Read the summary and the most important questions on CAS 4.3

• 2 CAS 4.3.1

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• 4 basic conditions (price & Lawson)

  Compelling story
  Role modeling
  Reinforcing mechanisms
  Capability building

• 9 inconvenient truths (Keller & Aiken)

  1. What motivates you doesn't motivate your employees
     
  2. You're better of letting them write their own story
  3. It takes both '+' and '-' to create real energy
  4. Your leaders believe they already 'are the change'
  5. Influence leaders aren't that influential
  6. Money is the most expensive way to motivate people
  7. A fair process is as important as a fair outcome
  8. Employees are what they think
  9. Good intentions aren't enough
     

• 8 errors why firms fail

  1. Allowing too much complacency
     
  2. Failing to create a sufficiently powerful guiding coalition
  3. Underestimating the power of vision
  4. Undercommunicating the vision by a factor of 10 (or 100 or even 1000)
  5. Permitting obstacles to block the new vision
  6. Failing to create short-term wins
  7. Declaring victory too soon
  8. Neglecting to anchor changes firmly in the corporate culture

• Objection of Keller & Aiken against 4 basic conditions

  
  The inconvenient truth of human nature is that people are irrational in a number of predictable ways. The prescription is right, but rational managers who attempt to put the four conditions in place by applying their “common sense” intuition typically misdirect time and energy, create messages that miss the mark, and experience frustrating unintended consequences.

• Internal & external forces

  Internal: Changing employee attitudes, new equipment, change in composition of workforce, new organizational strategy
  External: Changing technology, economic changes, new governmental laws, changing consumer needs and wants

• Ways to raise urgency level

  Create a crisis
  Eliminate obvious examples of excess (company owned facilities)
  Send more data about customer satisfaction
  Insist that people talk regularly to unsatisfied customers

• 3 CAS 4.3.2

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• 8 types of waste (TIMWOODS)

  1. Transport
  2. Inventory
  3. Motion
  4. Waiting
  5. Over-production
  6. Over-processing
  7. Defects
  8. Skills
     

• Toyota Production System 4P

  1. Problem solving (continuous improvement and learning)
     
  2. People and partners (respect, challenge)
  3. Process improvement (flow)
  4. Philosophy (long-term thinking)

• Tracey & Wiersma competitive strategies

  Product leadership
  Customer intimacy
  Opertional excelence

• CIMM process improvement BELANGRIJK

  1. Structured: Creating a solid foundation
     
  2. Managed: Creating a continuous improvement culture
  3. Predictable: Creating stable & efficient processes
  4. Capable: Creating capable processes
  5. Sustained: Creating future-proof processes