Continuous process improvement in organizations large and small: a guide for leaders
Saved in:
| Main Author: | |
|---|---|
| Format: | Electronic eBook |
| Language: | English |
| Published: |
New York [New York] (222 East 46th Street, New York, NY 10017)
Momentum Press
2016
|
| Edition: | First edition |
| Series: | Enterprise engineering and sustainability collection
|
| Subjects: | |
| Online Access: | FLA01 FWS01 FWS02 |
| Item Description: | Title from PDF title page (viewed on December 10, 2015) |
| Physical Description: | 1 online resource (1 PDF (xiv, 70 pages)) illustrations |
| ISBN: | 9781606508084 1606508083 |
Staff View
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| 505 | 8 | |a 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. | |
| 505 | 8 | |a 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. | |
| 505 | 8 | |a 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 | |
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| contents | 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 |
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| dewey-full | 658.406 |
| dewey-hundreds | 600 - Technology (Applied sciences) |
| dewey-ones | 658 - General management |
| dewey-raw | 658.406 |
| dewey-search | 658.406 |
| dewey-sort | 3658.406 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Wirtschaftswissenschaften |
| edition | First edition |
| format | Electronic eBook |
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| illustrated | Illustrated |
| indexdate | 2025-02-20T06:58:58Z |
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| isbn | 9781606508084 1606508083 |
| language | English |
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| spellingShingle | Hamm, Robert E. Continuous process improvement in organizations large and small a guide for leaders 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 BUSINESS & ECONOMICS / Industrial Management bisacsh BUSINESS & ECONOMICS / Management bisacsh BUSINESS & ECONOMICS / Management Science bisacsh BUSINESS & ECONOMICS / Organizational Behavior bisacsh Corporate culture fast Organizational change fast Organizational change Corporate culture |
| title | Continuous process improvement in organizations large and small a guide for leaders |
| title_auth | Continuous process improvement in organizations large and small a guide for leaders |
| title_exact_search | Continuous process improvement in organizations large and small a guide for leaders |
| title_full | Continuous process improvement in organizations large and small a guide for leaders Robert E. Hamm, Jr. ; contributors, Rob Fauber, Ted Lane and Andrei Mitran |
| title_fullStr | Continuous process improvement in organizations large and small a guide for leaders Robert E. Hamm, Jr. ; contributors, Rob Fauber, Ted Lane and Andrei Mitran |
| title_full_unstemmed | Continuous process improvement in organizations large and small a guide for leaders Robert E. Hamm, Jr. ; contributors, Rob Fauber, Ted Lane and Andrei Mitran |
| title_short | Continuous process improvement in organizations large and small |
| title_sort | continuous process improvement in organizations large and small a guide for leaders |
| title_sub | a guide for leaders |
| topic | BUSINESS & ECONOMICS / Industrial Management bisacsh BUSINESS & ECONOMICS / Management bisacsh BUSINESS & ECONOMICS / Management Science bisacsh BUSINESS & ECONOMICS / Organizational Behavior bisacsh Corporate culture fast Organizational change fast Organizational change Corporate culture |
| topic_facet | BUSINESS & ECONOMICS / Industrial Management BUSINESS & ECONOMICS / Management BUSINESS & ECONOMICS / Management Science BUSINESS & ECONOMICS / Organizational Behavior Corporate culture Organizational change Organizational change Corporate culture |
| work_keys_str_mv | AT hammroberte continuousprocessimprovementinorganizationslargeandsmallaguideforleaders |