Improvement Guide A Practical Approach to Enhancing Organizational Performance

ISBN-10: 0470192410

ISBN-13: 9780470192412

Edition: 2nd 2009

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Description: This new edition of this bestselling guide offers an integrated approach to process improvement that delivers quick and substantial results in quality and productivity in diverse settings. The authors explore their Model for Improvement that worked with international improvement efforts at multinational companies as well as in different industries such as healthcare and public agencies. This edition includes new information that shows how to accelerate improvement by spreading changes across multiple sites. The book presents a practical tool kit of ideas, examples, and applications.

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Book details

List price: $70.00
Edition: 2nd
Copyright year: 2009
Publisher: John Wiley & Sons, Incorporated
Publication date: 4/20/2009
Binding: Hardcover
Pages: 512
Size: 7.50" wide x 9.75" long x 1.75" tall
Weight: 2.266
Language: English

#60;b#62;Gerald J. Langley#60;/b#62; is a statistician, author, and consultant, and co-founder of Associates in Process Improvement (API), a consulting firm that specializes in the improvement of quality and productivity.#60;p#62;#60;b#62;Ronald D. Moen#60;/b#62; is a statistician, consultant, and teacher to industry, government, and education. He is co-founder of API.#60;p#62;#60;b#62;Kevin M. Nolan#60;/b#62; is a statistician, author, and consultant at API, where he focuses on developing methods and assisting organizations to accelerate their rate of improvement in quality and productivity.#60;p#62;#60;b#62;Dr. Thomas W. Nolan#60;/b#62; is a statistician, author, and consultant, and)co-founder of API.#60;p#62;#60;b#62;Clifford L. Norman#60;/b#62; is a consultant with API whose work has emphasized the psychology of change.#60;p#62;#60;b#62;Lloyd P. Provost#60;/b#62; is a statistician who advises to organizations as an API associate.

Foreword
Preface
Acknowledgments
The Authors
Introduction: The Improvement Guide, Second Edition
Introduction to Improvement
Changes That Result in Improvement
Principles of Improvement
The Model for Improvement
Key Points from Chapter One
Skills to Support Improvement
Supporting Change with Data
Developing a Change
Testing a Change
Implementing a Change
Spreading Improvements
The Human Side of Change
Key Points from Chapter Two
Improvement Case Studies
Improving the Morning Meeting
Improving Service in a Dental Office
Improving Methods for Teaching Biology
Contamination in Shipping Drums
Reducing Energy Use in School
Key Points from Chapter Three
Methods for Improvement
The Science of Improvement
Profound Knowledge
Milestones in the Development of Profound Knowledge
Key Points from Chapter Four
Using the Model for Improvement
What Are We Trying to Accomplish?
How Will We Know That a Change is an Improvement?
What Changes Can We Make That Will Result in Improvement?
The Plan-Do-Study-Act Cycle
Using the Cycle to Build Knowledge
Key Points from Chapter Five
Developing a Change
Some Typical Problems in Developing Changes
Reactive Versus Fundamental Change
Theory for Change
Methods for Developing Fundamental Change
Key Points from Chapter Six
Testing a Change
Applying the Science of Improvement to Testing
Principles for Testing a Change
Designs for Testing a Change
Strategies for Testing
Key Points from Chapter Seven
Implementing a Change
Testing a Change
Implementing a Change
Implementation as a Series of Cycles
Implementing Changes to Achieve and Maintain Improvement
The Social Aspects of Implementing a Change
Key Points from Chapter Eight
Spreading Improvements
A Framework for Spread
Phase for Organizational Readiness for Spread
Phase for Developing an Initial Spread Plan
Phase for Executing and Refining the Spread Plan
Key Points from Chapter Nine
Integrating Methods for the Improvement of Value
Eliminating Quality Problems
Reducing Costs While Maintaining or Improving Quality
Expanding the Expectations of Customers to Increase Demand
Developing an Environment Conducive to the Improvement of Value
Key Points from Chapter Ten
Improving Large or Complex Systems
Project Setup and Management
Understanding the System and Developing High-Impact Changes
Testing and Learning Systems
Key Points from Chapter Eleven
Case Studies of Improvement Efforts
Reducing the Occurrence of No-Fault-Found Components
Improving the Drill Process
Reducing Infection and Mortality Rates in a Pediatric Intensive Care Unit
Improving Safety at a Manufacturing Plant
Improving the Credentialing Process at CareOregon
Improving Sales at a Specialty Chemical Company
Key Points from Chapter Twelve
Improving Value as a Business Strategy
Making the Improvement of Value a Business Strategy
Building the System of Improvement
Key Points from Chapter Thirteen
Developing Improvement Capability
Developing Improvement Capability in the Workforce
Organization to Support the Focus on Improvement
Development of Other Capabilities
Key Points from Chapter Fourteen
Sample Agendas for Getting Started, Sponsors, and Improvement Advisors
Development of Internal Improvement Advisors: Topical Agenda
Appendixes
A Resource Guide to Change Concepts
How to Use Change Concepts
The Change Concepts
Tools and Methods to Support Improvement
Methods and Tools for Viewing Systems and Processes
Methods and Tools for Gathering Information
Methods and Tools for Organizing Information
Methods and Tools for Understanding Variation
Methods and Tools for Understanding Relationships
Methods and Tools for Project Management
Standard Forms for Improvement Projects
The Model for Improvement and Other Roadmaps
Fundamental Questions for Improvement
Alternative Roadmaps for Improvement Projects
Summary
Notes
Index
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