Table Of ContentA Culture of Rapid
Improvement
Creating and Sustaining
an Engaged Workforce
A Culture of Rapid
Improvement
Creating and Sustaining
an Engaged Workforce
Raymond C. Floyd
CRC Press
Taylor &Francis Group
Boca Raton London New York
CRC Press is an imprint of the
Taylor & Francis Group, an informa business
A PRODUCTIVITY PRESS BOOK
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ISBN-13: 978-1-56327-378-0 (hbk)
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Library of Congress Cataloging-in-Publication Da ta
Floyd, Raymond C.
A culture of rapid improvement : creating and sustaining an engaged workf orce /
Raymond C. Floyd.
p. cm.
Includes bibliographical references and inde x.
ISBN 978-1-56327-378-0 (alk. paper )
1. Organizational change. 2. Organizational effectiveness. 3. Organizatio nal
behavior. I. Title.
HD58.8.F57 2008
658.4'063--dc22(cid:9) 2007048386
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I wrote this for Marsh
a.
Everything I do is done for Mars
ha.
(cid:9)(cid:9)
Contents
Foreword by H. Eugene McBrayer
Preface
Acknowledgments
About the Author
1(cid:9) Industrial Culture: The Human Side of Change (cid:9) 1
Improve the Performance of Your Business by Creatin g a
New Industrial Culture(cid:9) 2
The Importance of a Culture of Rapid Improvem(cid:9)ent 4
How Your Culture Affects the Potential for Improvem(cid:9)ent 6
How Culture Is Influenced by Strate(cid:9)gy 7
A Simple Model of Cultu(cid:9)re 8
Element 1: Values(cid:9) 8
Element 2: Belief(cid:9)s 8
Element 3: Behavior(cid:9) 9
Element 4: Ritual(cid:9)s 9
How to Use This Simple Model of Cult(cid:9)ure 10
Designing a Corporate Cultur(cid:9)e 11
Elements of a Culture of Rapid Improvement: An Overview of
How This Book Is Organize(cid:9)d 11
Summary of Chapter 1(cid:9) 12
SECTION I: ESTABLISH THE VALUES AND BELIEFS OF
YOUR NEW CULTURE (cid:9) 15
2(cid:9) Strategy: The Values and Beliefs of an Industrial Culture (cid:9)19
Establishing Strategic Goals for Your Organizati(cid:9)on 20
Establishing Your Organization's Tactical Goa(cid:9)ls 21
Setting Strategic Goals Is the Responsibility of the Senior Le (cid:9)ader 22
vii
viii � Contents
A Process for Establishing Strategic Goa(cid:9)ls 23
Look Outside Your Organizatio(cid:9)n 23
Evaluate Your Customers and Competito(cid:9)rs 24
Consider the Owners of Your Busine(cid:9)ss 24
Do Not Forget to Consider Your Employ(cid:9)ees 25
Assess the Needs of Your Organization's Commun(cid:9)ity 2 6
Next, Look Inside Your Organizatio(cid:9)n 27
Analyze the Gap between Your Current Capabilities and Y our
Future Requirements (cid:9) 28
Write Your Goals(cid:9) 29
1.S trategic Goals Have a Simple, Memorable Statement of the
Gap You Are Closing(cid:9) 30
2. S trategic Goals Have a Directionally Correct Statement of
Future Needs(cid:9) 30
3. S trategic Goals Have a Credible Description of
Current Capabilities(cid:9) 31
4. S trategic Goals Have a Few Objective Measures T hat
Define Progress (cid:9) 31
5. Strategic Goals Have Interim Tactical Performan ce
Targets to Be Achieve(cid:9)d 32
Present Your Goals to Your Organizatio(cid:9)n 32
Conclusion (cid:9) 36
Summary of Chapter 2(cid:9) 37
3(cid:9) Making Your Cultural Values Person(cid:9)al 39
A Three-Level View for Translating Goals into Acti(cid:9)ons 43
The CEO's Three-Level View(cid:9) 45
The Division Managers' Three-Level Vie(cid:9)w 45
Individual Department Managers' Three-Level Vie(cid:9)w 48
A Case Study of the Three-Level View of
Translating Goals to Action(cid:9)s 48
Keeping the Whole Team on Boa(cid:9)rd 52
Refreshing Your Goals(cid:9) 52
A Final Word on Translating Strategic Goals i nto
Tactical Goals and Tactical Action(cid:9)s 54
Summary of Chapter 3(cid:9) 55
4(cid:9) Quality Stations: The Rituals of Your Cult(cid:9)ure 57
Rituals at Work(cid:9) 57
Contents � ix
Using Quality Stations to Implement the Four Ritual s of
Improvement (cid:9) 59
Ritual 1: Quality Stations Help Show Tactical G(cid:9)oals 59
Ritual 2: Quality Stations Show Activities in Progr(cid:9)ess 60
Ritual 3: Quality Stations Show Projects Completed and
Measure and Communicate Result(cid:9)s 60
Ritual 4: Quality Stations Show Ideas for the Fu(cid:9)ture 60
Details on the Four Rituals of Improvem(cid:9)ent 60
Ritual 1: Show the Tactical Goals of the T(cid:9)eam 61
Ritual 2: Show the Projects in Progr(cid:9)ess 62
Ritual 3: Measure and Communicate Resu(cid:9)lts 62
Ritual 4: Make Ideas for the Future Vis(cid:9)ible 63
Culturally Appropriate Small-Team Leadershi(cid:9)p 65
Communications at the Quality Statio(cid:9)ns 67
Appearance of a Quality Statio(cid:9)n 68
The Work of a Quality Stati(cid:9)on 73
Management Quality Stations(cid:9) 74
A Final Word on Quality Statio(cid:9)ns 75
Summary of Chapter (cid:9)4 75
SECTION II: ENGAGING PEOPLE IN YOUR
NEW CULTURE (cid:9) 77
5(cid:9) The Objective Elements of Engaging People (cid:9) 81
Creating a Framework That Engages People to H(cid:9)elp 84
Element 1: People Need Goals to Achie(cid:9)ve 85
Element 2: People Need New Skills to Do New Th(cid:9) ings 86
Root Cause Analysi(cid:9)s 89
Element 3: People Need Time to Work on Improvem(cid:9)ent 90
Element 4: People Need Access to Resourc(cid:9)es 93
Providing Funds(cid:9) 95
Small-Event Improvements(cid:9) 95
Element 5: People Need a Structure for Ac(cid:9)tion 96
Summary of Chapter 5(cid:9) 97
6(cid:9) The Subjective Elements That Disrupt Engagement of People (cid:9)99
What if Improvement Does Not Happe(cid:9)n? 100
The Subjective Elements That Disrupt Engageme(cid:9)nt 101
Element 1: Some Teams Do Not Trust Managem(cid:9)ent 101
Element 2: Some Teams Have Disruptive Memb(cid:9)ers 105
Intentionally Disruptive Team Member(cid:9)s 106
