Performance Improvement Methods Fighting The War On Waste

Waste-eliminating, performance-improvement weapons Discover the best ways to overcome todayÆs most stubborn business issues: waste of resources, personnel, and opportunity. Performance Improvement Methods, by H. James Harrington and Kenneth C. Lomax, details the 85 most effective performance-enhancing weapons you can use to get the most from the least, and get the jump on your competitors. You'll learn about activity-based costing...design of experiments...failure mode and effect analysis...matrix data analysis...process benchmarking, redesign,and reengineering...QFD...simulation modeling...the six-sigma system...value-added analysis...and all the other strategies performance experts have identified as the best ways to promote efficiency and productivity, and maximize opportunities in every arena. This book/CD-ROM package gives you ready-to-download sample forms, agreements and analyses, plus exercises, games,definitions, case histories and more that help you put these creative and efficient tools to work.

It has been estimated that over 75% of the innovative projects that begin through the Innovation Management System (IMS) are either failures or they failed to produce the desired results. The biggest wastes most medium- to large-size organizations face are the waste of money, time, reputation, opportunity, and income that these failures are costing them. Following this book’s recommendations could reduce this failure cost by as much as 70%. The purpose of this book is to provide a step-by-step procedure on how to process a medium- or large-size project, program, or product using an already-established IMS that considers the guidance given in ISO 56002:2019 – Innovation Management Systems Standard. Often the most complicated, complex, difficult, and challenging system used in an organization is the IMS. At the same time, it usually is the most important system because it is the one that generates most of the value-adding products for the organization, and it involves most of the key functions within the organization. The opportunity for failure in time and the impact on the organization is critical and often means the difference between success and bankruptcy. Throughout this book, the authors detail the high-impact inputs and activities that are required to process individual projects/programs/products through the innovation cycle. Although this book was prepared to address how medium to large projects, programs, and products proceed through the cycle, it also provides the framework that can be used for small organizations and simple innovation activities. Basically, the major difference between large- and small-impact innovation projects is that the small projects can accept more risks, require less formal documentation, use simpler communication systems, and require fewer resources. It’s important to remember that the authors are addressing an existing IMS rather than trying to create an entirely new one. Currently, this is the only book geared for professionals responsible for managing innovative projects and programs using ISO 56002:2019 – Innovation Management – Innovation Management System – Guidance to provide a comprehensive management strategy and step-by-step plan and ISO 56004 Innovation Management Assessment –Guidance. It provides a comprehensive analysis of what is required from the time an opportunity is recognized to the time the customer is using the innovative product. The book also introduces a new Process modeling cloud service that allows you to drill down 5 levels from the system level to the job description level and includes free access to many of the book’s best practice Process models.

Project Management for Performance Improvement Teams (or, PM4PITs, for short) provides practical guidance based on innovative concepts for project teams -- especially Performance Improvement Teams (PITs)—and their Project Managers on how to successfully complete individual projects and programs using an ingenious and scalable framework based on an innovative foundation fusing together elements of Project Management, Innovation Management, and Continual Improvement. This book lays out how Project and Program Managers and their teams can "do those right projects the right way," one project at a time. It details what continual improvement, change, and innovation are, why they are so important, and how they apply to performance improvement—both incremental and transformative. The authors examine the four types of work and workforce management in organizations, Strategic, Operations, Projects, and Crises, using four common comparative variables: Proactive/Preventive versus Reactive/Corrective, Temporary/Unique versus Ongoing/Repetitive, Innovative versus Maintaining the Status Quo, and Schedule Focus: Fiscal Year versus Short Term versus Long Term. These comparisons set the stage for the uniqueness of the third type: Projects (and Programs) that are fundamentally change-driven.

Many organizations are looking for that magic tool or methodology that will suddenly transform them into outstanding organizations. Unfortunately, there is no one right answer for all organizations or even for a single organization. Successful organizations skillfully integrate the appropriate improvement approaches with honesty, commitment, and constancy of purpose across all levels of management. This book, part of The Little Big Book series, discusses the most common set of tools and methodologies used in managerial, strategic planning, project selection, and organizational improvement projects that are referred to throughout The Little Big Book series. It presents, in a concise no-nonsense format, the concepts and techniques that must be mastered by project managers and anyone tasked with managing an improvement project. The tools covered in this book include affinity diagrams, brainstorming, cause-and-effect diagrams, the Kano model, organizational process improvement, Pareto analysis, project management, risk management, root cause analysis, storyboarding, value propositions, and workflow diagrams. Because of the large number of tools and techniques covered, the book supplies concise operating guidance for each tool that is adequate to prepare readers to understand and use that tool. It also includes examples of how the tools are used. The book provides a basic understanding of the tools you need to improve the processes you are currently using to manage your organization and, ultimately, to improve the quality, productivity, and agility of the products or services you are delivering to your customers. The tools presented in this book are the essential tools that all organizations should be using. By understanding and using the tools covered in this book, you will possess a better overall understanding of the way your organization needs to function in today’s increasingly competitive environment. This book is designed to supplement and provide additional direction in the use of the methodologies defined in the other books in The Little Big Book series

For visionary leaders, an Organizational Master Plan and associated technologies have become essential components of strategic decision making. Written for leaders, planners, consultants, and change agents, The Organizational Master Plan Handbook: A Catalyst for Performance Planning and Results explains how to merge the four planning activities tha

The Definitive Six Sigma Guide for Healthcare: Methodologies, Tools, and Metrics Rising costs are making healthcare unaffordable for millions, and 100,000 people die every year due to medical error. Healthcare must change–dramatically. Many leading healthcare institutions are discovering a powerful toolset for addressing both quality and cost: Six Sigma. In this hands-on, start-to-finish guidebook, four leading experts introduce Six Sigma from the unique standpoint of the healthcare professional, showing exactly how to implement it in real-world environments. Drawing on their unsurpassed experience, the authors offer step-by-step methodologies, tools, and metrics–all thoroughly adapted to the unique realities of healthcare. They demonstrate how to utilize Six Sigma’s Define, Measure, Analyze, Improve, and Control (DMAIC) process to address even the most challenging problems. They also offer realistic guidance on rolling out Six Sigma initiatives that deliver rapid and sustainable value. The authors show Six Sigma at work in every area of the hospital: clinical, radiology, surgery, ICU, cardiovascular, laboratories, emergency, trauma, administrative services, staffing, billing, cafeteria, even central supply. You'll learn why Six Sigma can produce better results than other quality initiatives, how it brings new rigor and discipline to healthcare delivery, and how it can be used to sustain ongoing improvements for the long term. Coverage includes · Adapting Six Sigma methodology, tools, and measurements for healthcare · Designing more successful experiments · Rolling out your Six Sigma initiative successfully · Case studies from every area of the hospital, from the ICU to billing · Six Sigma templates modified fully for the healthcare environment Comprehensive and user-friendly, this book will be indispensable to everyone concerned with quality or cost: administrators, managers, physicians, and quality specialists alike. Where Six Sigma is already in use or being considered, it will serve as a shared blueprint for the entire team.

In the same way that a well-defined approach is needed to develop an effective strategic plan, an equally well-designed approach is needed to support the alignment of your organization's structure, management concepts, systems, processes, networks, knowledge nets, training, hiring, and reward systems. Examining top-down, bottom-up, and core planning and execution processes, The Organizational Alignment Handbook: A Catalyst for Performance Acceleration provides a systematic approach for establishing the infrastructure needed to support a successful transformation and make your strategic plan a reality. Bridging the gap between macro and micro approaches with a single unified theory, the book provides the understanding needed to assess the effectiveness of your organization’s current management system. It explains how to identify potential projects, introduce new practices, plan for resource allocation, and define and recommend decision governance. Identifying the capability constraints you must resolve in order for your company to thrive in an increasingly competitive business environment, the book explains: How the organizational master plan fits into alignment activities How strategic planning process and outcomes can be made part of the performance plan for individuals How to use controllable factors as the foundation for your master plan How to develop a set of vision statements that defines how your organization will function in the future The management skills your organization currently possesses might be effective in today’s environment, but are they the skills needed to meet strategic objectives in the future? This book outlines a step-by-step approach for achieving organization-wide alignment of processes, applications, and systems, and to ensure acceptance of the results by all stakeholders. It includes examples of organizations implementing the strategies discussed as well as a review of the activities you need to follow to minimize the time it takes to reach your performance objectives today and in the future.

Innovative Change Management (ICM) represents the accumulated wisdom and knowledge of one of the world’s foremost performance improvement specialists. It includes a clear and thorough explanation of the necessary critical tools for creating a system that results in a much higher percentage of your initiatives progressing to successful projects. Studies conducted by organizations such as Gartner, Ernst & Young, and Harrington Management Systems indicate that on average less than 25% of the innovative projects achieve sustained success. The American Productivity Quality Center's 2018 survey report pointed out that 88% of the organizations felt that process management discipline must be changed and 53.8% felt they must create a continuous improvement culture. Through the effective use of the ICM methodology, you can turn thousands of lost employee hours into millions of dollars in increased profit. This book unveils to the reader for the first time how ICM combines project change management, culture change management, and project management concepts to create an effective and innovative organization. These concepts combined result in homogeneous improvements in performance improvement and cultural change. The book outlines a step-by-step procedure designed to apply ICM to complex programs such as process redesign and supply chain management as well as to simpler ones such as relocation of offices. In addition, it provides field-tested change methodologies to help you systematically include change into your strategic management plan. This book shows you how to: Set the stage for ICM. Develop a new management style that encourages innovation. Develop and implement a project change management methodology to support the project management methodology. Develop a cultural change management program. How to reward and recognize the innovation activities generated by your employees. Make ICM an important part of the strategic plan. Help employees understand the career-enhancing aspects of change How to maximize your organization’s ROC (return on change). Most of the activity related to change management focuses on successfully implementing individual projects. Statistics indicate that this is not enough to keep up with today’s rapid changing innovative competition. As most profitable organizations are working diligently on increasing their innovation capabilities, this focus is requiring a completely new restructured management style and behavioral patterns that are foreign to most of today’s successful managers.