The Improvement Guide A Practical Approach to Enhancing Organizational Performance
by Langley, Gerald J.; Moen, Ronald D.; Nolan, Kevin M.; Nolan, Thomas W.; Norman, Clifford L.; Provost, Lloyd P.Edition: 2nd
Format: Hardcover
Pub. Date: 2009-04-20
Publisher(s): Jossey-Bass
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Summary
This new edition of this bestselling guide offers an integrated approach to process improvement that delivers quick and substantial results in quality and productivity in diverse settings.ÂÂ The authors explore their Model for ImprovementÂÂ that worked with international improvement efforts at multinational companies as well as in different industries such as healthcare and public agencies. This edition includes new information that shows how to accelerate improvement by spreading changes across multiple sites. The book presents a practical tool kit of ideas, examples, and applications.
Author Biography
Gerald J. Langley is a statistician, author, and consultant, and co-founder of?Associates in Process Improvement (API),?a consulting firm that specializes in the improvement of quality and productivity.
Ronald D. Moen is a statistician, consultant, and teacher to industry, government, and education. He is co-founder of API.
Kevin M. Nolan is a statistician, author, and consultant at API, where he focuses on developing methods and assisting organizations to accelerate their rate of improvement in quality and productivity.
Dr. Thomas W. Nolan is a statistician, author, and consultant, and?co-founder of API.
Clifford L. Norman is a consultant with API whose work has emphasized the psychology of change.
Lloyd P. Provost is a statistician who advises to organizations as an API associate.
Table of Contents
| Foreword | p. xi |
| Preface | p. xv |
| Acknowledgments | p. xviii |
| The Authors | p. xix |
| Introduction: The Improvement Guide, Second Edition | p. 01 |
| Introduction to Improvement | p. 13 |
| Changes That Result in Improvement | p. 15 |
| Principles of Improvement | p. 15 |
| The Model for Improvement | p. 23 |
| Key Points from Chapter One | p. 25 |
| Skills to Support Improvement | p. 27 |
| Supporting Change with Data | p. 28 |
| Developing a Change | p. 35 |
| Testing a Change | p. 41 |
| Implementing a Change | p. 43 |
| Spreading Improvements | p. 44 |
| The Human Side of Change | p. 45 |
| Key Points from Chapter Two | p. 46 |
| Improvement Case Studies | p. 49 |
| Improving the Morning Meeting | p. 49 |
| Improving Service in a Dental Office | p. 54 |
| Improving Methods for Teaching Biology | p. 60 |
| Contamination in Shipping Drums | p. 63 |
| Reducing Energy Use in School | p. 66 |
| Key Points from Chapter Three | p. 71 |
| Methods for Improvement | p. 73 |
| The Science of Improvement | p. 75 |
| Profound Knowledge | p. 76 |
| Milestones in the Development of Profound Knowledge | p. 85 |
| Key Points from Chapter Four | p. 88 |
| Using the Model for Improvement | p. 89 |
| What Are We Trying to Accomplish? | p. 89 |
| How Will We Know That a Change is an Improvement? | p. 93 |
| What Changes Can We Make That Will Result in Improvement? | p. 96 |
| The Plan-Do-Study-Act Cycle | p. 97 |
| Using the Cycle to Build Knowledge | p. 100 |
| Key Points from Chapter Five | p. 106 |
| Developing a Change | p. 109 |
| Some Typical Problems in Developing Changes | p. 110 |
| Reactive Versus Fundamental Change | p. 111 |
| Theory for Change | p. 116 |
| Methods for Developing Fundamental Change | p. 120 |
| Key Points from Chapter Six | p. 136 |
| Testing a Change | p. 139 |
| Applying the Science of Improvement to Testing | p. 140 |
| Principles for Testing a Change | p. 144 |
| Designs for Testing a Change | p. 153 |
| Strategies for Testing | p. 168 |
| Key Points from Chapter Seven | p. 170 |
| Implementing a Change | p. 173 |
| Testing a Change | p. 174 |
| Implementing a Change | p. 174 |
| Implementation as a Series of Cycles | p. 175 |
| Implementing Changes to Achieve and Maintain Improvement | p. 179 |
| The Social Aspects of Implementing a Change | p. 186 |
| Key Points from Chapter Eight | p. 193 |
| Spreading Improvements | p. 195 |
| A Framework for Spread | p. 196 |
| Phase for Organizational Readiness for Spread | p. 197 |
| Phase for Developing an Initial Spread Plan | p. 205 |
| Phase for Executing and Refining the Spread Plan | p. 210 |
| Key Points from Chapter Nine | p. 216 |
| Integrating Methods for the Improvement of Value | p. 217 |
| Eliminating Quality Problems | p. 218 |
| Reducing Costs While Maintaining or Improving Quality | p. 224 |
| Expanding the Expectations of Customers to Increase Demand | p. 230 |
| Developing an Environment Conducive to the Improvement of Value | p. 235 |
| Key Points from Chapter Ten | p. 236 |
| Improving Large or Complex Systems | p. 237 |
| Project Setup and Management | p. 239 |
| Understanding the System and Developing High-Impact Changes | p. 243 |
| Testing and Learning Systems | p. 250 |
| Key Points from Chapter Eleven | p. 262 |
| Case Studies of Improvement Efforts | p. 263 |
| Reducing the Occurrence of No-Fault-Found Components | p. 264 |
| Improving the Drill Process | p. 269 |
| Reducing Infection and Mortality Rates in a Pediatric Intensive Care Unit | p. 276 |
| Improving Safety at a Manufacturing Plant | p. 285 |
| Improving the Credentialing Process at CareOregon | p. 291 |
| Improving Sales at a Specialty Chemical Company | p. 292 |
| Key Points from Chapter Twelve | p. 305 |
| Improving Value as a Business Strategy | p. 307 |
| Making the Improvement of Value a Business Strategy | p. 309 |
| Building the System of Improvement | p. 312 |
| Key Points from Chapter Thirteen | p. 328 |
| Developing Improvement Capability | p. 331 |
| Developing Improvement Capability in the Workforce | p. 333 |
| Organization to Support the Focus on Improvement | p. 340 |
| Development of Other Capabilities | p. 343 |
| Key Points from Chapter Fourteen | p. 346 |
| Sample Agendas for Getting Started, Sponsors, and Improvement Advisors | p. 348 |
| Development of Internal Improvement Advisors: Topical Agenda | p. 352 |
| Appendixes | p. 355 |
| A Resource Guide to Change Concepts | p. 357 |
| How to Use Change Concepts | p. 358 |
| The Change Concepts | p. 363 |
| Tools and Methods to Support Improvement | p. 409 |
| Methods and Tools for Viewing Systems and Processes | p. 410 |
| Methods and Tools for Gathering Information | p. 417 |
| Methods and Tools for Organizing Information | p. 423 |
| Methods and Tools for Understanding Variation | p. 433 |
| Methods and Tools for Understanding Relationships | p. 440 |
| Methods and Tools for Project Management | p. 442 |
| Standard Forms for Improvement Projects | p. 445 |
| The Model for Improvement and Other Roadmaps | p. 453 |
| Fundamental Questions for Improvement | p. 454 |
| Alternative Roadmaps for Improvement Projects | p. 456 |
| Summary | p. 464 |
| Notes | p. 465 |
| Index | p. 479 |
| Table of Contents provided by Ingram. All Rights Reserved. |
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