In his book Whole Business Thinking: Executive Management (WBT – EM) :A GUIDE TO EXCEPTIONAL BUSINESS PERFORMANCE, Robert S. Block explains how to create sustainable business growth.
Whole Business Thinking is the way to create solid growth in your company. It requires real-time information flow. He explains the difference between Silo Thinking and Whole Business Thinking. He helps the business owner to understand the benefits of Whole Business Thinking. Silo focused thinking results in the establishment of departmental policies and procedures and the purchase of systems without regard for the policies and procedures and systems used by other divisions or departments. Communication barriers grow and inefficiencies become the norm and accepted as “part of corporate life.” It is clearly the source of a lot of the discord in company employees. Whole Business Thinking: WBT requires real-time information flow among all departments at virtually every level.
The chapter on Centralized vs. Decentralized management is crucial to the plan. Centralized management is a form of management wherein most decisions are made by a relatively small group of people located at the company’s headquarters. Centralized management implies centralized data systems to support management decisions.
If you are the type of person who has finds balance sheets difficult, then this book will be a refreshing introduction to the basics you need. Block’s pragmatic yet expansive approach to management makes it easy to follow. This is the perfect read to go into the new year of 2014.
Robert Block is the author of Whole Business Thinking. With 20+years of experience running and consulting with medium to large businesses plus over 200 patents to his name, Robert has gained a unique insight in to what really makes a business tick.
Principle 1: WBT is a way of looking at the changing business environment.
Whole Business Thinking systematically engages the real-world facts of accelerating change
Get a free book sample here http://bdash.ca/?url=MTE3Njk3MA
How to make Gemba work in the best possible manner?
Gemba can be described as one of the most popular terms in the lean community. The word Gemba stands for ‘real place’ and a comprehensive method of approach is absolutely essential to make it work in the best possible manner. First of all, a business leader or manager should have a deep curiosity to know what is actually happening and there is no place for any imagination or assumption as far as Gemba is concerned. The focus will always be on what is actually going on.
Secondly, this process demands direct observation skills to assess how the work is performed and clear cut understanding about the existing reality of a particular situation will help businesses take the right remedial steps to ensure optimal performance. Respect for workers can be described as the third aspect and the manager or supervisor goes to the floor where work is performed to engage people directly. It clearly demonstrates the theory of respect for workers.
In order to make Gemba work in the best manner, the purpose should be identified and it can be said without any doubt that getting started without a purpose will not bring the desired results. People should understand what Gemba is all about and the key is to find out the point of activity. Gemba can be applied wherever the activity is performed and this understanding will help people make it work effectively. Observation should be done with the help of a framework and such an approach will help business people digest, analyze and communicate what they observe.
Validating the conclusions is another important aspect to make Gemba highly successful and things that cannot be seen on the surface should be found out with objective observation and analysis. Such an approach will represent the reality at its best and as a resultant factor; Gemba will become highly effective and result oriented as well.
Why do some companies show reluctance to implement kaizen events?
A huge number of business organizations have realized the amazing benefits involved with Kaizen. Still, some businesses show hesitation to utilize kaizen events because they think that such events take away a team of employees from their “actual jobs” for three to five days at a time. Certain companies decide to replace kaizen events with projects assigned to 1 or 2 individuals. This approach will not bring the desired results because it does not contain substantial participation and buy-in and, they will come to the conclusion that kaizen events cannot be implemented in their business organization.
It can be described as a wrong perception and the perceived ‘lost time’ of the employees can be compensated with the help of properly planned and implemented kaizen events. When a company implements this method in the proper manner, they are going to increase their productivity and many of the day-to-day problems can be solved permanently as well.
Since kaizen events can be described as 3 to 5 day breakthrough events and they include a wide variety of activities. The first one is known training and the second step is to define the problem/goal of the company. Thirdly, the process of documenting the current state will be performed and the next one is all about brainstorming and developing a future state. The implementation process will take place in the next stage and a follow-up plan will be designed during the next phase. The other two activities are presentation of results and celebration of success and, with these two activities, kaizen events will reach a full circle.
The entire process can be implemented in a wide variety of situations to find permanent solutions and in order to target the correct areas for improvement, Kaizen events are being planned using value stream mapping. It can be said without an iota of doubt that correct implementation of kaizen events will bring the desired results and the reluctance shown by companies is mainly because they have not made any efforts to understand this concept in a detailed manner.