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. Read more
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. Read more
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. Read more