The Improvement Guide: A Practical Approach to Enhancing Organizational Performance, Second Edition | by Gerald J. Langley et al. | 2009 | ISBN: 9780470192412. Improvement Tools and Methods.

November 20, 2009 by kutenk · 1 Comment
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The Improvement Guide: A Practical Approach to Enhancing Organizational Performance, Second Edition

by Gerald J. Langley et al.
2009 (512 pages)
ISBN:9780470192412

Presenting a practical tool kit of ideas, examples, and applications, this guide offers an integrated approach to process improvement that delivers quick and substantial results in quality and productivity in diverse settings.

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The Improvement Guide—A Practical Approach to Enhancing Organizational Performance, Second Edition







Foreword
Preface
Overview
Second Edition

Introduction—The Improvement Guide, Second Edition
Overview
Why Take the Initiative?
How Is This Book Different?
Structure of the Book
How to Read the Book

Part One – Introduction to Improvement
Chapter One – Changes That Result in Improvement
Principles of Improvement
The Model for Improvement
Key Points from Chapter One

Chapter Two – Skills to Support Improvement
Overview
Supporting Change with Data
Developing a Change
Testing a Change
Implementing a Change
Spreading Improvements
The Human Side of Change
Key Points from Chapter Two

Chapter Three – Improvement Case Studies
Overview
Case Study 1: Improving the Morning Meeting
Case Study 2: Improving Service in a Dental Office
Case Study 3: Improving Methods for Teaching Biology
Case Study 4: Contamination in Shipping Drums
Case Study 5: Reducing Energy Use in School
Key Points from Chapter Three

Part Two – Methods For Improvement
Chapter Four – The Science of Improvement
Overview
Profound Knowledge
Milestones in the Development of Profound Knowledge
Key Points from Chapter Four

Chapter Five – Using the Model for Improvement
Overview
What Are We Trying to Accomplish?
How Will We Know That a Change Is an Improvement?
What Changes Can We Make That Will Result in Improvement?
The Plan -Do-Study-Act Cycle
Using the Cycle to Build Knowledge
Key Points from Chapter Five

Chapter Six – Developing a Change
Overview
Some Typical Problems in Developing Changes
Reactive Versus Fundamental Change
Theory for Change
Methods for Developing Fundamental Change
Key Points from Chapter Six

Chapter Seven – Testing a Change
Applying the Science of Improvement to Testing
Designs for Testing a Change
Strategies for Testing
Key Points from Chapter Seven

Chapter Eight – Implementing a Change
Testing a Change
Implementing a Change
Implementation as a Series of Cycles
Implementing Changes to Achieve and Maintain Improvement
The Social Aspects of Implementing a Change
Key Points from Chapter Eight

Chapter Nine – Spreading Improvements
Overview
A Framework for Spread
Phase for Organizational Readiness for Spread
Phase for Developing an Initial Spread Plan
Phase for Executing and Refining the Spread Plan
Key Points from Chapter Nine

Chapter Ten – Integrating Methods for the Improvement of Value
Overview
Eliminating Quality Problems
Reducing Costs While Maintaining or Improving Quality
Expanding the Expectations of Customers to Increase Demand
Developing an Environment Conducive to the Improvement of Value
Key Points from Chapter Ten

Chapter Eleven – Improving Large or Complex Systems
Overview
Project Setup and Management
Understanding the System and Developing High-Impact Changes
Testing and Learning Systems
Key Points from Chapter Eleven






Chapter Twelve – Case Studies of Improvement Efforts
Overview
Case Study 1: Reducing the Occurrence of No-Fault-Found Components
Case Study 2: Improving the Drill Process
Case Study 3: Reducing Infection and Mortality Rates in a Pediatric Intensive Care Unit
Case Study 4: Improving Safety at a Manufacturing Plant
Progressive Discipline System
Other Areas of Improvement
Summary of Results
Case Study 5: Improving the Credentialing Process at CareOregon
Case Study 6: Improving Sales at a Specialty Chemical Company
Key Points from Chapter Twelve

Part Three – Improving Value as a Business Strategy
Chapter Thirteen – Making the Improvement of Value a Business Strategy
Overview
Building the System of Improvement
Key Points from Chapter Thirteen

Chapter Fourteen – Developing Improvement Capability
Overview
Developing Improvement Capability in the Workforce
Organization to Support the Focus on Improvement
Development of Other Capabilities
Key Points from Chapter Fourteen
Sample Agendas for Getting Started, Sponsors, and Improvement Advisors
Development of Internal Improvement Advisors: Topical Agenda

Part Four – Appendixes
Appendix A – A Resource Guide to Change Concepts
How to Use Change Concepts
The Change Concepts

Appendix B – Tools and Methods to Support Improvement







Overview
Methods and Tools for Viewing Systems and Processes
Methods and Tools for Gathering Information
Methods and Tools for Organizing Information
Methods and Tools for Understanding Variation
Methods and Tools for Understanding Relationships
Methods and Tools for Project Management

Appendix C – The Model for Improvement and Other Roadmaps
Fundamental Questions for Improvement
Alternative Roadmaps for Improvement Projects
Summary

Notes
Chapter One
Chapter Two
Chapter Three
Chapter Four
Chapter Five
Chapter Six
Chapter Seven
Chapter Eight
Chapter Nine
Chapter Ten
Chapter Eleven
Chapter Twelve
Chapter Thirteen
Chapter Fourteen
Appendix A
Appendix B
Appendix C

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