A Culture of Rapid Improvement-Creating and Sustaining an Engaged Workforce

324 Pages·2008·96.454 MB·\324

by  Raymond C. Floyd (Author)

A Culture of Rapid
Improvement
Creating and Sustaining
an Engaged Workforce

A Culture of Rapid
Improvement
Creating and Sustaining
an Engaged Workforce
Raymond C. Floyd
CRC Press
Taylor &Francis Group
Boca Raton London New York
CRC Press is an imprint of the
Taylor & Francis Group, an informa business
A PRODUCTIVITY PRESS BOOK
CRC Press
Taylor & Francis Group
6000 Broken Sound Parkway NW, Suite 3 00
Boca Raton, FL 33487-274 2
First issued in hardback 201 9
© 2008 by Taylor & Francis Group, L LC
CRC Press is an imprint of Taylor & Francis Group, an Informa bu siness
No claim to original U.S. Government wo rks
ISBN-13: 978-1-56327-378-0 (hbk)
This book contains information obtained from authentic and highly regarded sources. Reaso nable
efforts have been made to publish reliable data and information, but the author and publishe r cannot
assume responsibility for the validity of all materials or the consequences of their use. The aut hors and
publishers have attempted to trace the copyright holders of all material reproduced in this pub lication
and apologize to copyright holders if permission to publish in this form has not been obtaine d. If any
copyright material has not been acknowledged please write and let us know so we may rectif y in any
future reprint.
Except as permitted under U.S. Copyright Law, no part of this book may be reprinted, rep roduced,
transmitted, or utilized in any form by any electronic, mechanical, or other means, now kn own or
hereafter invented, including photocopying, microfilming, and recording, or in any inform ation
storage or retrieval system, without written permission from the publis hers.
For permission to photocopy or use material electronically from this work, please access
www.copyright.com (http:// www.copyright.com/ ) o r contact the Copyright Clearance Center, I nc.
(CCC), 222 Rosewood Drive, Danvers, MA 01923, 978-750-8400. CCC is a not-for-profit organ ization
that provides licenses and registration for a variety of users. For organizations that have been granted
a photocopy license by the CCC, a separate system of payment has been ar ranged.
Trademark Notice: Product or corporate names may be trademarks or registered trademarks, a nd are
used only for identification and explanation without intent to infr inge.
Library of Congress Cataloging-in-Publication Da ta
Floyd, Raymond C.
A culture of rapid improvement : creating and sustaining an engaged workf orce /
Raymond C. Floyd.
p. cm.
Includes bibliographical references and inde x.
ISBN 978-1-56327-378-0 (alk. paper )
1. Organizational change. 2. Organizational effectiveness. 3. Organizatio nal
behavior. I. Title.
HD58.8.F57 2008
658.4'063--dc22(cid:9) 2007048386
Visit the Taylor & Francis Web site at
http://www.taylorandfrancis.com
and the Productivity Press Web site at
http://www.productivitypress.com
I wrote this for Marsh
a.
Everything I do is done for Mars
ha.

(cid:9)(cid:9)
Contents
Foreword by H. Eugene McBrayer
Preface
Acknowledgments
About the Author
1(cid:9) Industrial Culture: The Human Side of Change (cid:9) 1
Improve the Performance of Your Business by Creatin g a
New Industrial Culture(cid:9) 2
The Importance of a Culture of Rapid Improvem(cid:9)ent 4
How Your Culture Affects the Potential for Improvem(cid:9)ent 6
How Culture Is Influenced by Strate(cid:9)gy 7
A Simple Model of Cultu(cid:9)re 8
Element 1: Values(cid:9) 8
Element 2: Belief(cid:9)s 8
Element 3: Behavior(cid:9) 9
Element 4: Ritual(cid:9)s 9
How to Use This Simple Model of Cult(cid:9)ure 10
Designing a Corporate Cultur(cid:9)e 11
Elements of a Culture of Rapid Improvement: An Overview of
How This Book Is Organize(cid:9)d 11
Summary of Chapter 1(cid:9) 12
SECTION I: ESTABLISH THE VALUES AND BELIEFS OF
YOUR NEW CULTURE (cid:9) 15
2(cid:9) Strategy: The Values and Beliefs of an Industrial Culture (cid:9)19
Establishing Strategic Goals for Your Organizati(cid:9)on 20
Establishing Your Organization's Tactical Goa(cid:9)ls 21
Setting Strategic Goals Is the Responsibility of the Senior Le (cid:9)ader 22
vii
viii � Contents
A Process for Establishing Strategic Goa(cid:9)ls 23
Look Outside Your Organizatio(cid:9)n 23
Evaluate Your Customers and Competito(cid:9)rs 24
Consider the Owners of Your Busine(cid:9)ss 24
Do Not Forget to Consider Your Employ(cid:9)ees 25
Assess the Needs of Your Organization's Commun(cid:9)ity 2 6
Next, Look Inside Your Organizatio(cid:9)n 27
Analyze the Gap between Your Current Capabilities and Y our
Future Requirements (cid:9) 28
Write Your Goals(cid:9) 29
1.S trategic Goals Have a Simple, Memorable Statement of the
Gap You Are Closing(cid:9) 30
2. S trategic Goals Have a Directionally Correct Statement of
Future Needs(cid:9) 30
3. S trategic Goals Have a Credible Description of
Current Capabilities(cid:9) 31
4. S trategic Goals Have a Few Objective Measures T hat
Define Progress (cid:9) 31
5. Strategic Goals Have Interim Tactical Performan ce
Targets to Be Achieve(cid:9)d 32
Present Your Goals to Your Organizatio(cid:9)n 32
Conclusion (cid:9) 36
Summary of Chapter 2(cid:9) 37
3(cid:9) Making Your Cultural Values Person(cid:9)al 39
A Three-Level View for Translating Goals into Acti(cid:9)ons 43
The CEO's Three-Level View(cid:9) 45
The Division Managers' Three-Level Vie(cid:9)w 45
Individual Department Managers' Three-Level Vie(cid:9)w 48
A Case Study of the Three-Level View of
Translating Goals to Action(cid:9)s 48
Keeping the Whole Team on Boa(cid:9)rd 52
Refreshing Your Goals(cid:9) 52
A Final Word on Translating Strategic Goals i nto
Tactical Goals and Tactical Action(cid:9)s 54
Summary of Chapter 3(cid:9) 55
4(cid:9) Quality Stations: The Rituals of Your Cult(cid:9)ure 57
Rituals at Work(cid:9) 57
Contents � ix
Using Quality Stations to Implement the Four Ritual s of
Improvement (cid:9) 59
Ritual 1: Quality Stations Help Show Tactical G(cid:9)oals 59
Ritual 2: Quality Stations Show Activities in Progr(cid:9)ess 60
Ritual 3: Quality Stations Show Projects Completed and
Measure and Communicate Result(cid:9)s 60
Ritual 4: Quality Stations Show Ideas for the Fu(cid:9)ture 60
Details on the Four Rituals of Improvem(cid:9)ent 60
Ritual 1: Show the Tactical Goals of the T(cid:9)eam 61
Ritual 2: Show the Projects in Progr(cid:9)ess 62
Ritual 3: Measure and Communicate Resu(cid:9)lts 62
Ritual 4: Make Ideas for the Future Vis(cid:9)ible 63
Culturally Appropriate Small-Team Leadershi(cid:9)p 65
Communications at the Quality Statio(cid:9)ns 67
Appearance of a Quality Statio(cid:9)n 68
The Work of a Quality Stati(cid:9)on 73
Management Quality Stations(cid:9) 74
A Final Word on Quality Statio(cid:9)ns 75
Summary of Chapter (cid:9)4 75
SECTION II: ENGAGING PEOPLE IN YOUR
NEW CULTURE (cid:9) 77
5(cid:9) The Objective Elements of Engaging People (cid:9) 81
Creating a Framework That Engages People to H(cid:9)elp 84
Element 1: People Need Goals to Achie(cid:9)ve 85
Element 2: People Need New Skills to Do New Th(cid:9) ings 86
Root Cause Analysi(cid:9)s 89
Element 3: People Need Time to Work on Improvem(cid:9)ent 90
Element 4: People Need Access to Resourc(cid:9)es 93
Providing Funds(cid:9) 95
Small-Event Improvements(cid:9) 95
Element 5: People Need a Structure for Ac(cid:9)tion 96
Summary of Chapter 5(cid:9) 97
6(cid:9) The Subjective Elements That Disrupt Engagement of People (cid:9)99
What if Improvement Does Not Happe(cid:9)n? 100
The Subjective Elements That Disrupt Engageme(cid:9)nt 101
Element 1: Some Teams Do Not Trust Managem(cid:9)ent 101
Element 2: Some Teams Have Disruptive Memb(cid:9)ers 105
Intentionally Disruptive Team Member(cid:9)s 106