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Improve - 1st Edition - ISBN: 9780128095195, 9780128097205

Improve

1st Edition

The Next Generation of Continuous Improvement for Knowledge Work

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Author: George Ellis
Paperback ISBN: 9780128095195
eBook ISBN: 9780128097205
Imprint: Butterworth-Heinemann
Published Date: 13th June 2020
Page Count: 500
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Description

Improve: The Next Generation of Continuous Improvement for Knowledge Work presents lean thinking for professionals, those who Peter Drucker called knowledge workers. It translates the brilliant insights from Toyota’s factory floor to the desktops of engineers, marketers, attorneys, accountants, doctors, managers, and all those who "think for a living." The Toyota Production System (TPS) was born a century ago to an almost unknown car maker who today is credited with starting the third wave of the Industrial Revolution. TPS principles, better known as lean thinking or continuous improvement, are simple: increase customer value, cut hidden waste, experiment to learn, and respect others. As simple as they are, they are difficult to apply to the professions, probably because of the misconception that knowledge work is wholly non-repetitive. But much of our everyday work does repeat, and in great volume: approvals, problem-solving, project management, hiring, and prioritization are places where huge waste hides. Eliminate waste and you delight customers and clients, increase financial performance, and grow professional job satisfaction, because less waste means more success and more time for expertise and creativity.

This book is a valuable resource for leaders of professional teams who want to improve productivity, quality, and engagement in their organizations.

Key Features

  • Experience the proven benefits of continuous improvement
  • 40%–70% increase in productivity from professionals and experts
  • >85% projects on-time
  • Reduce lead time by 50%–90%
  • Engagement up and voluntary severance cut >50%
  • Dozens of simple visual tools that anyone can implement immediately in their existing framework
  • All tools and techniques applicable to both face-to-face and virtual meetings
  • Easy-to-understand approach: “simplify, engage, experiment”
  • Presented with deep respect for the experts; no “check the box” thinking or overused analogies to the factory floor

Readership

Engineering management, project managers, functional leaders, business process owners

Table of Contents

Foreword xiii

Endorsements xv

Preface xvii

Acknowledgments xxi

1. 30% of what you think is wrong 1

1.1 A good story 1

1.2 What problem are we trying to solve? 4

1.3 Why is it so hard to get anything done around here? 8

1.4 Six ways this book is unique 11

1.5 Who is this book for? 12

1.6 Structure of the book 12

References 16

2. A brilliant insight 17

2.1 Introduction 17

2.2 The birth of lean thinking 18

2.3 What is knowledge work? 23

2.4 Lean knowledge vs. lean manufacturing 26

2.5 Lean health care 27

2.6 Lean product development 29

2.7 The lean startup 31

2.8 Critical Chain Project Management 33

2.9 Agile software development 34

2.10 Personal experience 36

2.11 Conclusion 37

References 37

3. Creating value from knowledge work 41

3.1 Introduction 41

3.2 A definition of value 41

3.3 Who is the customer to knowledge work? 41

3.4 What is a knowledge organization? 42

3.5 Value 6¼effort 43

3.6 Five facets of value 44

3.7 Conclusion 49

References 49

4. The lean equation 51

4.1 Introduction 51

4.2 Waste is a villain 51

4.3 Effort vs value 54

4.4 Opaque workflows: A place for waste to hide 55

4.5 Cut waste by trying harder? 57

4.6 Three ways to expend effort in knowledge work 58

4.7 Conclusion 63

References 63

5. DIMINISH: Recognizing the 8 Wastes of Knowledge Work 65

5.1 Introduction 65

5.2 The 8 Wastes of lean manufacturing 65

5.3 Waste diminishes value 66

5.4 The 8 Wastes 67

5.5 Discord 68

5.6 Information Friction 69

5.7 More-is-Better Thinking 70

5.8 Inertia to Change 71

5.9 No-Win Contests 72

5.10 Inferior Problem Solving 73

5.11 Solution Blindness 74

5.12 Hidden Errors 75

5.13 Conclusion 76

References 76

6. Simplify, engage, and experiment 77

6.1 Introduction 77

6.2 Simplify workflows 77

6.3 Engage the team 83

6.4 Experiment to learn 90

6.5 Conclusion: Simplify, engage, and experiment. Repeat 105

References 106

7. Reduce Waste #1: Discord 109

7.1 Introduction 109

7.2 The engaging power of diverse thought 110

7.3 Creating highly functional teams 117

7.4 Ego vs confidence 135

7.5 Conclusion 137

References 139

8. Reduce Waste #2: Information Friction 141

8.1 Introduction 141

8.2 Single Point of Truth (SPoT) 142

8.3 Visualization vs narration 146

8.4 Visualization tools 150

8.5 The Canvas View 154

8.6 Hierarchical visualization 161

8.7 Conclusion 162

References 164

9. Reduce Waste #3: More-is-Better Thinking 165

9.1 Introduction 165

9.2 Artifacts vs work 166

9.3 Measure change with the Action Plan 170

9.4 Measure traction with the Test Track 185

9.5 Measure value with the Bowler 189

9.6 The Success Map 195

9.7 The helicopter view 199

9.8 Conclusion 203

References 205

10. Reduce Waste #4: Inertia to Change 207

10.1 Introduction 207

10.2 Change model 207

10.3 Growth through challenge 211

10.4 Change agents, wait-and-see people, and unwilling partners 214

10.5 Conclusion 216

References 218

11. Reduce Waste #5: No-Win Contests 219

11.1 Introduction 219

11.2 Excessive multitasking 220

11.3 Oversubscription: The No-Win Contest collides with More-is-Better

Thinking 221

11.4 Escalation: Guarantor of a winnable contest 224

11.5 Conclusion 226

References 228

12. Reduce Waste #6: Inferior Problem Solving 229

12.1 Introduction 229

12.2 Formal problem solving 230

12.3 Step 1: The organizational need 231

12.4 Step 2: The problem statement 232

12.5 Step 3: Observation and analysis 234

12.6 Step 4: Root cause 245

12.7 Step 5: Countermeasures 245

12.8 Step 6: Success Map 246

12.9 Canvas View 246

12.10 Closing remarks on problem solving 246

12.11 Conclusion 249

References 251

13. Reduce Waste #7: Solution Blindness 253

13.1 Introduction 253

13.2 The falsifiable hypothesis and Solution Blindness 255

13.3 A simple example of Solution Blindness 255

13.4 Value proposition 257

13.5 The Lean Startup and the Minimal Viable Product (MVP) 260

13.6 Conclusion 264

References 266

14. Reduce Waste #8: Hidden Errors 269

14.1 Introduction 269

14.2 Two mindsets 270

14.3 Stop-Fix alarms 271

14.4 Mistake-proofing complements Stop-Fix alarms 282

14.5 Conclusion 286

References 286

15. Standardize workflow 287

15.1 Introduction 287

15.2 Building a foundation 287

15.3 The ground view 292

15.4 The helicopter view 301

15.5 Process robustness 306

15.6 Conclusion 307

References 309

16. Workflow improvement cycle 311

16.1 Introduction 311

16.2 The 8 Wastes 311

16.3 A poorly managed cycle of improvement 311

16.4 Leading improvement cycles 315

16.5 Conclusion 317

References 320

17. Workflow—Checklists and expert rule sets 321

17.1 Introduction 321

17.2 The 8 Wastes 323

17.3 The checklist 324

17.4 The expert rule set 325

17.5 A KWIC for implementing a checklist or expert rule set 328

17.6 Conclusion 328

References 331

18. Workflow—Problem Solve-Select 333

18.1 Introduction 333

18.2 The 8 Wastes 334

18.3 The Solve-Select workflow 335

18.4 The Solve-Select canvas 338

18.5 Knowledge Work Improvement Canvas (KWIC) to adopt

Solve-Select workflow 338

18.6 Conclusion 338

Reference 343

19. Workflow—Visual management for initiatives and projects 345

19.1 Why avoid the Gantt chart? 349

19.2 The Visual Action Plan 351

19.3 The regular team stand-up 354

19.4 A legend for planning and regular execution 355

19.5 Visual Action Plan execution 356

19.6 Running plays in Visual Action Plans 359

19.7 Buffer: Smoothing daily management 363

19.8 Knowledge Work Improvement Canvas (KWIC) for visual

management 363

References 366

20. Workflow—Visual management with buffer 367

20.1 Introduction 367

20.2 The 8 Wastes in unbuffered project schedules 368

20.3 The fever chart 374

20.4 The Project Schedule Canvas 376

20.5 Following a project with the Project Schedule Canvas 383

20.6 Common patterns in the fever chart 392

20.7 The portfolio snapshot fever chart 394

20.8 Creating project management standard work 396

20.9 Knowledge Work Improvement Canvas (KWIC) for visual

management with buffer 398

20.10 Conclusion 398

References 400

21. Workflow—Kanban and Kamishibai: Just-In-Time

Rationalization 401

21.1 Introduction 401

21.2 The 8 Wastes 403

21.3 Ruthless Rationalization 406

21.4 Just-In-Time Rationalization 406

21.5 Kanban Task Management 409

21.6 The Kamishibai board: Smooth flow for regular work 418

21.7 Knowledge Work Improvement Canvas (KWIC) to adopt

Just-In-Time Rationalization 421

21.8 Conclusion 421

References 425

22. Workflow—Putting out “fires” 427

22.1 Introduction 427

22.2 The 8 Wastes 428

22.3 A wasteful workflow 429

22.4 The Ford Eight Disciplines (8D) process 429

22.5 The 8D Canvas: A modified KWIC 432

22.6 The histogram: Systematically tracking recurrencewith cause codes 432

22.7 Conclusion 438

References 438

23. Workflow—Visualizing revenue gaps 439

23.1 Introduction 439

23.2 Problem solving for revenue gaps 440

23.3 The 8 Wastes 441

23.4 The waterfall chart 442

23.5 Revenue gap Knowledge Work Improvement Canvas 447

23.6 Conclusion 447

References 450

24. Workflow—Leadership review of knowledge work 451

24.1 Introduction 451

24.2 The 8 Wastes 452

24.3 A system of barriers to defects 453

24.4 Critical thinking 456

24.5 Critical thinking: Finding the pillars that support value 458

24.6 Bias and critical thinking 459

24.7 Unambiguous requirements 461

24.8 Project review Knowledge Work Improvement Canvas 462

24.9 Conclusion 465

References 465

Index 467

Details

No. of pages:
500
Language:
English
Copyright:
© Butterworth-Heinemann 2020
Published:
13th June 2020
Imprint:
Butterworth-Heinemann
Paperback ISBN:
9780128095195
eBook ISBN:
9780128097205

About the Author

George Ellis

George Ellis has worked in product development for 35 years. He first experienced the concept of continuous improvement two decades ago through the Danaher Corporation, one of the world’s foremost lean thinking companies. Danaher transformed itself in the 1980s, modeling its Danaher Business System (DBS) on the Toyota Production System. Ellis has had numerous leadership roles at Danaher, including Vice President of Global Engineering for X-Rite from 2015 to 2018. In 2019, Ellis joined Envista Holdings Corporation, a new spin-off from Danaher for the dental industry, as Vice President of Innovation. There he spends every day immersed in lean knowledge work, deploying, improving, and sustaining new product development workflows in EBS, Envista’s brand of lean knowledge. He also wrote Project Management for Product Development, Control System Design Guide (4th edition), and Observers in Control Systems, all from Elsevier.

Affiliations and Expertise

Vice President Innovation, Envista Business System Office Envista Holdings Corporation, Brea, CA, United States

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