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About this title

To be excellent in business, you need a vision with a clearly defined purpose. By successfully managing the cultural changes and continuous improvement, you transition your organization’s vision into reality.

The Relativity of Continuous Change allows you to learn how to change and sustain the behavior of the individual and, collectively, the team as the foundation of ongoing improvement and striving to be the best.

Chapter 1 Continuous Improvement and Change Management begins with an overview on the current state of continuous improvement and focuses on the importance of workforce culture and process.

Chapter 2 Change Implementation Concepts and Models reviews select basic historical models used for implementations of change.

Chapter 3 Using Lean Tools and Other Techniques for Continuous Improvement is an overview of multiple methods utilized to make improvements.

Chapter 4 Enablers for Successful Change and Sustainable Continuous Improvement focuses on the success factors for implementing change and discusses the need for understanding the value and roles of individuals, teams, leaders and followers.

Chapter 5 Model for Sustainable Change elaborates on what happens when employees are and are not engaged.

Chapter 6 Sustaining Change hones in on changing the thinking process to enable, deploy and support ongoing change.

Chapter 7 It’s Up to You is all about doing something to get the change process started and making a positive difference.

It’s about steady continuous improvement – lots of little changes and some big ones.

Acerca del Autor - Dr. Klaus Blache

Dr. Blache has over 30 years of experience in various areas of manufacturing and continuous improvement (processes and people). Included are areas such as lean manufacturing, reliability & maintenance, competitive analysis, continuous improvement tools & techniques, new facility planning and implementation, industrial engineering, ergonomics, and change management. He has written and lectured globally in numerous technical and management areas.

Klaus is currently at the University of Tennessee as the Director of the Reliability & Maintainability Center and Research Professor (College of Engineering). He is on the R&M Engineering Advisory Board for the College’s eight Engineering Departments. Prior to that, his most recent corporate assignments were Manufacturing Engineering Director (Cadillac Plant), Engineering Launch Manager (new assembly Plant), Global Manager of Manufacturing Reliability & Maintenance, and Corporate Manager – Industrial Engineering for General Motors.

Klaus is currently involved in several global benchmarking studies such as “Impact of an Engaged Workforce on Business Results” and “World Class Reliability & Maintainability”. Klaus has taught over 200 Lean and R&M Implementation Courses regarding all aspects of plant readiness. His experiences include implementing a plant-wide lean culture & process, developing a Corporate R&M process and global implementation, Plant assessments/benchmarking and numerous related plant assignments. Klaus is also a past Chairman of SMRP (Society of Maintenance & Reliability Professionals). He has experience in implementing large changes and sustainable continuous improvement all around the world.

Contents

Forward

Permissions

Dedication

Acknowledgments

Preface

Introduction

Chapter 1 - Continuous Improvement and Change Management

  • The Current State of Continuous Improvement – A Personal Viewpoint
  • Observations and Lessons Learned
  • Employee Involvement and Enthusiasm
  • Continuous Improvement and Standardized Work
  • Operations in Chaos and Crisis
  • Continuous Improvement for Business Excellence

Chapter 2 - Change Implementation Concepts and Models

  • Back to the Basics with Current Issues
  • PDCA Cycle
  • Lewin’s Model
    • Force Field Analysis
    • Current State – Unfreeze – Change – Refreeze - Future State
  • Gleicher, Beckhard and Harris Change Equation
  • Kotter’s Eight-Step Model
  • Implementation and Expectations

Chapter 3 - Using Lean Tools and Other Techniques for Continuous Improvement

  • Lean Thinking
  • Total Systems Thinking
  • Nominal Improvement Hierarchy
  • Select Tools and Techniques as Related to Continuous Improvement
    • 5S
    • Whys
    • Cause and Effect (Fishbone) Diagram
    • Root Cause Analysis
    • Seven Wastes
    • Overall Equipment Effectiveness
    • Visual Aids/Controls
      • Mistake Proofing
    • Reliability Centered Maintenance
      • Failure Mode and Effects Analysis
    • Learning Curve
    • Total Productive Maintenance
    • Six Sigma
    • Simplify and Reduce Complexity
    • Ergonomics
    • Safety
      • Safety Process (Contextual Risk Assessment Tool)
  • Kaizen
    • Grasp the Situation
    • Value Stream Mapping
  • Practical Problem Solving and A3s

Chapter 4 - Enablers for Successful Change and Sustainable Continuous Improvement

  • Core Enablers
    • People As the Center
    • Quality As the Driving Force
    • Engaging Management Style
    • Small Team Continuous Improvement
  • Individuals and Teams
  • Leaders
  • Followers

Chapter 5 - Model for Sustainable Change

  • Dysfunctional Activity Costs
  • What the Best of the Best Companies Do
  • Simplified Sustainable Change Model
  • Managing Complex Change
  • Assessing Readiness for Change Scorecard

Chapter 6 - Sustaining Change

  • Change the Thinking Process
  • Big Picture Thinking
  • Organizational Learning
  • Flexibility
  • Business Plan Deployment
    • Business Performance and Continuous Improvement
    • Balanced Scorecard Metrics
    • Coach and Calibrate
  • Choice Map

Chapter 7 - It's Up to You

  • Making It Work for You
  • Do Something
  • Ya Gotta Wanna

Appendix

  • Blank Force Field Diagram
  • Blank Cause and Effect (Fishbone) Diagram
  • Blank Risk Assessment Worksheet

Books

Maintenance Leadership 101

Make Maintenance Managers Maintenance Leaders