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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
Book
Create Work Breakdown Structure
Identifying and breaking down the work to be done is the logical starting point in the entire planning process described in a previous chapter. This chapter is concerned with the project management process required to subdivide project deliverables and project work into smaller, more manageable components.
Book Chapter
Build Deliverables
This is the project management process used to physically construct or build the “process improvement” project deliverables. It is the most time-consuming activity in the project. Whether you are improving a production process, or a customer service offering process, the project will consume the majority of its available resource building the actual deliverables for acceptance by the customer.
Book Chapter
Analyze Process Steps and Tasks
We have defined a process as “a set of logically related discrete elements (tasks, actions, or steps) taken in order to achieve a particular end.” In this definition, a discrete element, the performance of which is measurable, is meant to be the smallest identifiable and essential piece of activity that serves both as a unit of work and as a means of differentiating between the various aspects of a project or an operation work. Each discrete element is designed to create unique outcomes by ensuring proper control, acting on and adding value to the resources that support the work being completed.
Book Chapter
Framework and Methodology
The progressive realization of the enterprise full potential by moving from its current maturity stage towards a higher (ultimately “Continuous Improvement”) maturity stage, requires a framework and a systematic methodology for studying the constituent elements or processes and systems associated with the eight overarching determining factors. It also requires a way of differentiating between the different types of variation present in those processes and systems. In addition to the way of thinking described throughout the chapters of the previous section, and which must be put to practice, there are techniques to be learned. In this chapter, we will describe the framework and systematic methodology for improving processes used within projects and operations work.
Book Chapter
“PDSA Initiate” Process Group
The “PDSA Initiate” phase is the first phase of thephase is the first phase of the “process improvement” project management life cycle. It is the start of a process that takes the project brief, as developed, selected and prioritized, through to the delivery of the project’s outcomes back into the business, as illustrated in Fig. 3.1.
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