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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
Verify Identified Assignable Causes
This is the “process improvement” project management process required to ensure that the project team builds, as precisely as possible, a factual understanding of existing “process to be improved” assignable causes of underperformance. Its purpose is to get sufficient and accurate information or collect sufficient data to confirm which potential causes actually contribute to the underperformance problem and further focus the “process improvement” effort.
Book Chapter
Conduct the Project Retrospective
This chapter is concerned with the reflection process that must be performed at the end of each significant milestone of the “PDSA Study” project phase and from which the project team reassembles to look back on what results were actually delivered at the milestone and to what extent the team has met the expectations for the considered milestone time period.
Book Chapter
Generate Improvement Solutions
Once assignable causes of variations have been identified, the associated cause-and-effect relationships explored, the identified assignable causes verified, and the process steps and tasks analyzed and summarized, the project team can begin with generating improvement solutions to guide positive change in the days and weeks ahead.
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
Develop Time Management Plan
This chapter is concerned with the project management process required to implement conscious control over the amount of time spent on specific activities, especially to increase efficiency and productivity.
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
Collecting V.O.P. Requirements
Collecting the process requirements is as much about defining and managing the “process to be improved” expectations as any other key project deliverables and will be the very foundation of completing to “process improvement” project. It is also about focusing the improvement effort by gathering information on the current situation. Its purpose is to build, as precisely as possible, a factual understanding of existing “process to be improved” conditions and problems or causes of underperformance. Cost, schedule, and quality planning are all built upon these requirements. In other words, the purpose of collecting the process requirements is to get sufficient and accurate information to complete improvement of the “process to be improved.”
Book Chapter