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.

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ISBN: 9780470192412 | 0470192410
Cover: Hardcover
Copyright: 4/20/2009

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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.

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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The Improvement Guide A Practical Approach to Enhancing Organizational Performance

Summary

Author Biography

Table of Contents

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