Quality Assurance Books

Book SynopsisGeorge Anderson is a program director for Microsoft and an adjunct professor and guest lecturer for several universities. George holds Stanford Innovation & Entrepreneurship as well as Innovation Leadership credentials, PMI's Wicked Problem Solving and Prosci's Change Practitioner certifications, an MBA with a focus in Human Resource Management, and a PhD in Applied Management and Decision Sciences. As a program director, George assembles and leads global tech teams that help organizations transform themselves. George's architects and consultants provide the technology and business skills necessary to design and develop business-enabling technology solutions, and George and his project managers provide the leadership, governance, and communications necessary to deliver those solutions. In these ways, George's teams solve problems that drive meaningful change and measurable value. George knows first-hand the power of thinking and executing differently tTable of ContentsForeword Preface Prologue PART I: Design Thinking Basics Hour 1: Design Thinking Explained Thinking Slower to Deliver Faster A Process for Progress: Popular Design Thinking Models Our Design Thinking Model for Tech The Battle Between Perfection and Time The What: Techniques and Exercises The How: The Design Thinking Cycle for Progress The When: Ambiguity, Complexity, and Uncertainty The Why: Better Practices and Faster Outcomes The Who: Design Thinking by Technology Role Design Thinking in Action: Real-world Tech Examples What Not to Do: Lessons Learned the Hard Way Summary Workshop Hour 2: A Design Thinking Model for Tech Human-Centered Thinking Design Thinking in Four Phases What Not to Do: Exclusively Left to Right Summary Workshop Hour 3: Design Thinking for Small Audiences Design Thinking for Me Learning More Quickly Thinking and Problem Solving Coping with Ambiguity Prioritizing Next Best Steps for Uncertainty Executing More Effectively What Not to Do: This Isn't for Me Summary Workshop Hour 4: Resilient and Sustainable Teams Design Thinking for Tech Team Alignment Design Thinking for Sustainable Teams Responsibly Operating at Speed What Not to Do: The Archipelago Effect Summary Workshop Hour 5: Visible and Visual Teamwork Making Teamwork Visible and Visual Tools for Visual Collaboration Executing a Design Thinking Exercise What Not to Do: Keeping It All Inside Summary Workbook PART II: Understanding Broadly Hour 6: Understanding the Lay of the Land Listening and Understanding Assessing the Broader Environment Understanding and Articulating Value What Not to Do: Ignore the Culture Fractals Summary Workshop Hour 7: Connecting with the Right People A Framework for Finding and Prioritizing People Exercises for Stakeholder Mapping and Prioritization Exercises and Techniques for Engaging Stakeholders What Not to Do: Stick to the Happy Path Summary Workbook Hour 8: Learning and Empathizing From Stakeholders to Personas Three Types of Empathy A 360-Degree Model for Empathizing A Recipe for Empathizing What Not to Do: Ignore the 20 Percent Summary Workshop Hour 9: Identifying the Right Problem Identifying and Understanding a Problem Three Exercises for Problem Identification Techniques and Exercises for Problem Validation What Not to Do: Jump In! (to the Wrong Problem) Summary Workshop PART III: Thinking Differently Hour 10: Introduction to Thinking Differently Ideation and Thinking for Problem Solving Divergent and Convergent Thinking Warm-ups for Thinking Differently Techniques for Clearing the Mind What Not to Do: Stay Convergent! Summary Workshop Hour 11: Guardrails for Thinking Creatively Constraints and Guardrails Simple Guardrails for Thinking Differently Exercises for Thinking Through Risks Crazy Techniques for Extreme Thinking What Not to Do: Avoid the Silly-Sounding Stuff Summary Workshop Hour 12: Exercises for Increasing Creativity Creativity and Thinking Techniques and Exercises for Creative Thinking What Not to Do: Concluding Thinking Too Early Summary Workshop Hour 13: Exercises for Reducing Uncertainty Next-Step Thinking for Uncertain Situations Reducing Uncertainty and Ambiguity Working Through Uncertainty and What's Next What Not to Do: The Brute-Force Path Summary Workshop Hour 14: Thinking for Problem Solving From Ideas to Potential Solutions Visual Exercises for Problem Solving What Not to Do: Skimp on Brainstorming Summary Workshop PART IV: Delivering Value Hour 15: Cross-Teaming and Communicating for Outcomes Cross-Boundary Teaming for Collaboration Techniques for Working Across Teams Techniques for Communications Challenges What Not to Do: Using Words When a Picture Is Needed Summary Workshop Hour 16: Prototyping and Solutioning by Doing The Prototyping and Solutioning Mindset Making Progress versus Solving the Entire Problem Techniques for Making Planned Progress What Not to Do: Ignoring the Inverse Power Law Summary Workshop Hour 17: Solutioning Small and Fast The Progress Mindset: Showing Up and Starting Small Realizing Value Through Objectives and Key Results Starting Small and Delivering Fast Techniques for Delivering and Executing to Think For a Limited Time Only What Not to Do: The Forever MVP Summary Workshop Hour 18: Delivering Value at Velocity Delivery Techniques for Increasing Value Velocity Team Considerations for Velocity Change Control Considerations for Velocity What Not to Do: Shrink Sprints to Speed Up Summary Workshop PART V: Iterating for Progress Hour 19: Testing for Validation The Testing Mindset Traditional Types of Testing Testing Techniques for Learning and Validating Testing Tools for Feedback What Not to Do: Automate Everything Summary Workshop Hour 20: Feedback for Continuous Improvement Simple Feedback Techniques Strategic Feedback and Reflection Techniques What Not to Do: Wait for Late Feedback Summary Workshop Hour 21: Deploying for Progress Avoiding Perfection Traps Novel Techniques for Making Progress Edge Case Techniques for Deploying and Realizing Value What Not to Do: Deploying Too Soon Summary Workshop Hour 22: Operating at Scale Techniques and Exercises for Effective Scaling Operational Resiliency Techniques Techniques for Sustaining Systems and Value What Not to Do: The Scale versus Features Mandate Summary Workshop Hour 23: Making Change Sticky Change Management and Adoption The Four-Phase Change Process Methods for Creating Awareness Techniques for Providing Purpose Driving Readiness Through Design Thinking Four Techniques for Adopting Change Techniques for Timing Change What Not to Do: Change Management Can Wait Summary Workshop Hour 24: Design Thinking for Project Velocity Project Management Velocity Leadership and Governance Stakeholders and Expectations Development Approach Risk Management Schedule Management Managing Scope Delivery and Quality Communications and Collaboration What Not to Do: No Courage, No Future Summary Workshop Appendix A: Case Study Quiz Answers Appendix B: Summary of Design Thinking Techniques and Exercises Appendix C: Design Thinking in Action (by the Hour) References 9780137933037 TOC 10/10/2022

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Book SynopsisAlways interesting and informed, national award-winning journalist Mark Hagland demonstrates how pioneering organizations are combining new tools with a new way of thinking to reinvent the way we deliver health care services in this country. Through exceptionally well-documented case studies, this insightful volume Puts the current journey towards industry-wide quality transformation into an understandable context for executive, board, and policymaking audiences Explores how performance improvement methodologies borrowed from other industries, including Six Sigma, Lean management, and the Toyota Production System are transforming care delivery processes and administrative operations nationwide Examines the strategic role that information technology will play in the transformation of clinical care quality and patient safety The case studies contained in this book document the surprising strides being madTrade ReviewMark Hagland provides the how-to details for health care executives who are ready to lead meaningful supply-side responses to the growing demand for safe and error-free medical services. Our previous book made the case for transformation and introduced structural approaches for getting started on the road to success. His new book provides detailed instructions for completing the journey. ... It shows how theory has been put into practice by some of the best delivery organizations in the world --Jeffrey C. Bauer, PhD, Partner, Futures Practice Affiliated Computer Services Healthcare Solutions, ChicagoTable of ContentsIntroduction: The Long, Long, Long Journey to Quality In Health Care (Or How Did It Come To This?). A Brief History of Quality and Not-Quality in Health Care, and How Purchasers, Payers and Consumers Are Busy Reframing the Whole Discussion. Pressures from Purchasers and Payers: A Look at Demographic Trends, Pay for Performance, Consumer-Directed Health Care, and Other Trends. What is Transformative Quality? And How Is the Concept of Quality Being Actively Redefined in the Health Care Industry? Six Case Studies in Transformative Quality. Information Technology and Quality. Policy Implications, Future Forecasts. Appendix (Resources, Terms). Index.

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Book SynopsisWhat Works for GE May Not Work for You: Using Human Systems Dynamics to Build a Culture of Process Improvement provides new tools for managing and sustaining process improvement in today's complex non-linear environments and helps readers apply new, relevant theory to their own management practices. With more than 50 combined years of change management and process improvement consulting experience, the authors offer valuable practical insights for creating dynamic organizational change.The first section of the book describes the key bodies of knowledge and process improvement processes (Lean, Six Sigma, and Human Systems Dynamics) used throughout the text. The next two sections focus on the case story of TryinHard Marine. The authors first highlight the dynamics of a typical linear process improvement implementation. They then present ways to combat a range of complex, non-linear, and emergent organizational issues as they arise during the implementation ofTrade Review"I found What Works for GE May Not Work for You: Using Human Systems Dynamics to Build a Culture of Process Improvement to be theoretically sound, practical, and easy to read and understand. Blending traditional models and new thinking, the authors have certainly provided food for thought for those struggling to make process improvement a way of life in their teams and organizations. I believe these ideas and tools can help you build capacity for yourself, your team, and your organization to respond creatively and effectively to complex change."—From the Foreword by Glenda H. Eoyang, Founding Executive Director, Human Systems Dynamics Institute, Circle Pines, Minnesota, USA"This book is a profound shift for those seeking to implement continuous improvement efforts within their organization. The system may be suffering for many reasons—customers not getting what they want and need, organizations not getting the extra mileage out of the tremendous efforts requiring employee attention and engagement, and individuals not feeling they are making a significant difference. Process improvement efforts have been designed as linear or mechanistic approaches to fix technical problems. However, it is human interaction that accomplishes the tasks and humans are complex and definitely not linear! Solow and Fake offer a unique approach for organizations experiencing rapid change. They offer tips for beginning or re-engaging in a continuous improvement effort. Most importantly, the authors paint a picture of the dynamics which can cause derailment and offer a different language for moving projects forward. This is a ‘must-read’ book for anyone involved in Lean, Six Sigma or other process improvement initiatives."—Kristine Quade, author of Dynamical Leadership: Building Adaptive Capacity for Uncertain Times (2010)"We’d all like to think our rational, logical approaches to process improvement will work every time—but too often they don’t. Why? The world is messy, things happen we didn’t predict, and random events get in the way.This book approaches process improvement from the perspective of the world as it is, not as we wish it was. It incorporates several disciplines we typically don’t access when we’re doing process improvement: chaos theory, Lean, Six Sigma, and Human Systems Dynamics. Want to increase your success rate on process improvement? Read this book and incorporate its ideas into your approach."—Dr. Warren Wilhelm, DBA Harvard Business School, and President, Global Consulting Alliance"As an industrial statistician, I have found only half the job was finding statistical solutions to the technical problems. The other half was finding ways to enable the organization to leverage the statistical results. Unfortunately, making changes stick often is where we fail because we don’t recognize the messy reality of our situation. This book provides practical approaches to effectively implementing process improvements that adapt to the situation at hand rather than trying to fit a linear and overly specific ‘square peg’ solution into the chaotic ‘round hole’ of the real world. Solow and Fake use an effective comparison of two stories to highlight effective approaches to implementing a process improvement culture. The traditional version is so true-to-life, you will think they are writing about your organization. The adaptive change version addresses all those failure modes you have encountered in making change. Read this for a more effective approach to implementing your changes. This book will make your Lean Six Sigma efforts stick."—John V. Grice, Ph. D., Industrial Statistician, Six Sigma Master Black BeltTable of ContentsWhat?. So What?. "So What?"—Take 2. "Now What". Recommended Reading. Index.

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Book SynopsisLove, learn, let go. Three decisions. Three actions. Three habits. Together, these offer leaders insight (Leadersights) into the true nature of leadership and can create the type of workplace that can thrive in a demanding future.Leadersights: Creating Great Leaders Who Create Great Workplaces focuses on how organizations of all types can create a leader-development system that defines critical leader behaviors, provides simple techniques for building and improving the skills that drive those behaviors, and establishes a mechanism for monitoring and enforcing those behaviors. This book details how leaders can do the same for their employees; defining and promoting behaviors required for sustaining continuous change. In addition, it synthesizes current research on change, servant leadership, group and team dynamics, job satisfaction, intrinsic motivation, psychological flow, and individual self-efficacy.If you are stuck in a culture of compliance where an increasingly fTable of ContentsChallenging Times Facing Organizations. Behavior. Vision and MetaVision: Setting the Values before Setting the Strategy. Short Interval Leadership. Teams–The Most Important Structural Feature for the Future. Visual Leadership. The Role of Standardized Work. A New Suggestion System.

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Book SynopsisMarketing Planning in a Total Quality Environment is a how-to book designed for the marketing practitioner. It provides detailed information on how to prepare and implement a marketing plan based in a total quality environment.For the last twenty years, the authors, as marketing practitioners and educators, have been deeply involved in the planning processes of many corporations. This book, Marketing Planning in a Total Quality Environment, is the product of what they've learned over the years from working with these diverse corporations and their executives. The authors provide readers with each step in the total quality planning process, complete with check sheets and plan formats. After readers finish the book, they can prepare a quality-driven marketing plan that will be used and followed throughout the year--instead of becoming a shelf item.This book is for you and the many other marketing professionals who are faced with one or more of these situations: You're doing a good job, but you'd like to do even better. You're spending valuable time putting out fires. You lack time to do the things that need to be done. You're always having a hard time coordinating major marketing programs. You're faced with a major discrepancy between where you are and where you'd like to be; you've got a planning gap. You realize that you've got to offer your customers more quality if you're going to be competitive in the new market environment. You'd like to have a professional annual marketing plan--one that will be well received by management and will also keep you and your staff focused throughout the year. Because each step on how to develop a marketing plan is covered, Marketing Planning in a Total Quality Environment is ideal for presidents of smaller firms, marketing directors and planners, product managers, and planning specialists. The authors include a sample fact book which can be used to store and analyze data, planning forms which help convert data into information, and marketing plan formats which ensure that the plan will get used.Table of ContentsContentsPreface Section I: Introduction The Need to Build Total Quality Into Your Marketing Plan The Need for a Formal Marketing Plan Involvement: The Key to Successful Total Quality Planning How to Make the Plan a Living Document The “Ideal” Method” The Micron Case The Role of the Marketing Plan in the Business Plan The Marketing Planning Process--An Overview Section II: The Eight Planning Steps Step 1. SWOTs: Present Step 2. SWOTs: Present (cont.) Step 3. SWOTs Present (cont.) Step 4. SWOTs Future Step 5. Gap Analysis Step 6. Examination of Strategic Options and Strategy Selection Step 7. Strategy Documentation and Evaluation Step 8. Fleshing Out, Documenting, and Formatting the Annual Marketing Plan Section III: Retrospect and Expectation A Look Back and a Look Ahead Section IV: Appendixes Appendix A: Section 1: Forecasting Techniques Section 2: Forecasting Rules of Thumb Appendix B: How to Adjust Financial Statements for Inflation Appendix C: Fact Book Appendix D: Product/Service-Target Market Plan Appendix E: Summary Marketing Plan Notess Index

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Book SynopsisWhich is the right approach for effective continuous improvement? While much has been written on merging Lean and Six Sigma initiatives, this is the first book to detail a logical alternative - a no-nonsense strategy for maintaining the best of both initiatives without diluting either. In Using Lean for Faster Six Sigma Results, Mark Nash, Sheila Poling, and Sophronia Ward lay out the differences between Lean and Six Sigma, define the distinct power and focus of each, and detail why and how to use them together in a synchronized and complementary way. While Lean focuses on the elimination of waste, Six Sigma addresses variability and reliability. Organizations that initiate Lean early in their continuous improvement efforts create culture change, immediate results, and streamlined processes, paving the way for faster and more effective Six Sigma results. This practical, easy read shows how to choose the right projects, approach, people, and toolset to achieve bottom-line results faster. Readers will benefit from the authors' years of experience implementing Lean with Six Sigma, through detailed case studies from both manufacturing and service companies. If you are struggling with the dilemma of how to integrate Lean and Six Sigma, or deciding which approach to use, read this practical, down-to-earth book to inspire and guide your strategy. Table of ContentsIntroductionChapter 1. Purpose of a Lean or Six Sigma InitiativeChapter 2. The Power and Focus of LeanChapter 3. The Power and Focus of Six SigmaChapter 4. Lean and Six Sigma ARE Different InitiativesChapter 5. Creating the Culture for Successful ChangeChapter 6. Faster Six Sigma Results come from a Lean CultureChapter 7. Lean or Six Sigma: Applying the Right MethodologyChapter 8. The Two-Pronged Approach: Synchronizing and Six Sigma Chapter 9. Beyond Lean and Six Sigma: From Project Focused to Future Focus Improvement

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Book SynopsisThis practical guide—and popular reference—helps you evaluate the efficiency of your company's current safety and health processes and make fact-based decisions that continually improve overall performance. Newly updated, this edition now also shows you how to incorporate safety management system components into your safety performance program and provides you with additional techniques for analyzing safety performance data. Written for safety professionals with limited exposure to statistics and safety-performance-measurement strategies, this comprehensive book shows you how to assess trends, inconsistencies, data, safety climates, and training in your workplace so you can identify areas that need corrective actions before an accident or injury occurs. To help you develop an effective safety metrics program, the author includes both an overview of safety metrics, data collection, and analysis and a set of detailed procedures for collecting data, analyzing it, and presenting it. You'll examine a comprehensive collection of tools and techniques that includes run charts and control charts, trending and forecasting, benchmarking, insurance rating systems, performance indices, the Baldrige Model, and six sigma. In addition, you'll find exercises and questions in each chapter that allow you to practice and review what you've learned. All answers are provided in an appendix. Techniques and tools discussed in this book include descriptive and inferential statistics, cause and effect analyses, measures of variability, and probability. Safety metric program development, implementation, and evaluation techniques are presented as well.Table of ContentsChapter 1 Introduction Chapter 2 Managing Safety Performance Chapter 3 Safety Goals and Objectives Chapter 4 Developing Safety Performance Indicators Chapter 5 Defining Safety Metrics Chapter 6 Implementing the Safety Performance Program Chapter 7 Statistical Methods in Safety Metrics Chapter 8 Run Charts and Control Charts Chapter 9 Trending and Forecasting Chapter 10 Effective Data Presentation Chapter 11 Auditing Safety Performance Chapter 12 Behavior Based Safety Metrics Chapter 13 Measuring Safety Training Performance Chapter 14 Assessment Techniques Chapter 15 Voluntary and National Consensus Standards

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Book SynopsisWith a lack of appropriate textbooks available for the new quality management courses now proliferating at business schools, this book fills a crucial need in this growing and changing market. The authors bring a unique blend of experience to the text, including academia, consulting in manufacturing and service industries, and a strong information technology background. The text achieves a balance of both managerial and statistical coverage, with an emphasis on processes and hands-on discussion of quality tools. Case studies and extensive examples complement the text.The text is written for a management-oriented course that emphasizes the managerial aspects of quality; basic statistical tools for achieving quality are also covered. The other book by Ledolter and Burrill (Statistical Quality Control: Strategies and Tools for Continual Improvement, Wiley, 1999) can be used for an in-depth discussion of statistical tools.Table of ContentsIntroduction to Quality. History of the Quality Movement. The Value of Implementing Quality. People and Quality. Products, Processes, and Quality. Exploring the Meaning of Quality. A PROCESS VIEW OF QUALITY. The Production Process. Creating a Production Process. The Specification Process. The Design Process. The Create Process. The Examine Process. MANAGEMENT ISSUES IN ACHIEVING QUALITY. The Quality System. Establishing a Culture for Quality. Managing Quality. Quality and People Management. STABILIZING QUALITY. Stabilizing the Quality System. Managing by Facts: Data Gathering and Data Classification. Data Analysis and Data Presentation. Statistical Techniques for Achieving Quality. IMPROVING QUALITY. Quality Improvement. Quality Improvement Initiatives. Quality Innovation. CONCLUSION. Optimism for the Future: Quality Awards and Success Stories. Appendix. Index.

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Book SynopsisHere is the ultimate handbook for engineers, architects, contractors, specifications workers, and hardware managers who need to deliver products and services at a consistently high level of quality.Table of ContentsHistory and Background. ISO 9000 Family of Standards. ISO 9001 Explained. How to Plan and Implement an ISO 9000 Quality System. Auditing Quality Systems. Managing the Quality System. The Consultant's Role in ISO 9000 Registration. Case Studies. Index.

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Book Synopsisa Control self assessment is sweeping the management and auditing worlds by storm. At last we have in just one place the authoritative guide to its practical application. Until now CSA had been shrouded in too much mystery and would--be practitioners had been largely at the expensive mercies of consultants or their own trial and error.Table of ContentsTHE DEVELOPMENT OF CSA. The Rise and Rise of Control Self Assessment (K. Wade). CRSA: Current State of the Art, Its Origins and Impacts (T. Leech & B. McCuaig). Control Self Assessment: Risk Panacea or Fee Developer? (P. Tarling). Quality, Governance and Conduct are Important Control Drivers (J. Ridley). Control Self Assessment: Its Stakeholders and Beneficiaries (J. Rowson). APPROACHES TO CSA. Workshop Techniques (D. Clark). Using Control Self Assessment to Evaluate the Effectiveness of an Organisation's Control Environment (M. Reinecke). The Use of CRSA Workshops as Part of an Integrated Risk-Management Strategy (D. Gammon). A Questionnaire-based Approach: Key Internal Controls and Systems (G. Cottell). Effective Risk Management in a Complex Environment using Electronic Meetings (G. Rodgers). Facilitation Skills (A. Skelton). THE PRIVATE-SECTOR EXPERIENCE. Internal Audit's Role in Developing CSA: The Securicor Story (D. Nowell-Withers). CSA and the Audit of Formal Controls (J. Shipway). Developing Effective Controls with CSA (R. Pradhan). Embedding Control Self Assessment in the Organisation: 'SAS' - the ASDA Experience (D. Stephenson). CSA in a Financial Services Organisation (V. Kubitscheck). THE PUBLIC-SECTOR EXPERIENCE. Business Self Assessment in the Department of the Environment, Transport and the Regions (DETR) (M. Haselip). CSA in Local Government - a Study in Change (N. Cowan). Control Self Assessment - The UK Experience in Local Government: Doing it the Ashford Way (D. King). Control Self Assessment Techniques: Integrating Risk Management, Monitoring, Audit and Control (M. Dudding). In Good Health: The NHS Experience of Governance, Assurance and Self Assessment (T. Crowley). A Workshop Approach to CSA in Housing Associations (C. Greenwood). THE WAY FORWARD. Winning Hearts and Minds (S. Barlow). CSA Risk Management and Internal Audit: The Future (A. Wynne). Appendices. Further Sources of Information. Index.

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Book SynopsisDavid Shaked is a certified Lean Six Sigma Master Black Belt with many years of experience on-the-ground implementing and teaching these approaches with different organisations and functions.He is also an AI practitioner and trainer, certified by NTL, the leading organisation in the US for teaching OD practice. David founded Almond Insight, a change management consultancy which helps organizations solve business challenges in sales, marketing, finance, customer services, distribution and human resources.Trade Review"This book is the first on integrating Lean Six Sigma and Appreciative Inquiry. David does a masterful job blending the principles and processes of Appreciative Inquiry with the rigour of Lean Six Sigma to influence innovation and sustainable results in organizations. The book represents an insightful contribution to both disciplines." * Jacqueline M Stavros, Professor and Director of DBA Program, Lawrence Technological University *Table of Contents Chapter - 00: Introduction; Section - ONE: Define; Chapter - 01: Approaches to organizational change and process improvement; Chapter - 02: Strength-based approaches to change; Section - TWO: Discover; Chapter - 03: The birth of Strength-based Lean Six Sigma; Chapter - 04: The potential contribution of the Strength-based approaches to Lean Six Sigma; Chapter - 05: The principles behind the strength-based approach to Lean Six Sigma; Chapter - 06: Exploring the ‘positive core’; Section - THREE: Dream; Chapter - 07: What is Strength-based Lean Six Sigma?; Chapter - 08: The vision for a Strength-based Lean Six Sigma practice; Chapter - 09: Strength-based metrics and performance review; Chapter - 10: Approaches to Strength-based Lean Six Sigma; Section - FOUR: Design; Chapter - 11: The Strength-based Lean Six Sigma Tools; Chapter - 12: The Strength-based Lean Six Sigma process – classic frameworks with a fresh twist; Chapter - 13: A proposed design for a strength-based Kaizen event; Chapter - 14: Moving beyond frameworks and tools; Section - FIVE: Deliver/Destiny; Chapter - 15: Introducing Appreciative Inquiry to organizations practising Lean Six Sigma; Chapter - 16: Defining the topic of inquiry; Chapter - 17: Strength-based Lean Six Sigma case stories; Chapter - 18: Destiny – opening the door to the future of Strength-based Lean Six Sigma

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Book SynopsisDavid Shaked is a certified Lean Six Sigma Master Black Belt with many years of experience on-the-ground implementing and teaching these approaches with different organisations and functions.He is also an AI practitioner and trainer, certified by NTL, the leading organisation in the US for teaching OD practice. David founded Almond Insight, a change management consultancy which helps organizations solve business challenges in sales, marketing, finance, customer services, distribution and human resources.Trade Review"This book is the first on integrating Lean Six Sigma and Appreciative Inquiry. David does a masterful job blending the principles and processes of Appreciative Inquiry with the rigour of Lean Six Sigma to influence innovation and sustainable results in organizations. The book represents an insightful contribution to both disciplines." * Jacqueline M Stavros, Professor and Director of DBA Program, Lawrence Technological University *Table of Contents Chapter - 00: Introduction; Section - ONE: Define; Chapter - 01: Approaches to organizational change and process improvement; Chapter - 02: Strength-based approaches to change; Section - TWO: Discover; Chapter - 03: The birth of Strength-based Lean Six Sigma; Chapter - 04: The potential contribution of the Strength-based approaches to Lean Six Sigma; Chapter - 05: The principles behind the strength-based approach to Lean Six Sigma; Chapter - 06: Exploring the ‘positive core’; Section - THREE: Dream; Chapter - 07: What is Strength-based Lean Six Sigma?; Chapter - 08: The vision for a Strength-based Lean Six Sigma practice; Chapter - 09: Strength-based metrics and performance review; Chapter - 10: Approaches to Strength-based Lean Six Sigma; Section - FOUR: Design; Chapter - 11: The Strength-based Lean Six Sigma Tools; Chapter - 12: The Strength-based Lean Six Sigma process – classic frameworks with a fresh twist; Chapter - 13: A proposed design for a strength-based Kaizen event; Chapter - 14: Moving beyond frameworks and tools; Section - FIVE: Deliver/Destiny; Chapter - 15: Introducing Appreciative Inquiry to organizations practising Lean Six Sigma; Chapter - 16: Defining the topic of inquiry; Chapter - 17: Strength-based Lean Six Sigma case stories; Chapter - 18: Destiny – opening the door to the future of Strength-based Lean Six Sigma

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