Change can be hard. It is often difficult to conceive performing tasks in a different order, in a different place, at a different time, or in a different manner altogether. And this is only for the individual. When we talk about organizational change the difficulty increases exponentially with each individual that is added to the equation. Regardless of organizational improvement methodology (Lean, Six Sigma, ISO, Balanced Scorecard) as programs they are difficult to implement; as disciplines they are difficult to understand.
This book uses as its basis a fable – the story is not untrue, but it is not fact either. It is a story in which the group dynamics are real, the problems are valid, and the solutions legitimate. It asks you to consider a complex environment with multiple classes interacting between functional units with requirements that are perceived as exclusive and unique, and personalities that reinforce presumed boundaries. It asks you to follow along as all these individuals work together using the basics of four quality methodologies (Lean, Six Sigma, Theory of Constraints, and Business Process Reengineering) to address the problems they face, discover solutions together, and move forward in their continuous performance improvement journey.
Pretest : What Do You Know?
Foreword
The Boo-Chair - A Forbidden Tune
Chapter 1 : The Narrator
Chapter 2 : Farm-iliar Territory
Chapter 3 : Losing The Farm
Chapter 4 : Growing a Strate-Tree
Chapter 5 : Born in a Barn
Chapter 6 : A Lean Diet
Chapter 7 : Skimming Six Sigma
Chapter 8 : Cracking Constraints
Chapter 9 : Business Process Reengineering for Ewe
Chapter 10 : You Reap What You Sow
Posttest : What Have You Learned?
Afterword
Test Answer Key
References
About The Author
Index
