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"Aartsengel, Aristide van"
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A guide to continuous improvement transformation : concepts, processes, implementation
This book enables enterprise business leaders - from CEOs to supervisors - to understand what \"Continuous Improvement\" is, why it is probably the best answer to improved business performance in years, and how to put it to work in the unique environment of a specific organization. The book examines what is at the core of \"Continuous Improvement\" and delves deeper into the elements and constituents necessary to take an organization to the next level to ensure its continued, long-term existence. It provides guidance to enterprise management and to professionals engaged in the implementation of a \"Continuous Improvement\" initiative and enables them to structure and manage its implementation successfully. It also provides tools to quickly assess where an enterprise business stands in terms of strategic management and \"Continuous Improvement.\"
Book
Handbook on Continuous Improvement Transformation
This book provides a comprehensive and detailed framework for the implementation of Continuous Improvement and Lean Six Sigma in a professional project management environment, bringing together Lean Six Sigma and the PMBOK standard for project management.
eBook
Handbook on Continuous Improvement Transformation
This handbook provides a comprehensive and detailed framework for the implementation of 'Continuous Improvement' and Lean Six Sigma in a professional project management environment. For this purpose the book brings together Lean Six Sigma and the PMBOK standard for project management. It provides an integrated approach, which can be used for both transactional and manufacturing businesses to better define ways to reduce costs, enhance processes ,and achieve faster implementation and new product or service development. The reader is guided carefully and reliably through the detailed procedures
Publication
“PDSA Study” Process Group
The purpose of this project phase is to sustain the deliverables built over the long term and build new knowledge through learning from the deliverables built in the “PDSA Do” project phase. It is not enough to determine that development and piloting of a prototype solution associated with an “improved process” resulted in improvement during particular pilots. As the project team builds knowledge about the new “improved process,” it will need to predict whether the change introduced by the new “improved process” will result in improvement under the diverse conditions it will face in the future.
Book Chapter
Monitor and Control Execution
A key part of effective project management is to skillfully manage the actual execution of the project and ensure that it stays on track according to the plan. While the project team is physically constructing each deliverable, the project manager must undertake a series of management processes to ensure that the deliverables building activities are progressing as scheduled and that alterations to the original plan are properly implemented.
Book Chapter
Explore Cause-and-Effect Relationship
This is the “process improvement” project management process required to ensure that the project team explores cause-and-effect relationship of assignable causes of variations, associated with the “process to be improved” under consideration, with the observed characteristic of the “process to be improved” outcomes.
Book Chapter
Develop Cost Management Plan
“Cost” is the most important term in the entire field of business. All concepts and meanings related to continuous improvement are ultimately tied to the term cost. “Cost” can be defined as “a resource sacrificed or forgone to achieve a specific objective.” It is usually measured by the monetary amount that must be paid to acquire goods and services. As an aid to decision-making, a project manager must know how much the use of a given project resource costs. Consequently, the objective of this chapter is to address the “cost” topics that will assist the project manager to speedily, efficiently, and effectively achieve the “process improvement” project’s goals. It is a large topic, which leads to it being a long chapter.
Book Chapter
Conclusion to “PDSA Study”
Throughout the previous chapters related to the “PDSA Study” Process Group, we have illustrated and developed the “PDSA Study” constituent processes needed to study the built project deliverables and perform the course of action required to attain the objectives and scope that the project is undertaken to address. The described constituent processes help perform the established project management plan.
Book Chapter
Conclusion
“Process improvement” projects are vehicles for realizing enterprise business intended strategies; hence, transforming enterprise businesses. They are the means by which enterprise businesses achieve efficient cost structures and more effective operations. They are the means by which enterprise businesses develop new products and execute new business strategies. When “process improvement” projects succeed, they deliver: revenue growth, improved productivity, lower costs, more efficient operations, and higher market valuations. When they fail, they drain critical investment, waste valuable resources, and—directly or indirectly—limit an enterprise business ability to compete.
Book Chapter