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Searching... | 30000010175615 | HD30.4 A77 2008 | Open Access Book | Book | Searching... |
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Summary
Summary
This book demonstrates how Problem Solving and Process Management is at the heart of continuous business transformation. Logically organized in four parts, it introduces the reader to the domains of change and the process management body of knowledge (BOK) and gives detailed instruction on how to creatively re-engineer processes, sustain innovation and continually improve an enterprise through proven repetitive methods. And unlike any book on the subject it offers a practical step-by-step approach that includes the steps, the templates, and the metrics to keep it on track. Features a tried and tested, practical 17-step "how to" Problem Solving and Process Management methodology that can be used in any business environment. Includes numerous figures and examples of charts and documents used at each step of the process. References standard forms, tools, and training materials in the Appendix. Addresses how to engage the people who are using, creating, and improving the management process. Explains the steps in creating a process management methodology and presents the process management body of knowledge without the "fad" or spin. Highlights the importance of good process management to corporate business transformation.
Author Notes
Stephen C. Armstrong is CEO of AMGI, an international Strategic Management Consultancy and an elected trustee / director of the Institution of Mechanical Engineers, London, UK (IMechE)
Table of Contents
Forewords | p. ix |
Acknowledgements | p. xv |
Organization of the Book | p. xix |
Part I Transforming the Enterprise | |
Chapter 1 An Introduction to Business Transformation | p. 3 |
Introduction | p. 3 |
Understanding Business Transformation Objectives | p. 16 |
Business Process Transformation-The Philosophy and Commitment | p. 19 |
Business Transformation is Driven by a Set of Principles | p. 20 |
Introducing a flexible Business Transformation Methodology | p. 22 |
Chapter 2 The Phases of Business Transformation Explained | p. 31 |
Introduction | p. 31 |
Phase 1 Assessment and Business Direction | p. 31 |
Phase 2 Business Process Analysis | p. 43 |
Phase 3 Business Redesign and Infrastructure Alignment | p. 53 |
Phase 4 Implementation | p. 69 |
Phase 5 Continuous Innovation Through Problem Solving | p. 71 |
Chapter 3 The Organizational Approach to Business Transformation | p. 73 |
Use a Multi-disciplinary Team Approach | p. 73 |
An Accelerated Business Transformation Approach | p. 78 |
An approach That Involves High Management and Employee Participation | p. 79 |
The role of External Consultants | p. 80 |
The Role of the Project Director | p. 84 |
The Role of the Enterprise Transformation Steering Committee | p. 85 |
The Role of the Project Sponsor | p. 87 |
Dispelling Myths About Business Transformation and Process Management | p. 90 |
Part II Analyzing the Status Quo | p. 97 |
Chapter 4 How to Analyze the "As Is" Business Processes | p. 99 |
Step 1 Establish the Team | p. 99 |
Step 2 Research Customer Needs and Expectations | p. 109 |
Step 3 Select Issue and Process | p. 121 |
Step 4 Define/Design the Process | p. 126 |
Step 5 Establish Standards and Design Performance Measures | p. 139 |
Step 6 Implement Processes, Standards, Measures | p. 153 |
Step 7 Confirm Process/Issue Focus | p. 160 |
Step 8 Set Improvement Objectives and Schedule | p. 164 |
Part III Continuous Innovation - by Problem Solving | p. 169 |
Chapter 5 How to Improve the Business Processes Creatively | p. 171 |
Step 9 Detail Causes | p. 171 |
Step 10 Gathering Data on Root Causes and Analyze | p. 174 |
Step 11 Select Root Cause to Eliminate/Investigate | p. 179 |
Step 12 Formulate Alternative Solutions | p. 181 |
Step 13 Evaluate and Select Best Solution | p. 182 |
Step 14 Investigate and Validate the Solution | p. 184 |
Step 15 Document Solutions | p. 187 |
Step 16 Implement Solutions | p. 190 |
Step 17 Confirm Improvement and Continuously Monitor | p. 193 |
Part IV Engaging the People - Sustaining Innovation | p. 195 |
Chapter 6 Managing Continuious Innovation Teams | p. 195 |
Effective Teams | p. 196 |
Effective Meetings | p. 202 |
First team Meetings | p. 214 |
Facilitator's Role in Getting Results | p. 217 |
Documentation Control | p. 219 |
Integrated Enterprise: Integrated Thinking | p. 222 |
Chapter 7 Sustaining Innovation Through a Higher Purpose | p. 231 |
How Do We Foster Innovation in Teams and Avoid the Innovation Killer | p. 231 |
Zero-Gravity Thinking from the Outside | p. 233 |
Higher Performance Through a Higher Purpose | p. 237 |
Appendices Management Tools | |
A-1 Brainstorming | p. 249 |
A-2 Voting Rules | p. 251 |
A-3 Ranking Methods | p. 253 |
A-4 Customer Map | p. 258 |
A-5 Statistics 101: Introduction to Concepts | p. 260 |
A-6 Pareto Chart | p. 266 |
A-7 Tree Diagram (Perspective Chart) | p. 269 |
A-8 Process Flow Diagram | p. 272 |
A-9 Process Analysis Measures | p. 279 |
A-10 Cause and Effect (Fishbone) Diagram | p. 281 |
A-11 Procedure Writing Guidelines | p. 286 |
A-12 Process Auditing Approach | p. 308 |
A-13 Training Approaches | p. 314 |
A-14 Gantt Charts | p. 319 |
A-15 Affinity Diagram | p. 323 |
A-16 Collection of Existing Data | p. 325 |
A-17 Surveys: Writing Questionnaires | p. 326 |
A-18 Experts and Focus Group Research | p. 332 |
A-19 Quality Function Deployment | p. 334 |
A-20 Relationship Diagram | p. 338 |
A-21 Performance Tracking Charts | p. 341 |
A-22 Process Capability Study | p. 345 |
A-23 Statistical Process Control | p. 351 |
A-24 Measurement System Error | p. 368 |
A-25 Work Flow Diagram | p. 374 |
A-26 Force Field Analysis | p. 377 |
A-27 Design of Experiments | p. 380 |
Afterword: Theoretical Underpinnings of Enterprise Innovation | p. 391 |
Bibliography | p. 409 |
Index | p. 417 |