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The conditions in which leaders apply Hoshin Planning today have changed substantially since the method was established in the 1950’s. There is better and more broadly distributed understanding of statistical process improvement principles and practices in today’s organizations. Executives seem to rotate in and out of organizations with more frequency. Organizational structures are often more fluid and open. Markets change much faster, employees have greater expectations for stimulation and growth from their work, and technology is central to everything we do. To correctly apply Hoshin Planning, we must consider this modern, more complex environment. Unfortunately, a solid understanding of Hoshin mechanics, techniques, and tools isn’t always enough to achieve outstanding performance. This book examines Hoshin Planning a little less through the controllable lens of methodology and more through the ever-shifting and imperfect lens of daily life in organizations. Picking up where many Hoshin "how-to" books leave off, this book presents practical ideas and tools for overcoming the messier obstacles faced by today's executives and planning professionals. You will learn ways to work your strategic planning productively in the face of sometimes tough challenges, such as working with unions, planning during an acquisition, and dealing with measurement fatigue. This book addresses these and other issues with a candid, practical, and compassionate eye. Using real stories and examples, Boisvert shares valuable observations she’s made through nearly two decades of consulting with organizations. Inevitably, your organization will experience unplanned events and surprising results that will require modification of what looked like perfectly good plans. A reliable practice of Hoshin stays on its toes. Flexibility, alertness, pragmatism, and thoughtful, hardworking leadership are the themes of this book.
Recent computer-based tools for project planning and management focus on user-friendliness and interconnectivity. However, these programs function on the Critical Path Method, or CPM, which was created in the 1950s. These programs, which involve simplistic models and methods, ignore the fact that the underlying computations on which they function have become woefully inadequate for the complex projects of today. The product of nearly a decade of work, The Dynamic Progress Method: Using Advanced Simulation to Improve Project Planning and Management provides an overview of the research conducted while illustrating some of the issues with current approaches. It presents the Dynamic Progress Method (DPM), an innovative simulation-based approach to project management. It also includes instructions on how to use the accompanying DPM-based simulation tool pmBLOX to plan, manage, and analyze projects. This groundbreaking book is a must-have resource for project planning and management. It introduces a new and better way of planning, estimating, and managing projects that corrects some of the fundamental flaws of the CPM. It brings the computational integrity of planning simulations up to speed with modern needs, making it useful not only to current project managers but also to students who will become project managers.
Many current companies are in a similar position to Toyota prior to development of the Toyota Production System regarding efficiency and culture. Many are attempting to implement a Lean system, but the failure rate is very high. The primary reasons are lack of will, lack of skill, or some combination of the two. Toyota is the benchmark for any Lean implementation -- therefore, adopting and adapting the "Toyota template" is the only way to have a real and sustainable Lean implementation. In the development of the Toyota Production System, Taiichi Ohno left a "template" of important and critical concepts/methods. The Toyota Template explains and develops this template in an orderly and easy-to-understand fashion. The template orders the activities/concepts/methods for a successful implementation. Fujio Cho, the first President at Toyota in Georgetown, said, "Many good companies have respect for individuals, and practice kaizen and other TPS tools... but what is important is having all the elements together as a system. It must be practiced every day in a very consistent manner, not in spurts." The tools individually aren’t a system that is consistently practiced. Ohno’s primary goal was not to form a "Lean culture" -- His objective was rise to the level of US auto makers in three years and to fulfill Kiichiro Toyota’s idea that parts should arrive "just-in-time." In so doing, the Lean, problem-solving culture became a byproduct. The template explains the cultural value and how it occurs. Implementation of the Toyota template will develop an efficient, Lean culture in any organization.
Migration and forcible displacement are growing and impactful dynamics of the current global age. These processes generate mobility flows, travel patterns and touristic behaviour driven by personal and collective memories. The chapters in this book highlight the importance of travel and tourism for enabling such memories and memory-based identity practices to unfold. This book investigates how diasporic communities, transnational migrants, refugees and the internally displaced recreate home in their host place of residence through material culture, performativity and social relations; and how involuntary tangible and intangible stimuli evoke memories of home. It explores an array of diverse geographical contexts, balancing ethnographic vignettes of contemporary migrant societies with archival research providing historical accounts that reach back more than a century. Memory, Migration and Travel makes an original contribution by linking the emergent field of memory studies to the disciplines of tourism and migration/diaspora studies, and will be of interest to students and researchers in the fields of tourism, geography, migration/diaspora studies, anthropology and sociology.
This Shingo Prize-winning resource explains how to implement, identify, and manage the critical relationships, and design characteristics, production systems, and personnel to satisfy customers and beat competitors.
"Toyota Kata gets to the essence of how Toyota manages continuous improvement and human ingenuity, through its improvement kata and coaching kata. Mike Rother explains why typical companies fail to understand the core of lean and make limited progress—and what it takes to make it a real part of your culture." —Jeffrey K. Liker, bestselling author of The Toyota Way "[Toyota Kata is] one of the stepping stones that will usher in a new era of management thinking." —The Systems Thinker "How any organization in any industry can progress from old-fashioned management by results to a strikingly different and better way." —James P. Womack, Chairman and Founder, Lean Enterprise Institute "Practicing the improvement kata is perhaps the best way we've found so far for actualizing PDCA in an organization." —John Shook, Chairman and CEO, Lean Enterprise Institute This game-changing book puts you behind the curtain at Toyota, providing new insight into the legendary automaker's management practices and offering practical guidance for leading and developing people in a way that makes the best use of their brainpower. Drawing on six years of research into Toyota's employee-management routines, Toyota Kata examines and elucidates, for the first time, the company's organizational routines--called kata--that power its success with continuous improvement and adaptation. The book also reaches beyond Toyota to explain issues of human behavior in organizations and provide specific answers to questions such as: How can we make improvement and adaptation part of everyday work throughout the organization? How can we develop and utilize the capability of everyone in the organization to repeatedly work toward and achieve new levels of performance? How can we give an organization the power to handle dynamic, unpredictable situations and keep satisfying customers? Mike Rother explains how to improve our prevailing management approach through the use of two kata: Improvement Kata--a repeating routine of establishing challenging target conditions, working step-by-step through obstacles, and always learning from the problems we encounter; and Coaching Kata: a pattern of teaching the improvement kata to employees at every level to ensure it motivates their ways of thinking and acting. With clear detail, an abundance of practical examples, and a cohesive explanation from start to finish, Toyota Kata gives executives and managers at any level actionable routines of thought and behavior that produce superior results and sustained competitive advantage.
In his previous book The Lent Factor, Graham James wrote about 40 people (one for each day of Lent) who had inspired him and helped to shape his spiritual journey. Here, he turns his attention to places as diverse as the Flinders Ranges (Australia), Dogura (Papua New Guinea), Walsingham (Norfolk), St Germans (Cornwall), Shepherd's Law (Northumberland), WW2 Air Control bunkers in Valetta (Malta), Billy Bray's Chapel (Cornwall), Dominus Flevit (Jerusalem), the Manaus Opera House (Brazil), St Helen's (an uninhabited island in the Isles of Scilly), the Moses Room (House of Lords), 39 Waltham Close (his flat when he was a curate in Peterborough) and Port Arthur (Tasmania). As with The Lent Factor, some of the subjects are well known and others very obscure: what they have in common is the part they have played in the author's life in enabling his 'discovery of the divine in the landscape and the built environment, and of a God who always locates himself in our world, supremely revealed in Jesus of Nazareth'. Structured as 40 short chapters, one for each day of Lent, A Place for God lends itself naturally to the Lent reader, but also has a much wider frame of reference.

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