Despite the vast library of knowledge on Lean tools and models, the majority of Lean implementations fail to sustain themselves over time for lack of what David Mann in Creating a Lean Culture calls "the missing link in Lean" -- the Management System. In turn, however, when organizations try to apply a prescribed, one-size-fits-all, management system they inevitably find that what works for others may not work quite as well in their unique situation. Putting the right pieces in the right places, for the right reasons, is a unique challenge for every organization and no two successful management systems will, or should, be the same.
This book will look at core principles that need to be in place for organization to find their own answers to what a good management system should constitute for them. It will outline key elements, and how they work together as a "system," necessary to achieve overall success in a business. Based on these principles, the authors will demonstrate how we can "act our way into a new way of thinking" which nurtures the latent creativity and motivation of our people instead of trying, and ultimately failing, to "implement" an entire structure or system upon an unwilling workforce.
Based on their extensive experience with organizational development and hands-on leadership in Policy Deployment, TWI and Kata, the authors will describe their own journey in helping organizations discover and develop systems that function like well-designed and smooth-running machines, all the while capturing the humanistic aspects of the foundational skills needed to bring out the inherent synergy of the system. Readers will learn to help their own organizations "connect the dots" between the various pieces of Lean practice they put into play and effectively create their own management systems which ultimately fulfil customers’ needs and expectations.
"We have a poster at our company that reads ‘The systems you have in place are perfectly organized to produce the behaviors you are currently experiencing.’ If you are seeking new behaviors and better results, new systems are the only way to get there. Creating an Effective Management System is just the book to get you started. The decades of experience-based wisdom that Graupp, Steward and Parsons share will set you on a new path to a more joyful organization and the tangible results it will produce."
"A fine book by skilled practitioners that integrates Kata and TWI, with Strategy Deployment in pursuit of an integrated management system. Well done, Skip, Brad and Patrick."
"Systems thinking is, and always has been, a rare commodity in management. It is what separates the ultra-high-performers from the rest. In this practical and engaging book, Patrick Graupp, Skip Steward, and Brad Parsons give a concise and extremely clear explanation of what systems thinking looks like in a healthcare setting. And they do so in a way that translates easily to any type of organization. Highly recommended!"
"Patrick Graupp, writing with co-authors has produced an excellent series of books on TWI. This book is no exception. Although generally relevant, the first part of the book is written around hospitals. As such it is a very good introduction to Lean in hospitals, superior to all hospital-focused texts that I know of in the area. It makes use of a combination of a gear-train analogy of Lean systems together with the TWI ‘three-legged stool’ and policy deployment to give concise and practical guidance to hospital administrators, doctors and nurses."
"Patrick Graupp, Skip Steward and Brad Parsons put into context the synergistic relationship between the Toyota Kata patterns that drive continuous improvement, and TWI skills that are essential along the way. The practical nature of the content makes this book a must for any leader working in any organization in any service or industry. Patrick is perhaps the best qualified person in the world in combining the theory of the TWI methods with practical application. Skip has been the driver of merging the skills and the Toyota Kata patterns supported along the way by Brad Parsons. Could the combination of Pat, Skip and Brad be any better for all our benefit?"
"Where most books only discuss the successful end state, Patrick, Skip, and Brad describe a system that emerges organically as the various pieces began interacting with one another. In doing so they give us a rare insight into how systems that work actually develop - not as something deliberately engineered and then implemented, but through shepherding the process of learning."
"If you are striving to provide an amazing patient experience, eliminate preventable harm, or improve health care outcomes, you must eventually examine your Management System. Your Management System must be capable of improving the work and sustaining those improvements. Graupp, Steward, and Parsons have captured the essence of how improvement in healthcare can be both achieved and sustained. The authors will challenge you to reflect on your own Management System as you strive towards excellence."
"Creating an Effective Management System: Integrating Policy Deployment, TWI, and Kata is insightful – It challenges us to develop management systems where components need to work well together while building strong human relationships. Like the fact the authors explore in greater detail how well PD, TWI and Kata interact with each other. From personal experience, every management system must have these three basic components in order to be effective."
"In their wonderful new book, Graupp, Steward, and Parsons have put people where they belong: front and center. It’s the perfect antidote to the mass of tools-focused continuous improvement advice."
"The authors brilliantly illustrate, through numerous examples, how the strength of a management system resides in the understanding of how its key elements work together. Then, how organizations connect the dots and play the game becomes key to sustainable performance improvement."
"When Kata was first introduced ten years ago it was very apparent that the power of the combination of the practice and skills of TWI and Kata could be a game changer. Graupp, Steward, and Parsons explain their groundbreaking work and story of accomplishing this in the arena of lean management."
About the Authors. Introduction. Part One: Defining Organizational Purpose. Chapter 1 – How Systems Function Smoothly. Chapter 2 – How to Align the System Components. Part Two: Leading People. Chapter 3 – How We Treat People. Chapter 4 – How We Manage Ourselves. Part Three: Executing Process. Chapter 5 – How We See the Work. Chapter 6 – How We Do the Work. Part Four: Commanding Results. Chapter 7 – Staying on Track. Appendix 1. Appendix 2. Appendix 3.