Enterprise Alignment and Results

The organizational principles of Shigeo Shingo have been the foundation of an international revolution towards enterprise excellence.

To succeed, an organization must cultivate management systems that effectively align their work and behaviors with principles and direction. These systems should be simple, comprehensible, actionable, and standardized. Establishing alignment in every value stream of an organization will ultimately create value for their customers and produce the desired results. This alignment stems from an understanding of why an organization exists, where it is going, and how it will get there.

Enterprise Alignment and Results guides readers to their goal of enterprise-wide alignment by providing a deeper look at the Shingo Model. This book builds upon the previous books in the Shingo Model Series by continuing to define ideal behaviors and the systems that drive them and increasing understanding of fundamental beliefs and how to use behavioral benchmarks. As readers examine the principles of "Create Constancy of Purpose," "Think Systemically," and "Create Value for the Customer," they will gain a deeper knowledge of the relationship between behaviors, systems, and principles. This knowledge will foster an understanding of how to create alignment within their organizations, thereby increasing the consistency of delivering ideal results.

Autorentext

Chris Butterworth has been with S A Partners for nearly twenty years. Prior to this, he had many years' experience of operating at senior management positions in several multinational organizations, including JCB, Jaguar, and Corus. He was part of the team that set up and ran one of the earliest Lean factories in the UK in the early 1990s. He was the overall program manager for the work with Cogent Power described in the Shingo Publication recipient book Staying Lean, *and has spoken on the topic of "Lean Thinking" at many international conferences. He has published papers on Lean Thinking in various journals and in 2017 co-authored the widely acclaimed book 4+1 Embedding a Culture of Continuous Improvement in Financial Services*, which is based on a case study from a Shingo Medallion recipient team at the Commonwealth Bank of Australia, as well as the approach taken at the Bank of New York Mellon.

He facilitates Lean Thinking and Shingo workshops for executive management teams globally and is a certified Shingo Institute facilitator and examiner. In 2014, he was honored to be awarded Best New Speaker of the Year (TEC: The Executive Connection) for his executive talk on Lean Thinking.

Chris lives in Australia and when he is not on the beach or walking the coast paths, he spends his time writing and learning about continuous improvement from all the people he has the pleasure of meeting in his job.

Inhalt

Introduction.Chapter 1:Why is it Important to Think Systemically?Chapter 2:Principle 1 Think SystemicallyChapter 3: Why is it Important to Create Constancy of Purpose?Chapter 4: Principle 2 Create Constancy of PurposeChapter 5:Why is it Important to Create Value for the Customer?Chapter 6: Principle 3 Create Value for the CustomerChapter 7: Go and SeeChapter 8: Summary