ABSTRACT

Become a corporate change agent

Learn to implement and cultivate a culture of improvement with the assistance of one of the world’s most respected experts

Managing a business so that it achieves a supreme pace of improvement requires that all members of an organization can and do make their best contributions to the success of the enterprise. Management must provide employees with a shared set of values and beliefs so that they can decide for themselves how to behave in accordance with the expectations of a nurturing and empowering culture.

A Culture of Rapid Improvement is intended for those leaders seeking to encourage dramatic improvement within their organizations. It shows these change agents how they can—

·         Develop the shared values and beliefs that serve as the foundation for a dynamic culture

·         Engage all employees to join the new culture and provide opportunities for these stakeholders to initiate and participate in improvement

·         Measure, evaluate, and manage the performance of the new culture

Filled with lessons garnered from practical examples, this text is based on Raymond C. Floyd's 40 years of industrial management experience, including his more than 20 years at Exxon Mobil. He is the winner of a Shingo Prize and also holds the unique distinction of having led businesses from two different industries that were both recognized by IndustryWeek magazine as being among the Best Plants in America.

 If you approach the task of improvement with proper action and full participation, improvement is not just possible, but inevitable. At six months, you will notice a difference in your organizational culture; at the end of two years, you will be operating with near–world-class performance.

Industrial Culture - The Human Side Of Change. Establish the Values and Beliefs of Your Culture. Strategy—The Values and Beliefs of an Industrial Culture. Making Your Cultural Values Personal. Quality Stations: The Rituals of Your Culture. Engaging People in Your New Culture. The Objective Elements of Engaging People. The Subjective Elements that Disrupt Engagement of People. The Social Design of Your New Culture. Understanding the Theory of Industrial Culture. The Social Design of a New Culture. Valuing Individuals. Managing Emotion at Work. Managing and Sustaining Cultural Change. How Communication Reflects Your Culture. Measuring the Performance of Small Events. Managing the Competence of Your Employees — Especially in Business-Critical Roles. Getting Started in Your Organization. Phase I: The First Six Months. Phase II: The Second Six Months. Phase III: The Third Six Months. Phase IV: The Fourth Six Months.