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The Chennai Paradox See the Process, See the Problem Extreme Immersion Paradoxes Abound Idle Time Is 95% of the Process The Wager The New Thoughtware A Hundred Year Obsession There Is a Price to Pay A Precis on How the Model Works References Apple's Little Secret Dumbest Idea in the World Innovation Is an Undependable Process Process Defined Reliable vs. Cogent (Valid) Processes The Apple Doesn't Fall Far from the Process End-To-End Process Value Smart Processes: Apple Is Not Alone The Process Mind at Southwest Airlines Process Thinking and the Process Mind Think About It Old Thoughtware Sticks Like Glue A Cautionary Tale References 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 The Toyota "Thinking" System Lean The Quality Revolution The 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 The No. 1 Root Cause Fifth-Grade Math Exposes the Problems Lessons from the Shirt Factory Simplify, Simplify, Simplify Root Cause The 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 Process Design and Respect for People Bad Process, Bad Blood Stop Riding a Dead Horse Seeing Is Believing Let's Go for a Walk The Engineering Castle Costs Reduced 44%, Time 74% Process Capability The Linchpin: Respect for People-A Right and a Responsibility Employee Rights Information, Authority, and Skills Continuous Improvement Usually Isn't References The Primacy of Process: Strategy Deployment and Financial Performance Depend on It A Plan Is Not a Strategy Process Thinking Begins with Strategy I Am Not a Strategy Guy The Primacy of Process Skills, Authority, and Information Winning Sports Requires a Process Mind One of the Most Influential Business Ideas of the Twentieth Century A 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 Performance on Purpose Three Critical Elements Entitling Your Business Process The Customer Defines the Purpose of the Process Customer Demand Defines Customer Value The Culture of Process Back to the Future How We Got Here Forty Years Later Real Demand vs. Forecasting Shareholder Value Is a Contrived Purpose The 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 Measure What Matters, Not What Is Easy It Isn't Weather Forecasting The 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? A Thoughtful Exercise What and How Are We Doing? Reference Action: Experimentation and the Scientific Method Stop Bumping and Think The Scientific Method Fear of Failure Is the Enemy The Cornerstone of Continuous Improvement Reference 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 The Freedom of Experimenting Waste, Waste, Waste ... and More Waste The 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 The 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 Carrots Aren't for Everybody If It Was Easy, Everyone Would Be Doing It The 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 Index
Phil Kirby is a recognized expert on Continuous Process Improvement. Known as "The Process Guy," Kirby has more than two decades of extraordinary operations management, business coaching, and consulting experience in all business sectors around the world. He has helped hundreds of companies of all sizes-from SMEs (small- and medium-sized enterprises) to Fortune 500s-discover their hidden treasure and save billions of dollars. His engaging presentations inspire audiences worldwide. Kirby believes your business can be not only fast, but flexible, and low cost. The secret is to focus on your process, not your product or service. He is the author of several books, including Thoughtware: Change the Thinking and the Organization Will Change Itself (Productivity Press, 1997) and The Future: You Can't Get There from Here (OTI Inc., 2004). He is the founder and CEO of Organization Thoughtware International, Inc. based in Guelph, Ontario, near Toronto, Canada.
We wanted to take our success to a new level and continue to improve WestJet's on-time performance-critical in the airline industry. Phil Kirby and new process thinking have been instrumental in helping us achieve higher performance. A must-read for anyone who wants to find the only `real' sustainable improvements in their business. -Brigid Pelino, Executive Vice President People and Culture, WestJet Airlines The Process Mind sets out the invaluable thoughtware you need to rejuvenate and revolutionize your organization. It's a must-read-you owe it to your teams! -Tony Soumas, Director-Distribution Operations and CI Strategy Consultant, Tim Hortons Inc.