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Sustaining Continuous Innovation Through Problem Solving

Name: Sustaining Continuous Innovation Through Problem Solving
Brand: Industrial Press
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Featuring a tried and tested, practical 17-step how to, this volume presents Problem Solving and Process Management methodology that can be used in any business environment. Includes numerous figures and examples of charts and documents used at each step of the process.

Inhaltsverzeichnis

Part I: Transforming the Business – Achieving a Culture of Innovation

An Introduction to Business Transformation-The Methodology & Philosophy
The Phases of Business Transformation Explained: Laying the Foundation for Continuous
Innovation
The Organizational Approach to Business Transformation

Part II: Analyzing the Status Quo – By Constantly Questioning

How to Analyze the “ As Is” Business Processes. Research Customer Needs and Expectations
Select the Issue
Define/Design the Process
Establish Standards and Design Performance Measures
Implement the Processes, Standards, Measures, and Quality Systems
Confirm the Process/Issue Focus
Set the Improvement Objectives and Schedule

Part III: Continuous Innovation – By Problem Solving

Creative Process Improvement. Cause and Effect Analysis
Gathering and Analyzing Root Cause Data
Selecting the Root Cause to be Addressed
Formulate Alternative Solutions
Evaluate and Select the Best Solution
Document Solutions. Investigate and Validate the Solution
Closing the Loop through Continuous Improvement

Part IV: Engaging the People – Sustaining Innovation

Managing Process Improvement Teams: Making it Work
Sustaining Innovation with a Higher Purpose

Appendices – Management Tools

Produktdetails

Erscheinungsdatum

15. November 2007

Sprache

englisch

Seitenanzahl

408

Autor/Autorin

Stephen Armstrong

Verlag/Hersteller

Industrial Press

Produktart

gebunden

Gewicht

812 g

Größe (L/B/H)

233/165/29 mm

ISBN

9780831132750

Portrait

Stephen Armstrong

Stephen Armstrong has 22 years of success leading large-scale business transformation turnaround initiatives with an initial pedigree in the aerospace and defense industry and then spreading to other sectors. Included are 23 large-scale enterprise-wide turnaround and strategic change assignments, in technologically complex environments.

Armstrong built his leadership capability on a solid foundation as an aerospace engineer where he began as a shop floor apprentice. His engineering specialty was the development of manufacturing processes for advanced aerospace composite materials. After a period in operations management he changed career direction and entered the management consulting industry in 1988 with KPMG becoming principle in charge of the manufacturing system practice in Canada.

His first entrepreneurial venture was founding AMGI in 1993, which was initially a management consulting company and has shifted to education and training. In addition to his role as CEO-AMGI, he is also Chief Innovation Officer at Samco Machinery.

He has led over 30 executive steering committees and built 150 plus self-directed work teams in every functional business discipline to achieve dramatic improvement results. Initiatives have spanned companies in size from a family owned start up business with 10 employees to large multi division enterprises with 15, 000 employees. The bottom line results have included:

product development time to market reduction of up to 50% revenue growth (20-400%)
cost reduction (30-50%)
sustainable performance improvement.

One early example: After leading a business transformation initiative to turnaround deHavilland Aircraft, Armstrong initiated and led the original team that developed the Bombardier Engineering Aerospace System (BES). BES was eventually adapted across Bombardier’ s operations worldwide and halved the time it takes to develop a new aircraft and bring to the market place. For this achievement Armstrong was awarded the Ontario “ Professional Engineers Medal for Excellence” in 2010.

His expertise has led to Armstrong being asked to teach at the University of Toronto and become Visiting Professor at the University of Westminster, in the Department of Business Psychology.

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