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The Team Guide to Continuous Improvement, by Lawrence M. Miller
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I suggest that you buy my Team Kata book, instead of this one, Team Kata is an update, revision, improvement over this one. Thanks, Larry Miller.
- Sales Rank: #4592616 in Books
- Published on: 2012-12-12
- Original language: English
- Number of items: 1
- Dimensions: 11.02" h x .62" w x 8.27" l, 1.48 pounds
- Binding: Paperback
- 296 pages
From the Author
I suggest that you buy my Team Kata book instead of this one. Team Kata is an update or revision of this book.
From the Back Cover
The team in an organization is like the family in a society. It is the fundamental building block of trust and competence in an organization. The ability of the team to learn, improve, and work in unity will determine the success of the entire organization.� This workbook is a guide to building those teams and engaging them in continuous improvement. �
Lean management and culture, derived from the Toyota Production System, is based on this ability of small work groups to solve problems, self-manage, and improve their work process. The foundation of lean culture is the front line work team and management teams.� As companies attempt to follow the efficiency of lean companies, they often focus on the technical things and bypass the hard part - the culture of the organization. At the heart of that social system is the team, both at the front line level and at all levels of management. This workbook presents the most essential skills of effective teams through an action-learning model the asks team to not just learn, but practice each skill in sequence and experience the results in improved performance. Only through this practice and positive reinforcement will those skills become habit.
Continuous Improvement takes the reader through the practical steps of managing process and performance to customer needs.
About the Author
For the past thirty-five years Lawrence M. Miller has worked to improve the performance of organizations and the skills of their leaders. His expertise is derived from hands on experience creating change in the culture and performance of hundreds of organizations. He began his involvement in lean management when one of his� books was used by Honda of America Manufacturing to train all of their managers in the Honda Way. He and his firm were one of the early proponents of team-based management and worked with many clients to implement high performing teams and high performing culture from the senior executive team to include every level and every employee in the organization.
Mr. Miller lives in Annapolis, Maryland. Among his consulting clients have been Honda America Manufacturing, Toyota, VON Canada , Shell Oil Company, Exxon, Texaco, Allina Health Systems, Merck and Upjohn Pharmaceuticals, the University of Miami, 3M, Corning, Air Canada,� Xerox, Harris Corporation, Bacardi, Chick-fil-A, McDonald's and others.
Please visit his website at and blog at ManagementMeditations.com.
Most helpful customer reviews
3 of 3 people found the following review helpful.
Lots of information and useful exercises
By Scott Duncan
While the first text in the book identifies it as a "workbook," there is significant description associated with each workbook exercise such that another book isn't needed to make use of this book.
The Introduction makes it clear the book is based on lean concepts and that "Continuous improvement for most companies is a change in culture." What this means is described as
"Continuous improvement is a culture of responsibility for performance at every level of the organization.
It is a culture of respect for employees, a belief that the `world's greatest experts are on-the-spot.'
It is a culture that is very focused on data, the facts of performance.
It is a culture of experimentation and learning.
It requires everyone to know and serve the customers, internally and externally.
It is a culture of competence in decision-making and group problem-solving.
It is continually seeking to eliminate non-value adding activity, waste, and replace it with effort that adds value.
And, perhaps, most importantly, it is a culture that must be practiced, by managers as well as employees."
Indeed, a few pages later Miller says, "You cannot fix the work processes unless you fix the culture." The way to do this, however, as the first Chapter states, is through "Whole System Architecture" which involves asking "fundamental questions" about "the entire system of the organization." Making changes only in the "technical system" and ignoring the "social system" is, according to Miller, an error since organizational problems are more likely social, rather than work process, failures. Consequently, the first exercise in the book is focused on identifying changes in HR and information systems, team and department structure, leadership and team skills, communication and decision-making styles, and symbols that create unity or cause division between people.
The entire book structure is based on an approach to improvement that asks readers to carry out the exercises one by one in chapter number order in what the book offers, in Chapter 2, as an "action-learning" approach to change. Chapter 3 then addresses the relationship between lean and continuous improvement asking readers to reflect on how they currently, and could in the future, practice things such as respect of people, teamwork, elimination of waste, experimentation, joy at work, etc.
I very much enjoyed reading this book and can see how I could put many of the exercises into practice in the team coaching and training that I do almost every day where I work.
[I must say that I received a copy of this book free and have known of Mr. Miller's work in the past, having read two of his prior books American Spirit: Visions of a New Corporate Culture and Barbarians to Bureaucrats: Corporate Life Cycle Strategies. However, I do very much believe I can make use of the material in this workbook and, indeed will likely do so in a two-day class for training team facilitators (e.g., Scrum Masters) over the next two days.]
2 of 2 people found the following review helpful.
Continuous Improvement-A must read and easy guide to developing your lean organization and associated work groups
By Duane W. Cross
As an international organization transformation and change management leader, I have applied the principles and methodologies presented in this book with dynamic and lasting results. I have seen first hand; not only dramatic organizational performance improvement, but the positive impact on the lives of those involved.
The Team Guide To Continuous Improvement provides an excellent historical and current view of the evolutionary changes in the approach to achieving organizational effectiveness. It presents internationally applied and proven tools to guide leaders and employees in continuing to improve their business approaches, processes, and work environment through a practical and easy to use methodology. Unlike many other publications that are written to capture a current trending approach or "fad", Larry has applied continuous improvement principles by continuously adapting his work to incorporate the latest proven thinking and approaches; not based solely on academic research, but through direct application and measurable results in the workplace.
One of the greatest challenges for business leaders today is creating an organization of loyal, committed, and productive employees in an environment where corporate loyalty is often not returned. Employees will own that which they help to create through empowered engagement and shared risk and reward. Enabling employees and vested stakeholders to architect and continuously improve the business, technical, and social elements through the application of Whole System Architecture and continuous improvement is a proven way of accomplishing this goal.
The internal and external economic, technical, social, and political influences impacting your organization's purpose and results are continuously changing. The Lean Organization must be able to proactively and reactively adapt by re-inventing itself through revolutionary (transformation) and/or evolutionary change (continuous improvement) of its total system. This book and available resources will enable you to systematically begin this journey.
1 of 1 people found the following review helpful.
Great book to start your lean journey
By Walt Miller
Larry has written a very helpful book to assist lean teacher to develop and establish a sustainable foundation for lean through a total system of team engagement to improve your company's performance.
I really enjoyed the chapter on Change management and all the golden nuggets to try in the future. I enjoyed his story telling of his previous experience in the area of his Lean journey and knowledge sharing by him and others to him.
As a teacher and coach it is often that I hear "Why are we doing this? Why can't we just stay the same as we are?" This chapter helps in identifying what adult learning really is and what I can do differently in the future to help my teams answer these types of questions better in the future. What I mean is the phase Larry uses in his book: "Adults are practical, focusing on the aspects of a lesson most useful to them in their work. They may not be interested in knowledge for its own sake. Instructors must tell participants explicitly how the lesson will be useful to them on the job." And then explaining how through "Small amount of knowledge, followed by practice, followed by praise will yield more results than long lectures or thick books." What I have learned over time is that most operators have hearts as big as the moon and they really want to do well, what is often missing is that they clearly don't understand the difference between work and waste. The other part that is missing is that even if they wanted to get better no one was listening. You see they come to work every day just to work not to improve but just to work. No one is challenging them to change and if they are they are they are not challenging them as a team but they are mandating change is necessary not transferring knowledge on why or what is to be changed.
This chapter of "Change Management" helps us that are teaching out here to better effect change within our company. I also like the comment that Larry made about adults learning "they must show participants how the learning experience will help them to reach their goals." Most operators and management alike don't have goals for getting better they are just trying to survive the day and chase the number.
In the chapter of Change Management the section on "Build a Case for Action" Larry makes it clear that adults will need to know why they must change. We often say that we must learn to see together and learn to agree together (management and operators) on what needs to be improved together. This process of "Learning to see" and "Learning to Fix" leads to "Learning to Improve" through trust, agreement and trust.
I greatly enjoyed this book and I would highly recommend it to others working in this field of helping other to become as good as they can become. Thank you
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