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Getting the Right Things Done: A Leader's Guide to Planning and Execution, by Pascal Dennis
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For companies to be competitive, leaders must engage people at all levels in order to focus their energy and enable them to apply lean principles to everything they do. Strategy deployment, called hoshin kanri by Toyota, has proven to be the most effective process for meeting this ongoing challenge. In his new book Getting the Right Things Done, author and LEI faculty member Pascal Dennis outlines the nuts and bolts of strategy deployment, answering two tough questions that ultimately can make or break a company's lean transformation: * What kind of planning system is required to inspire meaningful company-wide continuous improvement? * How might we change existing mental models that do not support a culture of continuous improvement? Getting the Right Things Done demonstrates how strategy deployment can help leaders harness the full power of Lean. Organization leaders at all levels and the management teams who are responsible for strategy deployment will find this book especially insightful. 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. Getting the Right Things Done chronicles the journey of the company and its President/COO, an experienced lean leader who was hired five years ago to steer Atlas in the right direction. While Atlas had already applied some basic lean principles, it had not really connected the people and business processes so that the company could dramatically improve. Atlas' challenge: "Something was missing: a way of focusing and aligning the efforts of good people, and a delivery system, something that would direct the tools to the right places." Enter strategy deployment. 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
- Sales Rank: #46598 in Books
- Published on: 2006
- Original language: English
- Number of items: 1
- Dimensions: 9.50" h x .80" w x 6.70" l, 1.10 pounds
- Binding: Paperback
- 232 pages
Most helpful customer reviews
19 of 19 people found the following review helpful.
Strategy Deployment Over Simplified?
By Mike
This is the 3rd hoshin kanri (strategy deployment) text I've read (on top of other readings). It's also the 2nd book by this author I've now read too. Having loved his "Lean Production Simplified" book, so much, I was somewhat disappointed by this book.
Pro:
+ Simple and easy to read
+ I liked his use of A3s, a topic that I have relatively little experience
+ There are interesting Socratic Method-style chapter summaries, phrased in the form of questions... nice touch
+ Good linkage to PDCA
+ Shingo Prize Winner (2008)
Con:
- No index at the back of the book (please add in next edition)
- A narrative, a style that while easy to read tends to be less informationally dense (contrast to Jackson's, "Hoshin Kanri for the Lean Enterprise").
- Limits topics to planning of goal execution like Bechtel did in "Management Compass"
- "True North" examples could be greatly improved in my view... all compasses point to magnetic North. If compass is an analogy for intuition then hoshin kanri methods help us find our way in spite of this strong, traditional/common pull to a similar, but ultimately divergent path.
- For me, offered too little on how the system might work
Bottom line: Strengths of this book may also be its weaknesses. Might be good as an introduction to hoshin kanri, but seems overly simplified to me and not to my taste. Perhaps expectations were set unrealistically high on my part given his brilliant text, "Lean Production Simplified." Hoshin is a tough topic to write about, and it still suprises me how deep this topic really is.
3 of 3 people found the following review helpful.
Good Information
By Brandon
This book is full of good ideas on how to implement and develop a business strategy (or for that matter, any group project's strategy). It has many graphics that help push that idea. It presents the majority of the information as a story of a struggling company who hires a new manager that becomes the hero by changing the management climate (by refocusing priorities). The downside to it is that there is a lot of 'fluff' in the story and the story is idealized (all the workers seem too patient and open minded, the 'hero' that brings all these ideas to the business is 'too good' at his job, etc). The story, although it does provide a good example of how to use all the information in the book, really just acts as filler between the real nuggets of gold. The information is very good, the story is a little too much.
0 of 0 people found the following review helpful.
Getting the Right Things Done
By Steven Caplinger
This book increased my knowledge of Six Sigma and A3 processes. I have attended a Six Sigma certification course as well as reading Lean Six Sigma That Works. Getting the Right Things Done uses a fictional company that was once very successful but now struggling. The book goes through the transformation of the company into lean techniques and processes which starts with the buy in from the management team. The fictional company is based on manufacturing air conditioner parts but the examples are easily transferable to other industries and services. The book is an easy read with lots of good charts and drawings to help transfer the points. This book demonstrates A3 processes which improve project management processes.
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