It features a wealth of visual tools including filled-in charts and graphs at every step in the process, dashboards, detailed A3s and blank templates. If you have a business or want to figure out how to improve your work through better data, clearer planning and process improvement with clear goals in mind. It tells the story of a fictional (yet very real) midsized company, Atlas Industries, that needs to dramatically improve to compete with emerging rivals and meet new customer demands. Q: How is Getting the Right Things Done different from other books on business strategy? Pascal Dennis Pascal is a professional engineer, author, and advisor to companies making the Lean leap. Go to the Gemba - - the real place, where the action happens. Managers of specialties – designers, engineers, actuaries, IT professionals. Do not hide problems, they are the treasures that must be made visible. So in summary, thinking and mental models are the biggest obstacle to successful deployment. If you do not have this book in your library, you should add it. The underlining meaning of leadership and ensuring you are getting the right things done were just so convoluted within the storyline. I wasn't looking for high-drama, but the pollyanaism broke my train of thought more than once. So, I think it’s real. “Getting the Right Things Done: A leader’s guide to planning and execution” by Pascal Dennis (Lean Enterprise Institute, 2006) reflects this shift with the fictitious tale of Atlas Industries, which finds itself heading toward extinction despite smart leaders and use of continuous-improvement tools and practices. Organization leaders at all levels and the management teams who are responsible for strategy deployment will find this book especially insightful. The book is designed to provide readers with a framework for understanding the key components of strategy deployment: agreeing on the company's "True North," working within the PDCA cycle, getting conse. So, for example, value-stream mapping is an invaluable tool to help us grasp the situation so we can answer the question “Where are we going?” But the key is that strategy deployment helps us decide which tool we need, and where should we focus. Seriously, Dick and Jane would have fit comfortably in the narrative. So it helps answer the questions “Where are we going?” and “How do we get there?” and poses questions in a way that helps us pull in the tools that we need. All conflict between the staff as the new management style is introduced is glossed over and marginalized. I have not had much formal Lean training, although the leaders in my organization have, so I have been learning about Lean somewhat piecemeal. © 2015 It features a wealth of visual tools including filled-in charts and graphs at every step in the process, dashboards, detailed A3s, and blank templates. So if we’ve done a good value-stream map, we may have 30 possible kaizen we could do. Also, it was written at a third-grade reading level. The authors, There are only twenty-four hours in a day, but you can make them count. The presentation is in story mode, centered on a fictional company and staff. Pascal aids companies implementing lean through Lean Pathways, Inc. For those who have not been exposed to Lean methods before, this is an excellent introductory book, since it uses a unique format of walking a reader through a Lean strategy deployment model with an imaginary company.
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