Enterprise Alignment and Results: Thinking Systemically and Creating Constancy of Purpose and Value for the Customer, 1st Edition (Hardback) book cover

Enterprise Alignment and Results

Thinking Systemically and Creating Constancy of Purpose and Value for the Customer, 1st Edition

Edited by Chris Butterworth

Productivity Press

164 pages | 15 B/W Illus.

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Description

To succeed, an organization must cultivate management systems that effectively align their work and behaviors with principles and direction. These systems should be simple, comprehensible, actionable, and standardized. Establishing alignment in every value stream of an organization will ultimately create value for their customers and produce the desired results. This alignment stems from an understanding of why an organization exists, where it is going, and how it will get there.

Enterprise Alignment and Results guides readers to their goal of enterprise-wide alignment by providing a deeper look at the Shingo Model. This book builds upon the previous books in the Shingo Model Series by continuing to define ideal behaviors and the systems that drive them and increasing understanding of fundamental beliefs and how to use behavioral benchmarks. As readers examine the principles of "Create Constancy of Purpose," "Think Systemically," and "Create Value for the Customer," they will gain a deeper knowledge of the relationship between behaviors, systems, and principles. This knowledge will foster an understanding of how to create alignment within their organizations, thereby increasing the consistency of delivering ideal results.

Table of Contents

Contents

Acknowledgments……………………………………………………………………….xi

Editor………………………………………………………………………………………. xiii

Foreword…………………………………………………………………………………… xv

Chapter 1 Introduction……………………………………………………………… 1

DISCOVER EXCELLENCE Workshop……………………………….3

CULTURAL ENABLERS Workshop………………………………….4

CONTINUOUS IMPROVEMENT Workshop……………………5

ENTERPRISE ALIGNMENT & RESULTS Workshop……….5

BUILD EXCELLENCE Workshop………………………………………6

Definition of Lean………………………………………………………………7

Chapter 2 The Dimensions………………………………………………………… 9

Think Systemically……………………………………………………………13

Create Constancy of Purpose……………………………………………13

Chapter 3 Think Systemically…………………………………………………… 15

Is Think Systemically a Principle?………………………………………17

Is Think Systemically Universal?………………………………………..18

Is Think Systemically Timeless? ………………………………………..19

Does It Have Consequences? ……………………………………………19

What Happens When This Principle Is Observed? …………. 20

What Would Happen If …?………………………………………….21

Is It Relevant to Operational Excellence? ………………………….22

How Does It Apply?………………………………………………………….23

Problem Solving ……………………………………………………………….27

Huddles…………………………………………………………………………….29

Value Stream Mapping …………………………………………………… 30

The Bonus System …………………………………………………………… 30

5 Whys…………………………………………………………………………….32

Examples of Ideal Behaviors……………………………………………..33

Cogent Power Case Study ……………………………………………….. 34

Case Study: Cogent Power Inc.—Lean Story………………. 34

The Early Days: Learning Lean……………………………….. 34

One Leader Wakes Up to the Opportunity……………….36

Culture, Behavior, and Sustainability……………………….38

Behavioral Benchmarks ………………………………………………….. 42

The XYZ Widget Company…………………………………………. 43

Systems …………………………………………………………………………….49

A Final Thought ……………………………………………………………….50

Further Reading ……………………………………………………………….51

What Does “Systemic” Mean?………………………………………51

“They” Assessment……………………………………………………….53

Chapter 4 Create Constancy of Purpose……………………………………. 57

Is Create Constancy of Purpose a Principle? ……………………..58

Is Create Constancy of Purpose Universal? ……………………….59

Is It Timeless? …………………………………………………………………..59

Does It Have Consequences? ……………………………………………59

What Happens When This Principle Is Observed? …………. 60

5 Whys…………………………………………………………………………….61

Ozgene Case Study: “To advance humanity—inspire

curiosity”………………………………………………………………………….63

Clarity on What, Where, and Why………………………………….. 66

A Filter……………………………………………………………………………. 68

Does Constancy of Purpose mean that Nothing will

Change?…………………………………………………………………………… 68

Align Systems Around Purpose………………………………………..70

The Policy Deployment System…………………………………………71

Standardized Daily Management System………………………….73

Auckland Council Pools and Leisure Case Study………………74

Brief Overview of Auckland Council Pools and Leisure……74

What Is the Purpose?……………………………………………………75

The Long-Term Plan 2012–2022……………………………………76

How Do You Align to the Purpose?………………………………76

What Is the Game Plan?……………………………………………….78

Behavioral Benchmarks…………………………………………………….79

Commonwealth Bank of Australia Case Study:

Embedding a Constancy of Purpose…………………………………83

“Catchballing”…………………………………………………………………..85

Examples of Ideal Behaviors …………………………………………… 86

Systems……………………………………………………………………………. 90

Further Reading ……………………………………………………………….91

Hoshin Kanri: Translating “Big Vision” from

Strategy to Execution……………………………………………………91

Part 1: Hoshin Kanri—Concept Origins…………………..91

Part 2: Hoshin Kanri—A Valuable Concept……………..93

Part 3: Hoshin Planning Applied……………………………..97

Climbing the Hoshin Planning Ladder:

Nuts and Bolts Facilitation……………………………………………98

Summary………………………………………………………………………..102

Create Constancy of Purpose……………………………………..103

Drowning in Opportunities………………………………………..105

Chapter 5 Results: Create Value for the Customer……………………. 109

Create Value for the Customer………………………………………..110

Is Create Value for the Customer a Principle?…………………..111

Is Create Value for the Customer Universal? ……………………112

Is It Timeless? …………………………………………………………………112

Does It Have Consequences? ………………………………………….112

What Happens When This Principle Is Observed? …………113

5 Whys…………………………………………………………………………..113

What Is Customer Value?………………………………………………..115

Airbus Australia Pacific Case Study………………………………..118

The Organization…………………………………………………………….118

VOC Objectives…………………………………………………………….. 120

The Process …………………………………………………………………… 120

Stage 1: Confirm Purpose of the VOC ………………………..121

Stage 2: Collect VOC Data ………………………………………….121

Stage 3: Analyze and Report VOC Data ……………………..121

Results…………………………………………………………………………… 122

Behavioral Benchmarks…………………………………………………. 123

Examples of Ideal Behaviors …………………………………………. 124

ABC Steel Mill Case Study…………………………………………….. 128

You Get What You Measure……………………………………………129

Systems …………………………………………………………………………..132

Sichuan Toyota Case Study: Create Value for the

Customer………………………………………………………………………..133

Introduction……………………………………………………………….133

Create Value for the Customer………………………………….. 134

Definition……………………………………………………………… 134

Tools……………………………………………………………………… 134

Examples………………………………………………………………. 134

Results…………………………………………………………………………….136

Examples of Shingo’s Successes…………………………………..136

Discussion………………………………………………………………………138

Chapter 6 Lean Prescription at Denver Health: The

ENTERPRISE ALIGNMENT Workshop Case Study………139

The Challenge………………………………………………………………….140

Changing to a New System …………………………………………….142

Chapter 7 Assessing the Enterprise Alignment and Results

Dimensions……………………………………………………………. 147

Preparations to Go & Observe…………………………………………147

The Shingo Assessment Process………………………………………150

The Shingo Prize as an Assessment Tool…………………………150

Chapter 8 Summary……………………………………………………………….. 153

Bibliography…………………………………………………………………………….. 155

Index……………………………………………………………………………………….. 159

About the Editor

Chris Butterworth has been with S A Partners for nearly twenty years. Prior to this, he had many years’ experience of operating at senior management positions in several multinational organizations, including JCB, Jaguar, and Corus. He was part of the team that set up and ran one of the earliest Lean factories in the UK in the early 1990s. He was the overall program manager for the work with Cogent Power described in the Shingo Publication recipient book Staying Lean,and has spoken on the topic of "Lean Thinking" at many international conferences. He has published papers on Lean Thinking in various journals and in 2017 co-authored the widely acclaimed book 4+1 Embedding a Culture of Continuous Improvement in Financial Services, which is based on a case study from a Shingo Medallion recipient team at the Commonwealth Bank of Australia, as well as the approach taken at the Bank of New York Mellon.

He facilitates Lean Thinking and Shingo workshops for executive management teams globally and is a certified Shingo Institute facilitator and examiner. In 2014, he was honored to be awarded Best New Speaker of the Year (TEC: The Executive Connection) for his executive talk on Lean Thinking.

Chris lives in Australia and when he is not on the beach or walking the coast paths, he spends his time writing and learning about continuous improvement from all the people he has the pleasure of meeting in his job.

About the Series

The Shingo Model Series

The Shingo Model Series

Learn more…

Subject Categories

BISAC Subject Codes/Headings:
BUS000000
BUSINESS & ECONOMICS / General
BUS053000
BUSINESS & ECONOMICS / Quality Control
BUS070050
BUSINESS & ECONOMICS / Industries / Manufacturing Industries
BUS087000
BUSINESS & ECONOMICS / Production & Operations Management