A Guide to Continuous Improvement Transformation : Concepts, Processes, Implementation

Online-Ressource (XIII, 204 p. 28 illus, digital)

Includes bibliographical references and index

A Guide to Continuous Improvement Transformation; Concepts, Processes, Implementation; Acknowledgments; Contents; List of Figures; List of Tables; 1: Introduction; 1.1 The Issue; 1.2 The Solution; 1.3 So You Want to Start a ``Continuous Improvement´´ Initiative; 1.4 The Purpose of This Book and Our Next Book; 1.4.1 What Makes This Book Different; 2: Defining `Continuous Improvement´; 2.1 Setting the Stage; 2.2 What Is ``Continuous Improvement´´?; 2.2.1 System Thinking; 2.2.2 Characteristics of Enterprise Business Maturity Stages; 2.2.2.1 Stage 1: Ad Hoc and Static: Disaster

2.2.2.2 Stage 2: Reactive: Learning Tools2.2.2.3 Stage 3: Proactive: Tools Master; 2.2.2.4 Stage 4: Managed and Focused: Transformation; 2.2.2.5 Stage 5: Continuous Improvement: Winning Team Culture; 2.3 How to Realize a State of ``Continuous Improvement´´?; 2.4 Where Does Your Business Fit?; 3: Understanding Leadership Dimension; 3.1 What Is Leadership?; 3.2 Leadership Characteristics; 3.3 Leadership Perspectives; 3.4 Importance of Leadership for the Transformation; 4: Culture and Values Dimension; 4.1 Enterprise Business Values; 4.1.1 Identifying an Enterprise Business Values

4.1.1.1 Income Statement4.1.1.2 Customers; 4.1.1.3 History of Past Investments; 4.2 Understanding the Resources-Processes-Values Framework; 4.2.1 Resources; 4.2.2 Processes and Values; 4.3 Defining an Enterprise Business Culture; 4.3.1 Features of Enterprise Business Culture; 5: Strategic Planning and Management; 5.1 Enterprise Business Intended Strategy; 5.2 Strategic Management; 5.3 Strategic Planning Process; 5.3.1 Financial and Shareholders Intended Strategies; 5.3.2 Design Business Intended Strategy; 5.3.2.1 Define Overall Strategy Plan; 5.3.2.2 Carry Out Strategy Analysis

5.3.2.3 Revise or Produce Mission Statement5.3.2.4 Develop Corporate Intended Strategy; 5.3.2.5 Develop Business Intended Strategy; 5.3.2.6 Determine Implementation; 5.3.2.7 Assess Strategies and Implementation; 5.3.2.8 Formulate and Approve Strategic Documents; 5.4 Strategic Control; 5.5 Conclusion; 6: Performance Measurement; 6.1 Performance Measure; 6.1.1 Major Functions of Performance Measures; 6.2 Realizing Performance Measurement; 6.2.1 Create a Positive Context for ``Performance Measures´´; 6.2.2 Focus: Select the Right ``Performance Measures´´

6.2.3 Integration: Align ``Performance Measures´´6.2.4 Interactivity: Develop Dialog on ``Performance Measures´´; 6.3 Assessing Performance Measurement Maturation; 7: Performance Management; 7.1 Purpose of Performance Management; 7.2 The Balanced Scorecard; 8: Alignment and Commitment; 8.1 What Is Alignment?; 8.2 How to Realize Alignment?; 8.3 Enterprise Business Alignment Process; 8.3.1 Define Overall Alignment Plan; 8.3.2 Review Background Information; 8.3.3 Determine Key Differentiator Performance Measures; 8.3.4 Determine Operational Performance Concepts

8.3.5 Select Projects and Operations

10.1007/978-3-642-35904-0 [DOI]

ECONIS - Online Catalogue of the ZBW