By Greg Lane
Tradition & technique, nearly ironic within the related sentence.
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Additional resources for Culturally On Plan: A Pragmatic Guide for Aligning Organizational Culture with a Strategic Plan and Transforming Management to Leadership
Having specialized for many years at helping SMEs, made-to-order, and job-shop businesses implement lean cultures, I have often encountered organizations that began their transformations trying a cookie cutter approach. Either someone within the organization studied and trained on a tool, or a consultant experienced in high volume lean principals entered an organization and tried to sell a packaged approach. For example, this could manifest itself by attempting to force takt time or kanban (that is, a replenishment scheduling system helping to determine what, when, and how much to produce based on replenishment) into every process, without considering if the tool is necessary and solves a problem.
Words Not to Use Recommendations for Changing the Words You Use Shut-Up and Listen Improving Your Listening Nonverbal Signals May Transmit More Coaching and Mentoring Mistakes Resulting in Poor Coaching Steps to Becoming a Better Coach Adding to the Cultural Transformation Plan Summary Chapter 10: Creating a Learning Environment Do Learning Organizations Exist? What Can be Learned by Studying the Theory of a Learning Organization? Steps to Foster a Leaning Environment Recognize and Reward Learning Recognize and Discard Biases Deploy Long- and Short-Term Objectives Encourage open Dialogue and Discussion Put Feedback Analysis into Place Today’s Workplace Learning Accepting That Criticism Is Part of Learning Obstacles to Learning Summary Chapter 11: Follow-up and Sustainment Levels of Follow-Up Leader’s Key Responsibility How to Define Actions at Any Level Leading Various Personalities Steps to Consider for Follow-Up Follow-Up is the Leader’s Responsibility Visualizing Real-time Status of Strategy Deployment and Cultural Transformation Plan Matrices Summary Chapter 12: Conclusions Summarizing the Mechanics of Change The Gist of Dealing with Soft Issues Appendix A: Glossary Appendix B: Strategy Deployment Example in an A3 Format Appendix C: Team Leader Responsibilities Appendix D: OSKKK Methodology Appendix E: Simple Ropeloc Display of Data Appendix F: Training Within Industry Report: 1940-1945 Endnotes Author Biography Introduction Although there are many schools of thought on human change, a few of the underlying beliefs on which this book is based are worth disclosing up-front.
Program developed during World War II to ramp up production of badly needed war supplies. ”3 Early on there was a clear recognition between successful productivity improvements and the supervisors’ possessing the skills to instruct and develop human relations. After studying TWI’s results, Toyota also recognized this link to enhance productivity and made it a foundation of their leadership. So although first recognized centuries before, job relations was reinforced (as TWI data demonstrates) as a critical counterpart to the improvement tools—back in the 1940s!
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