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Author Kirby, J. Philip, author.

Title The process mind : new thoughtware for designing your business on purpose / Philip Kirby.

Publication Info. Boca Raton, FL : CRC Press, [2015]


Location Call No. OPAC Message Status
 Axe Books 24x7 Business E-Book  Electronic Book    ---  Available
Description 1 online resource (xxv, 279 pages) : illustrations
text txt rdacontent
computer c rdamedia
online resource cr rdacarrier
Bibliography Includes bibliographical references.
Note Print version record.
Summary This book emphatically makes the case that the new thoughtware of process thinking is imperative if you are to compete in the twenty-first century. With game-changing thinking, thought-provoking principles, and eye-opening examples, Kirby brings to life the operating intelligence of a process mind and demonstrates why process is the most innovative product you can build. The book covers the downside of old thoughtware and the upside of new thoughtware. It sets out the principles on which thoughtware operates, describes its application at every level of work, and illustrates the impact of new thoughtware with real-life examples and case reports. The author presents insights gained through decades of successful implementation of new thoughtware practices across North America, Europe, Asia, and Australia. -- Edited summary from book.
Contents Machine generated contents note: ch. 1 Chennai Paradox -- See the Process, See the Problem -- Extreme Immersion -- Paradoxes Abound -- Idle Time Is 95% of the Process -- Wager -- New Thoughtware -- Hundred-Year Obsession -- There Is a Price to Pay -- Precis on How the Model Works -- References -- ch. 2 Apple's Little Secret -- Dumbest Idea in the World -- Innovation Is an Undependable Process -- Process Defined -- Reliable vs. Cogent (Valid) Processes -- Apple Doesn't Fall Far from the Process -- End-To-End Process Value -- Smart Processes: Apple Is Not Alone -- Process Mind at Southwest Airlines -- Process Thinking and the Process Mind -- Think About It -- Old Thoughtware Sticks Like Glue -- Cautionary Tale -- References -- ch. 3 History Repeats Itself -- Unfortunately -- Five Hundred Years of Theories -- Crushing Old Allegiances -- It's Not the People, It's the Functions -- Process Thinking Is Not New -- Toyota "Thinking" System -- Lean -- Quality Revolution -- Evidence Is Underwhelming -- Program Addiction -- We Got Some Things Right -- Total Quality Management and Process Thinking -- Keep It Simple -- Simple Is Hard -- It's More than Empowerment -- References -- ch. 4 No. 1 Root Cause -- Fifth-Grade Math Exposes the Problems -- Lessons from the Shirt Factory -- Simplify, Simplify, Simplify -- Root Cause -- Imperative Is Imperative -- Upgrade the Organization's Thoughtware -- White Space -- Reshoring -- More Root Cause: No Problem Is a Dangerous Problem -- Cash Flow: The Mother of All Processes -- References -- ch. 5 Process Design and Respect for People -- Bad Process, Bad Blood -- Stop Riding a Dead Horse -- Seeing Is Believing -- Let's Go for a Walk -- Engineering Castle -- Costs Reduced 44%, Time 74% -- Process Capability -- Linchpin: Respect for People -- A Right and a Responsibility -- Employee Rights -- Information, Authority, and Skills -- Continuous Improvement Usually Isn't -- References -- ch. 6 Primacy of Process: Strategy Deployment and Financial Performance Depend on It -- Plan Is Not a Strategy -- Process Thinking Begins with Strategy -- I Am Not a Strategy Guy -- Primacy of Process -- Skills, Authority, and Information -- Winning Sports Requires a Process Mind -- One of the Most Influential Business Ideas of the Twentieth Century -- CEO Perspective -- Value Creation: Manage Workflow, Not Resources -- Inventory and Cash Don't Lie -- Interested in a 35% Reduction in Labor Costs? -- Working Capital Productivity Ratio -- Experimenting with Credit Cards -- Banking on Process Thinking -- It's Not a Matter of Technology -- References -- ch. 7 Performance on Purpose -- Three Critical Elements -- Entitling Your Business Process -- Customer Defines the Purpose of the Process -- Customer Demand Defines Customer Value -- Culture of Process -- Back to the Future -- How We Got Here -- Forty Years Later -- Real Demand vs. Forecasting -- Shareholder Value Is a Contrived Purpose -- Dangers of EOQ Thinking -- Stop Making Processes Usable and Start Making Usable Processes -- Building Variety into the Process -- Reliability versus Validity -- Targets versus Capability -- References -- ch. 8 Measure What Matters, Not What Is Easy -- It Isn't Weather Forecasting -- Navigational Scorecard -- Measures: Lead and Lag -- Purpose-Measure-Action Model -- Measuring Purpose -- Measures: Evaluation and Navigation -- Navigating the Future -- Does the Measure Incite Action on the Process? -- Thoughtful Exercise -- What and How Are We Doing? -- Reference -- ch. 9 Action: Experimentation and the Scientific Method -- Stop Bumping and Think -- Scientific Method -- Fear of Failure Is the Enemy -- Cornerstone of Continuous Improvement -- Reference -- ch. 10 How to Conduct a Treasure Hunt -- Economists Hide Problems -- Getting Started -- Step 1 See and Learn the Process -- A. Select the Process -- B. Prepare for the Treasure Hunt and Assign Roles -- C. Conduct the Treasure Hunt -- Step 2 Analyze the Current Condition -- Treasure Hunt Findings Report -- Step 3 Visualize the Target (Future) Condition -- Making a Difference -- Step 4 Experiment and Learn -- Freedom of Experimenting -- Waste, Waste, Waste ... and More Waste -- Seven "Deadly" Wastes -- Plus One -- 1. Waste of Overproduction -- 2. Waste of Defects -- 3. Waste of Conveyance/Transportation -- 4. Waste of Over-Processing -- 5. Waste of Storage (Excess Inventory) -- 6. Waste of Waiting -- 7. Waste of Motion -- 8. Policy Waste -- References -- ch. 11 Experiment: Creating a Process-Focused Organization -- Let the Experimentation Begin -- Eight-Step Methodology of Process Redesign -- From Bad to Worse -- Step 1 -- Step 2 -- Step 3 -- Step 4 -- Step 5 -- Step 6 -- Step 7 -- Step 8 -- Getting Started -- Treasures -- ch. 12 Carrots Aren't for Everybody -- If It Was Easy, Everyone Would Be Doing It -- Carrot Secret -- Technology Is Not a Panacea -- Technology Can't Replace Air Traffic Controllers -- What the Process Mind Sees -- At a Glance -- Think About It -- References.
Subject Organizational change.
Organizational behavior.
Organizational behavior. (OCoLC)fst01047801
Organizational change. (OCoLC)fst01047828
Genre/Form Electronic books.
Added Title New thoughtware for designing your business on purpose
Other Form: Print version: Kirby, J. Philip. Process mind. Boca Raton : CRC Press, Taylor & Francis Group, [2015] 9781482228953 (DLC) 2014013460 (OCoLC)868641844
ISBN 9781482228960

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