000			03637nam a2200397Ii 4500
001			9781351174008
008			180727s2018 fluab ob 001 0 eng d
020			_a9781351174008 _q(e-book : PDF)
035			_a(OCoLC)1030446696
040			_aFlBoTFG _cFlBoTFG _erda
050		4	_aHD58.9 _b.M556 2018
072		7	_aBUS _x097000 _2bisacsh
072		7	_aKJC _2bicscc
082	0	4	_a658.4/013 _223
100	1		_aDerald Miller, Robert, _eauthor.
245	1	0	_aHearing the voice of the shingo principles : _bcreating sustainable cultures of enterprise excellence / _cby Robert Derald Miller.
250			_aFirst edition.
264		1	_aBoca Raton, FL : _bProductivity Press, an imprint of Taylor and Francis, _c2018.
300			_a1 online resource (211 pages) : _b24 illustrations
336			_atext _2rdacontent
337			_acomputer _2rdamedia
338			_aonline resource _2rdacarrier
505	0		_achapter 1 The Power of the Culture -- chapter 2 Values, Behavior and Corporate Culture -- chapter 3 Principles and Foundational Truths -- chapter 4 The Shingo Model -- chapter 5 Respect Every Individual -- chapter 6 Lead with Humility -- chapter 7 Seek Perfection -- chapter 8 Assure Quality at the Source -- chapter 9 Flow Value to Customers -- chapter 10 Embrace Scientific Thinking -- chapter 11 Principles of Enterprise Alignment -- chapter 12 Leaders Lead Culture -- chapter 13 Hearing the Voice of Principles.
520	3		_aFor more than 50 years, organizations of all types have struggled to achieve lasting benefits from the many tools and programs associated with various continuous-improvement initiatives. In fact, the notion of "continuous" improvement is largely a misnomer -- for many organizations, continuous improvement has been anything but continuous. Responding to this challenge, Hearing the Voice of the Shingo Principles chronicles key insights that went into development of the Shingo Model for Operational Excellence at Utah State University.This book helps leaders understand their role in building sustainable cultures of enterprise excellence - That is, how to keep the entire enterprise focused on guiding principles that will change beliefs, behaviors, and the overall mindset. In addition, managers will learn how to align systems with principles so that they drive ideal, principle-based behaviors - the goal is for every leader to realign their values with the voice of principles and become an example so that every associate becomes self-motivated to continuously improve every aspect for which they are accountable.To build long-term credibility of the Shingo Prize, the author and his team had to understand what was causing such wide variation in results and make certain they were only recognizing those organizations that could demonstrate sustainability of improvements over the long term. They found that sustainability depended less on application of the tools for improvement than on embedding principles deep into the culture of the organization from top to bottom and side to side.
650		0	_aLean manufacturing.
650		0	_aOrganizational effectiveness.
650		0	_aTotal quality management.
650		7	_aBUSINESS & ECONOMICS / Industrial Management. _2bisacsh
650		7	_aBUSINESS & ECONOMICS / Management Science. _2bisacsh
650		7	_aBUSINESS & ECONOMICS / Management. _2bisacsh
650		7	_aBUSINESS & ECONOMICS / Organizational Behavior. _2bisacsh
710	2		_aTaylor and Francis.
776	0	8	_iPrint version: _z9780815387046 _w(DLC) 2018002608
856	4	0	_uhttps://www.taylorfrancis.com/books/9781351174008 _zClick here to view.
942			_2lcc _cEBK
999			_c15219 _d15219