Expanding upon what Office Kaizen: Transforming Office Operations into a Strategic Competitive Advantage presented, this book continues to forego dependence upon good fortune and completes the picture of what’s required for a comprehensive, sustainable Office Kaizen implementation. The purpose is to provide predictable, defined structures and methods to replace circumstance and luck in the pursuit of excellence.
The specific objectives that Office Kaizen 2 pursues in order complete the road map to kaizen success are :
• Provide leadership at all levels with an understanding of how human motivation and group and organization dynamics influence what everyone does every minute at work.
• Provide leadership at all levels with an understanding of what cultural change is and how it can be most effectively led.
• Present and explain why, how, and when the principle methods and tools of Office Kaizen can best be applied.
• Provide guidance for planning, conducting and following-up on continuous improvement events (sometimes called rapid improvement events, kaizen blitzes and so on).
• Present detailed approaches for leading kaizen-based cultural change initiatives at various levels of organizations from single work groups to corporate wide efforts.
• Provide insights into applying value stream mapping (VSM) in non-factory settings.
An organization that effectively utilizes kaizen (and/or lean manufacturing and/or Six/lean Sigma) methods over the long term as a normal part of everyday business is one that has dramatically changed its culture from what it was before. The fact that so many organizations fail in implementations of world-class methods suggests that many of the successes are based upon happenstance or luck. This book provides the guidelines for method and tool applications that take the luck out of successful Office Kaizen cultural change initiatives.
List of Figures
Preface
Part I : The Landscape of Office Kaizen
Chapter 1 : The Key Principle of Change in the Universe
Chapter 2 : The Topography of World-Class Methods
Chapter 3 : The Challenge of Change One : Human Behavior
as It Operates at Work
Chapter 4 : The Challenge of Change Two : Automatic Processing, Cognitive Maps, Dissonance, and the Primacy of Action
Chapter 5 : The Challenge of Change Three : Group and Organization Dynamics
Part II : The Methods and Tools of Office Kaizen
Chapter 6 : The Structure of Successful Change
Chapter 7 : Common Office Kaizen Tools and Methods
Chapter 8 : Office Kaizen Value Stream Mapping Concepts
Chapter 9 : Constructing an Office Kaizen Current State Value Stream Map
Chapter 10 : Constructing an Office Kaizen Future State Value Stream Map and Action Plan
Part III : The Mechanics of Successful Office Kaizen Improvement Events
Chapter 11 : The Landscape of Improvement Actions
Chapter 12 : Preparing for Kaizen, Six sigma, and Scramble Events
Chapter 13 : Conducting Improvement Actions That Last One Week or Less
Chapter 14 : Conducting Follow-Up Actions on Events That Last a Week or Less
Part IV : The Leadership of Significant Office Kaizen Transformation Efforts
Chapter 15 : The Secret Ingredient to Excellence : Action Leadership
Chapter 16 : Transforming a Single Work Group, Section, or Department
Chapter 17 : Transforming a Site
Chapter 18 : Transforming an Organization with Multiple Sites
Chapter 19 : What’s next?
Appendix : The Office Kaizen Team 21
List of Abbreviations
Index
