properties of commutative rings and monoids

"A Culture of Rapid Improvement: Creating and Sustaining an Engaged Workforce is intended for those leaders seeking to encourage improvement and define the environment for lean initiatives within their organizations. It shows these change agents how they can: develop the shared values and beliefs that serve as the foundation for a dynamic culture; engage all employees to join the new culture and provide opportunities for these stakeholders to initiate and participate in improvement; and measure, evaluate, and manage the performance of the new culture."--Jacket

2020-09-27