ABSTRACT
Become a corporate change agent
Learn to implement and cultivate a culture of improvement with the assistance of one of the world’s most respected experts
Managing a business so that it achieves a supreme pace of improvement requires that all members of an organization can and do make their best contributions to the success of the enterprise. Management must provide employees with a shared set of values and beliefs so that they can decide for themselves how to behave in accordance with the expectations of a nurturing and empowering culture.
A Culture of Rapid Improvement is intended for those leaders seeking to encourage dramatic improvement within their organizations. It shows these change agents how they can—
· Develop the shared values and beliefs that serve as the foundation for a dynamic culture
· Engage all employees to join the new culture and provide opportunities for these stakeholders to initiate and participate in improvement
· Measure, evaluate, and manage the performance of the new culture
Filled with lessons garnered from practical examples, this text is based on Raymond C. Floyd's 40 years of industrial management experience, including his more than 20 years at Exxon Mobil. He is the winner of a Shingo Prize and also holds the unique distinction of having led businesses from two different industries that were both recognized by IndustryWeek magazine as being among the Best Plants in America.
If you approach the task of improvement with proper action and full participation, improvement is not just possible, but inevitable. At six months, you will notice a difference in your organizational culture; at the end of two years, you will be operating with near–world-class performance.
TABLE OF CONTENTS
chapter 1|13 pages
Industrial Culture: The Human Side of Change
section 1|62 pages
Establish the Values and Beliefs of Your New Culture
chapter 2|20 pages
Strategy: The Values and Beliefs of an Industrial Culture
chapter 3|18 pages
Making Your Cultural Values Personal
chapter 4|20 pages
Quality Stations: The Rituals of Your Culture
section 2|34 pages
Engaging People in Your New Culture
chapter 5|18 pages
The Objective Elements of Engaging People
chapter 6|12 pages
The Subjective Elements That Disrupt Engagement of People
section 3|67 pages
The Social Design of Your New Culture
chapter 7|12 pages
Understanding the Theory of Industrial Culture
chapter 8|20 pages
The Social Design of a New Culture
chapter 9|17 pages
Valuing Individuals
chapter 10|13 pages
Managing Emotion at Work
section 4|57 pages
Managing and Sustaining Cultural Change
chapter 11|18 pages
How Communication Reflects Your Culture
chapter 12|19 pages
Measuring the Performance of Small Events
section 5|42 pages
Getting Started in Your Organization