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Leading High-Reliability Organizations in Healthcare

The Institute of Medicine Centers for Medicare and Medicaid The Joint Commission and other regulatory and accrediting bodies all agree that hospitals must be transformed into places where each patient receives quality care every single time. In other words zero defects. Helping to ensure quality at every level high-reliability methods offer healthcare leaders the tools they need to achieve this noble goal. Leading High-Reliability Organizations in Healthcare details the attributes and practices that help high-reliability organizations (HROs) excel in the service they provide to their customers. Explaining what it takes to achieve high reliability in healthcare settings it defines reliability as much more than just being safe it describes how to measure reliability and paves the way to higher reliability. The book presents proven tools concepts and skills that leading healthcare organizations are using to improve safety and quality including mistake proofing Lean Six Sigma and reliability engineering. It details the roles and responsibilities of the two key organizational components involved in achieving high reliability: leadership and the reliability engineers who apply reliability methods both technically and socially throughout the healthcare value stream. Rick Morrow executive in HROs and now System Director of Quality Safety and Process Improvement at CHRISTUS Health one of the largest non-profit healthcare systems identifies the necessary infrastructure methods and analytics required to achieve and sustain higher reliability. He also suggests applications of high reliability concepts that have proven to work well in healthcare settings. The book includes numerous case studies that illustrate success stories of healthcare organizations achieving higher reliability some achieving zero defects for years. It also contains case studies that examine examples of failures so you can avoid making the same mistakes.

GBP 31.99

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Reshore Production Now How to Rebuild Manufacturing and Restore High Wages High Profits and National Prosperity in the USA

This book addresses the vital importance of reshoring US manufacturing capability to ensure economic and military security and then discusses the proven methods that the United States used to gain manufacturing supremacy in the first place. The vital takeaway is: If the job can be made sufficiently productive the per-unit labor cost ceases to be relevant which means a business can pay high wages realize high profits and deliver low prices simultaneously. The contest is then not between high wages and cheap labor but between efficiency and inefficiency and when automation is involved machine against machine. Readers will be able to put these principles to work very quickly to achieve tangible results. The relatively low Federal minimum wage has meanwhile become a major issue but inflation skyrocketed in the second quarter of 2022 when higher wages and higher demand for goods and services were not matched with higher productivity. The book addresses the relationship between the money supply and the velocity of money to prices wages and productivity. A manufacturing resurgence in the United States will not only increase our standard of living enormously but generate taxable economic activity that will help pay down rather than increase the Federal debt. Higher productivity also delivers a greater supply of goods to accompany higher wages and thus works against inflation. This can prevent looming recessions and disruptions. | Reshore Production Now How to Rebuild Manufacturing and Restore High Wages High Profits and National Prosperity in the USA

GBP 34.99

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Job Shop Lean An Industrial Engineering Approach to Implementing Lean in High-Mix Low-Volume Production Systems

In the 1950’s the design and implementation of the Toyota Production System (TPS) within Toyota had begun. In the 1960’s Group Technology (GT) and Cellular Manufacturing (CM) were used by Serck Audco Valves a high-mix low-volume (HMLV) manufacturer in the United Kingdom to guide enterprise-wide transformation. In 1996 the publication of the book Lean Thinking introduced the entire world to Lean. Job Shop Lean integrates Lean with GT and CM by using the five Principles of Lean to guide its implementation: (1) identify value (2) map the value stream (3) create flow (4) establish pull and (5) seek perfection. Unfortunately the tools typically used to implement the Principles of Lean are incapable of solving the three Industrial Engineering problems that HMLV manufacturers face when implementing Lean: (1) finding the product families in a product mix with hundreds of different products (2) designing a flexible factory layout that fits hundreds of different product routings and (3) scheduling a multi-product multi-machine production system subject to finite capacity constraints. Based on the Author’s 20+ years of learning teaching researching and implementing Job Shop Lean since 1999 this book Describes the concepts tools software implementation methodology and barriers to successful implementation of Lean in HMLV production systems Utilizes Production Flow Analysis instead of Value Stream Mapping to eliminate waste in different levels of any HMLV manufacturing enterprise Solves the three Industrial Engineering problems that were mentioned earlier using software like PFAST (Production Flow Analysis and Simplification Toolkit) Sgetti and Schedlyzer Explains how the one-at-a-time implementation of manufacturing cells constitutes a long-term strategy for Continuous Improvement Explains how product families and manufacturing cells are the basis for implementing flexible automation machine monitoring virtual cells Manufacturing Execution Systems and other elements of Industry 4. 0 Teaches a new method Value Network Mapping to visualize large multi-product multi-machine production systems whose Value Streams share many processes Includes real success stories of Job Shop Lean implementation in a variety of production systems such as a forge shop a machine shop a fabrication facility and a shipping department Encourages any HMLV manufacturer planning to implement Job Shop Lean to leverage the co-curricular and extracurricular programs of an Industrial Engineering department | Job Shop Lean An Industrial Engineering Approach to Implementing Lean in High-Mix Low-Volume Production Systems

GBP 52.99

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Design for Manufacturability How to Use Concurrent Engineering to Rapidly Develop High-Quality Products for Lean Production Second

Achieve any cost goals in half the time and achieve stable production with quality designed in right-the-first-time. Design for Manufacturability: How to Use Concurrent Engineering to Rapidly Develop Low-Cost High-Quality Products for Lean Production is still the definitive work on DFM. This second edition extends the proven methodology to the most advanced product development process with the addition of the following new unique and original topics which have never been addressed previously. These topics show you how to: Cut cost from 1/2 to 1/10 in 9 categories—with ways to remove that much cost from product charges and pricing Commercialize innovation—starting with Manufacturable Research and learning from the new section on scalability you will learn how to design products and processing equipment to quickly scale up to any needed demand or desired growth. Design product families that can be built on-demand in platform cells that also mass customize products to-order Make Lean production easier to implement with much more effective results while making build-to-order practical with spontaneous supply chains and eliminating forecasted inventory by including an updated chapter on Designing Products for Lean Production The author’s 30 years of experience teaching companies DFM based on pre-class surveys and plant tours is the foundation of this most advanced design process. It includes incorporating dozens of proven DFM guidelines through up-front concurrent-engineering teamwork that cuts the time to stable production in half and curtails change orders for ramps rework redesign substituting cheaper parts change orders to fix the changes unstable design specs part obsolescence and late discovery of manufacturability issues at periodic design reviews. This second edition is for the whole product development community including: Engineers who want to learn the most advanced DFM techniques Managers who want to lead the most advanced product development Project team leaders who want to immediately apply all the principles taught in this book in their own micro-climate Improvement leaders and champions who want to implement the above and ensure that the company can design products and versatile processing equipment for low-volume/high-mix product varieties Designing half to a tenth of cost categories can avoid substituting cheap parts which degrades quality and encourages standardization and spontaneous supply chains which will encourage Lean initiatives. Using cellular manufacturing to shift production between lines for mixed production of platforms and build-to-order to offer the fastest order fulfillment can beat any competitors’ delivery time. | Design for Manufacturability How to Use Concurrent Engineering to Rapidly Develop High-Quality Products for Lean Production Second

GBP 56.99

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Lean in a High-Variability Business A Graphic Novel about Lean and People at Zingerman’s Mail Order

John Dewey famously pointed out 'We don't learn from experience. We learn from reflecting on experience. ' Here's your chance to learn as the three authors reflect on the (successful) struggle to build a Lean production and management system at Zingerman's Mail Order. Thousands of people visit and benchmark ZMO. This book delivers the backstory in a richly illustrated way. - Mike Rother author of the bestselling books Toyota Kata and The Toyota Kata Practice Guide This clever and highly engaging graphic novel details a story about one organization’s Lean journey with inspiration from the Toyota Way. Over the years common misunderstandings about what Lean is what the journey is like and how to advance have proliferated. Often these misunderstandings come from the way people simplistically talk and think about Lean as if it is some concrete thing that you insert into an organization and step back to watch the results. The authors however view the organization as a living system with interacting parts and constant exposure to the environment. It is dynamic so it’s hard to predict what obstacles you will face next. Just when you think you have it solved new challenges arise from the market competitors government regulations and every direction you turn to. When you look at your organization in this way you see Lean through a different lens. The goal is to make your processes and people into a more adaptive system so you can navigate through all the complexity and uncertainty to continually achieve your goals. This is how Toyota views things and they summarize the Toyota Way as continuous improvement and respect for people. Each person becomes a partner in struggling to learn and adapt and specific tools are used in very different ways throughout the company to accomplish their goals. The story presented here focuses on a small company called Zingerman’s Mail Order (ZMO). Tom Root was one of the founders of this spin-off of the Zingerman’s delicatessen. The deli was founded to bring high-quality artisanal food to Ann Arbor Michigan. The purpose of this book is not to provide a recipe for implementation – the authors want you to get a feeling for the struggle for the learning process. They explain and demonstrate many Lean tools within the context of the journey and how they were adapted for this particular business. Toyota kata became the centerpiece of developing scientific thinking skills to begin to bring continuous improvement to life. | Lean in a High-Variability Business A Graphic Novel about Lean and People at Zingerman’s Mail Order

GBP 24.99

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The Business Developer's Playbook Relationship Selling Principles and the DNA of Dialogue Selling

This book is not about selling products - it is about selling yourself your ideas and your services. This book explains an innovative dialogue sales process and the relationship sales principles that underpin it. In every sales situation there is both a seller and a buyer and at different times either the buyer or the seller may take the lead. The dance they perform may or may not lead to a deal but it will leave them knowing a little more about each other’s strengths and weaknesses. These two dancers are connected and follow the same steps - The five steps they follow are to plan connect dialogue record and follow up. The five steps are the basis of the dialogue process. In addition this book provides easy-to-follow guidance for three groups of people: 1. Professionals wanting to sell their services and improve their business development; 2. Thought leaders change agents innovators entrepreneurs senior public servants and advocates wanting to sell their ideas to others; 3. Mid-career job seekers and recent graduates aiming to sell themselves into a dream job role either full or part-time. | The Business Developer's Playbook Relationship Selling Principles and the DNA of Dialogue Selling

GBP 31.99

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The Basics of Idea Generation

Continuous generation and implementation of ideas is critical to creating an environment that helps foster the development of improvement techniques. The Basics of Idea Generation provides a cost-effective method that can help inspire employees to consistently identify and implement new ideas using a proven five-step process. The process starts by creating an opportunity statement. From there the method then has one collect raw materials before holding an idea workout and then evaluating the idea. Implementation is the final step. The author also explains the 20 tools that help complete each step along with solutions to overcoming the barriers to creativity.

GBP 170.00

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High-Performance Coaching for Managers A Step-by-Step Approach to Increase Employees' Performance and Productivity

Coaching is a necessary skill for managers. It is important as a fundamental part of an organization's talent efforts—including talent acquisition development and retention strategies. For a coaching program to succeed in an organization it should be recognized as a useful approach throughout the organization and become part of the fabric of the corporate culture. Performance Coaching for Managers provides an important tool for organizations to use to train their managers on coaching. This book differs significantly from other books in the coaching market. Many books on coaching cast coaches as facilitators who question their clients (the coachees) helping them to articulate their own problems formulate their own solutions develop their own action plans to solve problems and measure the success of efforts to implement those plans. That is called a nondirective approach. But this book adopts a directive approach by casting the coach as a manager who diagnoses the problems with worker job performance and offers specific advice on how to solve those problems. While there is nothing wrong with a nondirective approach it does not always work well in job performance reviews in which the manager must inform the worker about gaps between what is needed (the desired) and what is performed (the actual). The significant difference between what is currently available in the market and what is offered in this book is the authors' collective experience of over 70 combined years of hands-on research and delivery experiences in the Human Resources Development field. According to the Harvard Business Review (2015) workers generally expect their immediate supervisors to give them honest feedback on how well they do their jobs—and specific advice on what to do if they are not performing in alignment with organizational expectations. When workers do not receive advice—but instead are questioned about their own views—they regard their managers as either incompetent or disingenuous. Effective managers should be able to offer direction to their employees. After all managers are responsible for ensuring that their organizational units deliver the results needed by the organization. If they fail to do that the organization does not achieve its strategic goals. This book gives managers direction in how to offer directive coaching to their workers. | High-Performance Coaching for Managers A Step-by-Step Approach to Increase Employees' Performance and Productivity

GBP 39.99

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Everyone's Problem Solving Handbook Step-by-Step Solutions for Quality Improvement

The author covers fourteen tools to help you find the information you need and offers step-by-step instructions for constructing each one. He shows you how these tools can be combined with a set of simple problem-solving steps that can act as a powerful change agent to help reduce or eliminate process problems. Five-Step Problem-Solving Process Identify the problem: Clearly state what needs improvement. Analyze: Determine what causes the problem to occur. Evaluate Alternatives: Identify and select actions to reduce or eliminate the problem. Test Implement: Implement these actions on a trial basis to determine their effectiveness. Standardize: Ensure that useful actions are preserved. | Everyone's Problem Solving Handbook Step-by-Step Solutions for Quality Improvement

GBP 170.00

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The Power of Leadership Insight 11 Keys Leaders Must Master to Access Power Knowledge and Sustainable Success in High-Risk Environments

Leadership is a risky business. In the current world change is the new normal and only constant. As change grows so does risk. Thus leaders must be master change agents and master mitigators of risk. But how will leaders succeed if they don’t measure and lack insight? Simply put they won’t. Those that are successful in these arenas will ride the waves of success during their tenure on the leadership stage. In contrast their counterparts will be crushed by the never-ending waves of disruption. Often leaders or those aspiring erroneously view leadership power from a self-interested perspective. They see power through the lens of a title position control over others influence emotional intelligence and the like. Unfortunately this view is misaligned and short sighted. Another perspective of leadership is the ability to impact positive change for those around you. In reality leaders are those that use their gifts skills and knowledge to educate and empower others in the long run. The purpose of this book is to unveil insight as to the true meaning of leadership power – how to attain it how to leverage it to add the greatest amount of value to humanity how to weaponize it to marginalize and eliminate risk and how to share it with others so they can carry the torch once you step off the leadership stage. In this book readers will learn: How to master the art of change The value of leadership self-advocacy The pearls and pitfalls of leading integration teams The unintended consequences of sharing knowledge The sidewinder effect of misinterpreting root causes of success The leadership test of humility Leadership matchmaking to ensure the right leaders are selected to solve the organization’s problems Leadership Loopholes: The Houdini Effect The risk of underestimating leadership value The risk of not focusing on the right attributes The risk of leading turnarounds | The Power of Leadership Insight 11 Keys Leaders Must Master to Access Power Knowledge and Sustainable Success in High-Risk Environments

GBP 24.99

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Systems Design Building Systems that Drive Ideal Behavior

The ground-breaking Shingo Model of 2008 introduced principles systems tools and results. At that time however the systems element of the model did not receive the in-depth attention that other parts of the model did. As a result organizations developed their own concept of systems. Some organizations have identified hundreds of systems and tools. In fact the distinction between a system and a tool was not clearly defined until recently with the introduction of the Shingo SYSTEMS DESIGN workshop and the information discussed in this book. With the development of the workshop the Shingo Institute is now teaching the three essential systems—work improvement and management—as well as the five required communication tools that are necessary to improve an organization. You’ll find that when these systems are formalized they work together to help create organizational excellence. With Systems Design: Building Systems that Drive Ideal Behavior you’ll learn how to formalize the process of creating these three systems. In addition a new tool the Shingo system design map is introduced. This book also details how you can improve the connections you’ve already made between the tools systems results and principles of the Shingo Model. | Systems Design Building Systems that Drive Ideal Behavior

GBP 39.99

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Continuous Improvement Seek Perfection Embrace Scientific Thinking Focus on Process Assure Quality at the Source and Improve Flow & Pull

In this third book of the Shingo Model series Continuous Improvement focuses on five of the Shingo Guiding Principles: seek perfection embrace scientific thinking focus on process assure quality at the source and improve flow and pull. Each chapter in Continuous Improvement is designed to enhance your comprehension of one or more aspects of the Continuous Improvement dimension of the Shingo Model and to increase your understanding of how the dimension interrelates with and complements the other principles in the Shingo Model. Ultimately this explanation grounds the technical science of continuous improvement with a powerful social science that focuses on people development. It is this combination that creates the opportunity for improvement to be truly continuous. Because tacit learning is critical to deepening your continuous improvement knowledge Reader Challenges are included throughout the text to encourage you to apply what you have read within the context of your own organization. This hands-on practice is necessary to understand the interrelatedness of principles systems and tools that are inherent in the Shingo Model. The Shingo Institute recognizes that the transformation from traditional philosophy and practices to organizational excellence does not occur without the courage creativity and persistence of everyone in the organization—from executives to managers to team members on the frontline. | Continuous Improvement Seek Perfection Embrace Scientific Thinking Focus on Process Assure Quality at the Source and Improve Flow & Pull

GBP 38.99

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Toyota Kaizen Methods Six Steps to Improvement

Toyota Kaizen Methods: Six Steps to Improvement focuses on the skills and techniques practiced inside Toyota Motor Corporation during the past decades. This workbook focuses on the actual training course concepts and methods used by Toyota to develop employee skill level a core element of Toyota‘s success. It is not a book about holding Western-style five-day Kaizen events which were in reality quite rare during the development of Toyota‘s production system and are virtually nonexistent today inside Toyota. Written by two of Toyota‘s most revered and experienced trainers the book Traces the origins of Kaizen since the inception of Toyota Motor Corporation Articulates the basic six-step Kaizen improvement skills pattern taught inside Toyota Helps practitioners of Kaizen improve their own skill level and confidence by simplifying concepts and removing any mystery in the process Provides homework assignments and a wealth of forms for analyzing work processes If you take the time to study the concepts detailed here you will be reviewing the same methods and techniques that were harnessed by generations of Toyota supervisors managers and engineers. These techniques are not the secret ingredient of Lean manufacturing; however mastery of these timeless techniques will improve your ability to conduct improvement in almost any setting and generate improvement results for your organization. | Toyota Kaizen Methods Six Steps to Improvement

GBP 170.00

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Flatlined Why Lean Transformations Fail and What to Do About It

With 30 years of driving Lean transformations under his belt—both in-house at Danaher and as the founder of Lean Horizons—Mark C. DeLuzio has a vantage point across a variety of industries. He often hears the challenges Lean leaders face now that they’ve been implementing Lean for a decade or more. They are concerned that they aren’t getting the results they used to and they don’t know why. Most leaders believe their problems are unique to their company but Mark sees more commonalities than differences. Flatlined: Why Lean Transformations Fail and What to Do About It draws on the author’s experience as the original pioneer of the most successful Lean business system next to Toyota as well as his progress over the past 18 years in helping companies replicate what Danaher achieved. Mark DeLuzio knows you need an actionable approach to make rapid shifts not theory. With this book Mark DeLuzio gives you: • the reasons why companies are now flatlining with Lean; • five steps to solving this problem no matter what your industry or corporate culture; • real talk on why your organization is probably mediocre (even if it’s making a lot of money) and how to disrupt it to make it genuinely world class; • the questions you should always be asking at every stage and level of your Lean initiative. | Flatlined Why Lean Transformations Fail and What to Do About It

GBP 24.99

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Equipment Management in the Post-Maintenance Era Advancing in the Era of Smart Machines

Recent advancements in information systems and computer technology have led to developments in equipment and robotic technology that have permanently changed the characteristics of manufacturing equipment. Equipment Management in the Post-Maintenance Era: Advancing in the Era of Smart Machines introduces a new way of thinking to help high-tech organizations manage an increasingly complex equipment base. It also facilitates the fundamental understanding of equipment management those in traditional industries will need to prepare for the emerging microchip era in equipment. Kern Peng shares insights gained through decades of managing equipment performance. Using a systems model to analyze equipment management he introduces alternatives in equipment management that are currently gaining momentum in high-tech industries. The book highlights the fundamental internal flaw in maintenance organizational setup presents new approaches to replace maintenance functional setup and illustrates a time-tested transformation and implementation process to help transition your organization from the maintenance era to the new post-maintenance era. Fundamentally it: Breaks down the history of equipment into five phases Provides a clear understanding of equipment management fundamentals and Introduces alternatives in equipment management beyond the mainstream principles of maintenance management. More specifically the book examines maintenance management logistics including planning and budgeting; training and people development; customer services and management; vendor management; and inventory management. Supplying a comprehensive look at the history of equipment management it analyzes current maintenance practice and details approaches that can significantly improve the effectiveness and efficiency of your equipment management well into the future. This second edition addresses the role of the development of the Internet of Things (IoT) and significant advancements in artificial intelligence (AI) and machine learning (ML) in enabling a new generation of smart machines which have in turn laid the foundation for Industry 4. 0. Equipment utilizing IoT and sensors can monitor components and allow them to be serviced at an exact time without the need for a preventive maintenance schedule. Moreover equipment replacement rarely occurs at the end of the piece of equipment’s natural life; rather replacement is driven by the introduction of new technologies and products all of which lead to less maintenance activities and reduces the importance of the traditional maintenance function. Maintenance departments today operate with fewer employees and smaller budgets. At a point when machines are smart enough to keep themselves running or equipment is rendered obsolete by better equipment in a short time such as with computers and cellphones companies do not need a maintenance department. This updated edition reiterates the importance of transitioning to the post-maintenance era to effectively manage today’s sophisticated smart yet expensive equipment. Many changes the author predicted a decade ago are accelerating in the IoT era. Equipment management is moving further away from the maintenance era and advancing deeper into the post-maintenance era. The trend for smart machines is very clear and companies that do not upgrade their equipment will lose their competitiveness. As equipment and factories become smarter companies must change their practices and organizational structures to manage the new generation of equipment for Industry 4. 0. | Equipment Management in the Post-Maintenance Era Advancing in the Era of Smart Machines

GBP 48.99

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Implementing Hoshin Kanri How to Manage Strategy Through Policy Deployment and Continuous Improvement

This book focuses on the implementation of Hoshin Kanri. It is a response to most books on strategic planning that tend to downplay the implementation and only describe the fully implemented planning process. The power of this book originates from a project in which a team of five professionals over a period of three years implemented Hoshin Kanri in 14 companies; results were drawn from 130 workshops with leadership teams. The project team subsequently ran several accelerators inside large and small companies as well as public institutions. All these experiences together form the implementation focus of the book. Moreover the organization of the book mirrors the message of its scientific thinking which is also the basic principle of Hoshin Kanri: Chapter 1 focuses on the basic analysis—Is Hoshin Kanri something for your organization? Chapter 2 addresses the ambition—What is the vision for strategy work in your organization? Chapter 3 presents the conditions needed for effective strategic work. Chapter 4 discusses the choice of implementation strategy and your role as the change agent. Chapter 5 describes how Hoshin Kanri works when implemented. Chapter 6 addresses coaching/mentoring and the Kata philosophy. Chapter 7 presents important analytical tools. Appendix 1 describes the journey made by a medium-sized construction company. Essentially this book describes in a concrete and structured way how you—the change agent—can use Hoshin Kanri in your organization to tackle large and complex challenges. | Implementing Hoshin Kanri How to Manage Strategy Through Policy Deployment and Continuous Improvement

GBP 31.99

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Lean Human Resources Redesigning HR Processes for a Culture of Continuous Improvement Second Edition

Lean Human Resources addresses a critical issue facing organisations undertaking lean transformation or attempting to create a lean culture of continuous improvement. People are the single biggest factor necessary to ensure success but it is common for the role of the HR department to be overlooked. Cheryl M. Jekiel who has been implementing Lean initiatives out of HR offices for more than 20 years defines the people-related approaches and practices required for success. She explains how the HR function must work hand-in-hand with senior leaders to alter the cultural dynamic that keeps employees from leveraging their peak abilities analysing why so many companies allow this sort of waste to exist and how traditional HR departments have not been especially effective in combating waste. The book provides continuous improvement professionals executives and business owners with the means to maximize employee potential by showing them how to increase the improvement power of their HR departments. It also helps them understand what lean transformations can achieve with the correct investment of time funds resources and leadership approach. It is also the perfect introduction to lean for those working in HR explaining the role they should take to support lean implementation and help their colleagues achieve their full potential. Much has been learned since the first edition published five years ago based on the hundreds of conversations the author has had about Lean HR with people from all over the world. This new edition brings Lean Human Resources right up-to-date. | Lean Human Resources Redesigning HR Processes for a Culture of Continuous Improvement Second Edition

GBP 31.99

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Performance Management in Healthcare From Key Performance Indicators to Balanced Scorecard

Performance management often referred to as process management is a strategy that can be used to achieve an optimum mix of quality safety patient satisfaction and solvency. The basis of performance management is the effective use of resources as measured by quantifying processes and outcomes using key performance indicators (KPIs) – core measures that gauge the performance of an organization in particular areas. There is more to performance management than selecting a few KPIs from a list and feeding them into a graphical dashboard system. It’s about behavior change leadership and vision. Written for administrators clinical staff process improvement managers and information technology personnel of healthcare organizations this second edition provides the knowledge necessary to provide the leadership and vision for a performance measurement initiative. This practical resource provides a high-level review of the quality/safety initiatives in healthcare describes the implementation process from an IT perspective and offers high-level clinical financial and cultural details. It features an extensive listing of clinical and non-clinical KPIs: a glossary including financial medical and operational terms; and appendices of organizations and sources of indicators and benchmarks. | Performance Management in Healthcare From Key Performance Indicators to Balanced Scorecard

GBP 59.99

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Creating a Lean Culture Tools to Sustain Lean Conversions Third Edition

Winner of a Shingo Research and Professional Publication Award The new edition of this Shingo Prize-winning bestseller provides critical insights and approaches to make any Lean transformation an ongoing success. It shows you how to implement a sustainable successful transformation by developing a culture that has your stakeholders throughout the organizational chart involved and invested in the outcome. It teaches you how to successfully navigate the politics in cross-functional process improvement projects and to engage executives in ways that are personally meaningful to them. If you are a leader at any level in an organization undergoing or considering a Lean transformation this is where you should start and finish � and start again. Read the Reviews:This book became an instant classic in the literature of professional operations. In this third edition David Mann updates and expands his teaching with five additional years of valuable experience and expertise derived from his very active multi-industry consultancy. I have benefitted greatly from his writing and wholeheartedly recommend this book to be top-of-the desk of any serious Lean practitioner or performance transformation leader. � Raymond C. Floyd two-time Shingo Prize Winner President and CEO Plasco Energy GroupDavid Mann builds substantially on his seminal work on the Lean management system. The book is full of new insight and polishes the most important ideas about Lean management. The new chapter on engaging executive leadership alone is worth the price of the book. � Peter Ward Richard M. Ross Professor and Chair Department of Management Science Fisher College of Business The Ohio State UniversityThis book has long been my �go-to� guide on Lean management practices that help create a culture of continuous improvement and excellence. I have recommended the book to countless healthcare leaders who rave about how he | Creating a Lean Culture Tools to Sustain Lean Conversions Third Edition

GBP 180.00

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The Controller as Lean Leader A Novel on Changing Behavior with a Lean Cost Management System

Traditional accounting systems have become inadequate for today‘s increasingly competitive global manufacturing environment. They are too complex and too focused on past performance. As manufacturing techniques change and become less labor intensive accounting methods must also evolve. Regardless of what you call it Lean accounting is a management accounting system that should be part of every worker‘s daily activities. The Controller as Lean Leader: A Novel on Changing Behavior with a Lean Cost Management System delineates the differences between cost accounting and cost management. It uses a story format to present a compilation of experiences; some good some bad and some humorous. The story follows a fictional manufacturing entity embarking on a Lean change management journey for the second time having failed at its first attempt at Lean implementation a few years earlier. As the story progresses readers gain an understanding of what the company will do differently this time around to ensure it doesn‘t slip backward again as the transformation unfolds. Illustrates the various approaches to Lean implementation Explains Target Costing and describes how to use it to get your budget right the first time around Examines the concept of systems and the importance of defining values in your business Describes what the purpose of a Lean Human Resources (HR) system should be Introduces with visuals the little-known importance of the timing of the implementation and integration of the four integral parts of the Lean Cost Management System with the five Lean principles The main character the Lean Controller presents her ideas with visuals throughout the book. Discussions between the Lean controller and employees at various levels of the organization illustrate valuable lessons. The many faces of the Lean Controller as expressed thro | The Controller as Lean Leader A Novel on Changing Behavior with a Lean Cost Management System

GBP 170.00

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The Principles of Scientific Management by Frederick Taylor

Read the American classic that inspired Shigeo Shingo! Frederick W. Taylor's The Principles of Scientific Managementwas a mental revolution that spawned the very ideas of process improvement equity and efficiency between workers and management and the attainability of high production with low labor costs. Taylor discusses eliminating waste by using the system he developed over the course of his career and how it applies to individual as well as collective improvement initiatives. As the basis of modern organizational efficiency this instrumental book has motivated managers and engineers for almost 100 years. | The Principles of Scientific Management by Frederick Taylor

GBP 18.99

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Fundamentals of Daily Shop Floor Management A Guide for Manufacturing Optimization and Excellence

Survival and thriving in today’s business environment require companies to continuously strive for operational excellence at all levels of the organization. Simply working to maintain existing operations is not an adequate or sustainable business strategy especially when competing in a global market. To remain relevant companies must adopt a process control and continuous improvement mentality as an integral part of their daily work activities. These two operational disciplines form the foundation and stepping stones for manufacturing excellence. Processes must be stable capable and controlled as a prerequisite for sustainable improvement. Sustainable improvements must be strategic continuous and focused on process optimization. Modern-day manufacturing is rapidly changing in the face of technological geopolitical social and environmental developments. These challenges are altering the way we think and act to transform raw materials into finished goods. Meeting these challenges requires particular attention to how we develop and engage people and apply technology for long-term sustainability and competitive advantage. This book takes you on a journey to explore the fundamental elements management practices improvement methods and future direction of shop floor management. Part 1 of this five-part book considers workplace culture organizational structure operational discipline and employee accountability as the foundation for a robust manufacturing system. Part 2 studies the impact of process standardization data analytics information sharing communication and people on daily shop floor management. Once the management system has been adequately described Part 3 concentrates on its effective execution monitoring and control with a deep look into the people methods machines materials and environment that make it possible. Like every good manufacturing text efficiency and productivity are key topics. That’s why Part 4 explores various methods tools and techniques associated with product and process development productivity improvement agile methods shop floor optimization and manufacturing excellence. The final section Part 5 shifts focus to emerging technologies engaging the reader to contemplate technology’s impact on the digital transformation of the manufacturing industry. | Fundamentals of Daily Shop Floor Management A Guide for Manufacturing Optimization and Excellence

GBP 38.99

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Transforming Mental Healthcare Applying Performance Improvement Methods to Mental Healthcare

One in five U. S. adults experiences a mental illness within a given year. With more than 550 000 people working to support this underserved community the mental healthcare system has grappled with inadequacies and shortcomings in safety quality and care delivery. There is a wide range of problems from access-to-care issues and errors to complications stemming from poor care. Our country is also on an unsustainable path as our healthcare expenditure keeps growing. To add to all of this we are facing a rampant epidemic of burnout among healthcare workers. Modern advancements introduced with many promises—such as electronic medical records newer medications or advanced treatments—have created unique challenges when ushered into a highly regulated healthcare system. What does it take to provide patients with everything they need—the right quality of care at the right time and at the right cost—to keep them healthy? Which process steps add value? Which steps are wasteful? A widely accepted fact is that a conservative 30-50% of every step in the mental healthcare process does not help patients feel better or stay better. When considering delays in care workarounds excessive documentation and an overuse of auditing the care system has moved highly skilled clinicians away from providing value as administrative tasks continue to encroach on their time. There is a clear need to rethink and redesign the system of care. This book is a primer for understanding the current state of the mental health system and the performance improvement skills and leadership acumen needed to address existing challenges. Sheppard Pratt the award-winning leading institution for mental healthcare in America provided the focus on mental healthcare and became the laboratory for this body of work over the course of eight years. It hired a seasoned systems thinker with improvement expertise to work with mental health professionals and solve some of their most complex and chronic problems. The book is a result of the collaboration between a practicing psychiatrist in a leadership role and the systems engineer. Working together they demonstrate how to think about redesigning care and redefining the nature of work to enhance value for both the people served and the healthcare workforce. They crafted a multi-pronged approach towards culture change at Sheppard Pratt including implementing a course on Learning to Improve which introduced staff to a performance improvement methodology. There are several vignettes interwoven throughout the book that describe the complexities and constraints of the system. Solving some of these challenges creates a new paradigm of work while minimizing waste and enhancing value. | Transforming Mental Healthcare Applying Performance Improvement Methods to Mental Healthcare

GBP 38.99

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Leading with Compassion How to Make Leadership Authentic by Managing with Integrity

Business schools teach the transactional tools one needs to work in business. They teach various strategic planning and decision-making models such as SPACE or SWOT or decision trees or weighted grids. They teach about the various functions of an organization financial ratios and breakeven analyses. And they may even have a class on business ethics. But those tools are more about knowing where the business-case boundaries are as a risk prevention measure and do not help one to think about how they should comport themselves as a leader. This book is about helping you to become your best self and helping those around you to achieve their best. Inherently it’s about authenticity integrity and empathy and how these simple traits can lead to high performance. The book explores ways to make our leadership more authentic and to lead with integrity. It discusses how to mentor employees and how this can lead to higher-performing teams and more successful organizations. The book is organized around four major constructs. The first is about personal leadership. It starts with honesty and integrity. That provides the basis for an empathetic leadership style. This is one that helps to engage followers and brings them along because they want to come along for the journey rather than feeling forced. That is the nature of the second construct: building and maintaining high-performing teams. This is then the basis for building a trusting culture. Change is all around us and that can be exhausting. Building a culture of trust is the first step toward building an agile organizational culture. That is the third construct. Finally the last is a message of simple optimism. There are many challenges facing society today but with thoughtful engaging leaders there is hope that we can collectively rise to the challenge. | Leading with Compassion How to Make Leadership Authentic by Managing with Integrity

GBP 27.99

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Information Governance for Healthcare Professionals A Practical Approach

Like other critical organizational assets information is a strategic asset that requires high level of oversight in order to be able to effectively use it for organizational decision-making performance improvement cost management and risk mitigation. Adopting an information governance program shows a healthcare organization’s commitment to managing its information as a valued strategic asset. Information governance serves the dual purpose of optimizing the ability to extract clinical and business value from healthcare information while meeting compliance needs and mitigating risk. Healthcare organizations that have information governance programs will have a competitive edge over others and contributes to safety and quality of care population health operational efficiency and effectiveness and cost reduction initiatives. This is a much-needed book in the healthcare market space. It will explain in clear terms how to develop launch and oversee an Information Governance program. It also provides advice and insights from leading IG cybersecurity and information privacy professionals in healthcare. | Information Governance for Healthcare Professionals A Practical Approach

GBP 31.99

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Leading High-Reliability Organizations in Healthcare

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Transforming Mental Healthcare Applying Performance Improvement Methods to Mental Healthcare

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