First published in 2012, in the same way that a well-defined approach is needed to develop an effective strategic plan, an equally well-designed approach is needed to support the alignment of your organization's structure, management concepts, systems, processes, networks, knowledge nets, training, hiring, and reward systems. Examining top-down, bottom-up, and core planning and execution processes, The Organizational Alignment Handbook: A Catalyst for Performance Acceleration provides a systematic approach for establishing the infrastructure needed to support a successful transformation and make your strategic plan a reality. Bridging the gap between macro and micro approaches with a single unified theory, the book provides the understanding needed to assess the effectiveness of your organization’s current management system. It explains how to identify potential projects, introduce new practices, plan for resource allocation, and define and recommend decision governance. Identifying the capability constraints you must resolve in order for your company to thrive in an increasingly competitive business environment, the book explains: <ul>
<li>How the organizational master plan fits into alignment activities </li> <li>How strategic planning process and outcomes can be made part of the performance plan for individuals </li> <li>How to use controllable factors as the foundation for your master plan</li> <li>How to develop a set of vision statements that defines how your organization will function in the future</li> </ul> The management skills your organization currently possesses might be effective in today’s environment, but are they the skills needed to meet strategic objectives in the future? This book outlines a step-by-step approach for achieving organization-wide alignment of processes, applications, and systems, and to ensure acceptance of the results by all stakeholders. It includes examples of organizations implementing the strategies discussed as well as a review of the activities you need to follow to minimize the time it takes to reach your performance objectives today and in the future.

The Organizational Alignment Handbook: A Catalyst for Performance Acceleration (Routledge Revivals)

Business & Money

Voehl, Frank

Harrington, H. James

Management & Leadership

CRC-Press

The Innovation Systems Cycle: Simplifying and Incorporating the Guidelines of the ISO 56002 Standard and Best Practices (The Little Big Book Series)

Currently, the prime focus for US business plans should not be on the manufacturing process design and delivery processes, but on greatly improving innovation leadership, design engineering capability, and sales and marketing innovation. These three areas have been sadly lacking significant performance improvement during the past 20 years. The magic word for US business is "simplification." Most of the books written to date focus on the solution development aspect of the Innovation System Cycle, which is less than 15% of the total innovative system. Focusing on solution development is only the start -- the rest of the innovation system cycle is what turns an idea into a profitable business. The techniques in this book are directed at key tasks across the innovative process, such as maximizing quality, productivity, maintainability, usability, and reliability, while focusing on reducing the product cycle time and costs within the innovative process. This book uses more than 50 different approaches/concepts, which leads the reader in a very simple method for understanding, establishing, and effectively using an innovative system to provide a significant marketing advantage. Previous books have focused on what to do; however, this book focuses on how to do it. It transforms a complicated complex system into easy-to-use and understand methodology.

Business Culture

Productivity Press

Handbook for Tqm Implementation

Saint Lucie Pr

The Performance Management Systems Playbook: Integrating the ISO 56002 and 56004 Standards Into Your Business Operations

Change Management (Management Handbooks for Results)

Change Management: Manage Change or It Will Manage You represents a substantial core guidance effort for Change Management practitioners. Organizations currently contend with increasingly higher levels of knowledge-driven competition. Many attempt to meet the challenge by investing in expensive knowledge-driven change management systems. Such systems are useless, and sometimes even harmful, for making strategic decisions because they do not distinguish between what is strategically relevant and what is not. This Management-for-Results Handbook focuses on identifying and managing the specific, critical knowledge assets that your organization needs to disrupt your competitors, including tacit experience of key employees, a deep understanding of customers needs, valuable patents and copyrights, shared industry practices, and customer- and supplier-generated innovations. The authors present two aspects of Change Management: (1) traditional Change Management as it impacts the project management team‘s activities and (2) a suggested new approach to Change Management directed at changing the culture. The focus is to prepare the people impacted by the project and change activities to accept and adapt to the new/changed working conditions. The first half of the book deals with traditional Change Management, which covers the topics of remembering, understanding, and applying. The second half presents the authors new approach to changing the culture, which deals with analyzing, evaluating, and creating.

Economics

In the same way that a well-defined approach is needed to develop an effective strategic plan, an equally well-designed approach is needed to support the alignment of your organization's structure, management concepts, systems, processes, networks, knowledge nets, training, hiring, and reward systems. Examining top-down, bottom-up, and core planning and execution processes, The Organizational Alignment Handbook: A Catalyst for Performance Acceleration provides a systematic approach for establishing the infrastructure needed to support a successful transformation and make your strategic plan a reality. Bridging the gap between macro and micro approaches with a single unified theory, the book provides the understanding needed to assess the effectiveness of your organization’s current management system. It explains how to identify potential projects, introduce new practices, plan for resource allocation, and define and recommend decision governance. Identifying the capability constraints you must resolve in order for your company to thrive in an increasingly competitive business environment, the book explains: <ul>
<li>How the organizational master plan fits into alignment activities </li> <li>How strategic planning process and outcomes can be made part of the performance plan for individuals </li> <li>How to use controllable factors as the foundation for your master plan</li> <li>How to develop a set of vision statements that defines how your organization will function in the future</li> </ul> The management skills your organization currently possesses might be effective in today’s environment, but are they the skills needed to meet strategic objectives in the future? This book outlines a step-by-step approach for achieving organization-wide alignment of processes, applications, and systems, and to ensure acceptance of the results by all stakeholders. It includes examples of organizations implementing the strategies discussed as well as a review of the activities you need to follow to minimize the time it takes to reach your performance objectives today and in the future.

The Organizational Alignment Handbook: A Catalyst for Performance Acceleration (Management Handbooks for Results)

For visionary leaders, an Organizational Master Plan and associated technologies have become essential components of strategic decision making. Written for leaders, planners, consultants, and change agents, The Organizational Master Plan Handbook: A Catalyst for Performance Planning and Results explains how to merge the four planning activities that compose the Organizational Master Plan to manage, improve, and maximize organizational efficiency and effectiveness. Written by recognized leaders in applying Performance Improvement methodologies to business processes and entire organizations, this book defines the makeup and highlights the differences in the operating plan, strategic business plan, strategic improvement plan, and the organization’s business plan. It defines each and explains how to link them to reduce costs and cycle times. Describing how to use controllable factors as the foundation for constructing your Organizational Master Plan, it demonstrates how the plan fits into organizational alignment activities. <ul>
<li>Examines all the plans that should go on within an organization and details the purpose of each </li> <li>Unveils a novel approach for preparing a Strategic Improvement Plan</li> <li>Lays out a well-defined roadmap of the Organizational Master Plan process </li> </ul> Explaining how to make the strategic planning process a part of performance plans for individuals within your organization, the text incorporates sufficient flexibility so you can adapt and revise the plans discussed according to changing business needs and marketplace opportunities. It explains how to develop a set of vision statements to define how your organization will function five years in the future as well as how to develop the strategies needed to make the required transformation a success. Praise for the Book: Harrington and Voehl present the most comprehensive and effective approach to optimizing an organization’s performance developed to date. ―Tang Xiaofen, President of the Shanghai Association for Quality &amp; President of the Shanghai Academy of Quality Management Compulsory reading for all leaders to maximize efficiency and effectiveness while navigating business in this risky global economy. ―Acn. Shan Ruprai President APQO, National Chairman Australian Organisation for Quality, and Chairman AIBI Australia A Note from the Authors: Organizational Master Plans are tangible and often visible statements of where the organization is now, what it should be in the future and what is required to get there. While processes for developing them vary, master plans are most successful when they represent a vision that brings together the concerns of different interest groups, and their recommendations create a ground swell of business community and political support. Good Organizational Master Plans are flexible, and have involved the business leaders and other stakeholders from the outset, giving the plan a legitimate base, and a better chance to come to fruition. While circumstances vary from place to place, the decision to develop a master plan is often determined by the need to understand the current conditions of the marketplace, to generate and build stakeholder interest and participation, to create a new and common vision for the future, and/or to develop a clear and solid set of recommendations and implementation strategy. Susan Rademacher, executive director of the Louisville Olmsted Parks Conservancy, had this to say about the process of developing Louisville’s Organizational Master Plan: . . .When we got started with our master plan, there were a few important things that we focused on. One was that we started with a belief in the native intelligence of this community, from 1888 forward. And we invited the public to really dream about what these parks could be, what they remembered the parks as, and we tried to change expectations in that way. Typically in the past, …the little changes that come about in parks are politically motivated to get a big bang in the short term for the next election. And … our parks were suffering from that. So when we invited the community to dream large, we changed the expectations and also changed the expectations of what the public sector was looking to do.

The Organizational Master Plan Handbook (Management Handbooks for Results)

Although Lean and Six Sigma appear to be quite different, when used together they have shown to deliver unprecedented improvements to quality and profitability. The Lean Six Sigma Black Belt Handbook: Tools and Methods for Process Acceleration explains how to integrate these seemingly dissimilar approaches to increase production speed while decreasing variations and costs in your organization. Presenting problem-solving tools you can use to immediately determine the sources of the problems in your organization, the book is based on a recent survey that analyzed Six Sigma tools to determine which are the most beneficial. Although it focuses on the most commonly used tools, it also includes coverage of those used a minimum of two times on every five Six Sigma projects. Filled with diagrams of the tools you’ll need, the book supplies a comprehensive framework to help you for organize and process the vast amount of information currently available about Lean, quality management, and continuous improvement process applications. It begins with an overview of Six Sigma, followed by little-known tips for using Lean Six Sigma (LSS) effectively. It examines the LSS quality system, its supporting organization, and the different roles involved. Identifying the theories required to support a contemporary Lean system, the book describes the new skills and technologies that you need to master to be certified at the Lean Six Sigma Black Belt (LSSBB) level. It also covers the advanced non-statistical and statistical tools that are new to the LSSBB body of knowledge. Presenting time-tested insights of a distinguished group of authors, the book provides the understanding required to select the solutions that best fit your organization's aim and culture. It also includes exercises, worksheets, and templates you can easily customize to create your own handbook for continuous process improvement. Designed to make the methodologies you choose easy to follow, the book will help Black Belts and Senseis better engage their employees, as well as provide an integrated and visual process management structure for reporting and sustaining continuous improvement breakthroughs and initiatives.

The Lean Six Sigma Black Belt Handbook: Tools and Methods for Process Acceleration (Management Handbooks for Results)

Mignosa, Chuck

Charron, Rich

See the best price to sell, buy, or rent books by Voehl, Frank. BookScouter helps to compare book prices from 25+ online bookstores and 30+ buyback vendors with a single search.

Books by Voehl, Frank

See the best price to sell, buy, or rent books by Voehl, Frank. BookScouter helps to compare book prices from 25+ online bookstores and 30+ buyback vendors with a single search.

The Organizational Alignment Handbook: A Catalyst for Performance Acceleration (Routledge Revivals)

The Innovation Systems Cycle: Simplifying and Incorporating the Guidelines of the ISO 56002 Standard and Best Practices (The Little Big Book Series)

The Innovation Systems Cycle: Simplifying and Incorporating the Guidelines of the ISO 56002 Standard and Best Practices (The Little Big Book Series)

Handbook for Tqm Implementation

The Performance Management Systems Playbook: Integrating the ISO 56002 and 56004 Standards Into Your Business Operations

The Performance Management Systems Playbook: Integrating the ISO 56002 and 56004 Standards Into Your Business Operations

Change Management (Management Handbooks for Results)

The Organizational Alignment Handbook: A Catalyst for Performance Acceleration (Management Handbooks for Results)

The Organizational Master Plan Handbook (Management Handbooks for Results)

The Lean Six Sigma Black Belt Handbook: Tools and Methods for Process Acceleration (Management Handbooks for Results)