Muutke küpsiste eelistusi

E-raamat: Peak Performance: How to Achieve and Sustain Excellence in Operations Management

(Lawrence Livermore National Laboratory, California, USA), (Millikin - S&H Consulting, Richland, Washington, USA),
Teised raamatud teemal:
  • Formaat - EPUB+DRM
  • Hind: 59,79 €*
  • * hind on lõplik, st. muud allahindlused enam ei rakendu
  • Lisa ostukorvi
  • Lisa soovinimekirja
  • See e-raamat on mõeldud ainult isiklikuks kasutamiseks. E-raamatuid ei saa tagastada.
Peak Performance: How to Achieve and Sustain Excellence in Operations ManagementSuurem pilt

DRM piirangud

  • Kopeerimine (copy/paste):

    ei ole lubatud

  • Printimine:

    ei ole lubatud

  • Kasutamine:

    Digitaalõiguste kaitse (DRM)
    Kirjastus on väljastanud selle e-raamatu krüpteeritud kujul, mis tähendab, et selle lugemiseks peate installeerima spetsiaalse tarkvara. Samuti peate looma endale  Adobe ID Rohkem infot siin. E-raamatut saab lugeda 1 kasutaja ning alla laadida kuni 6'de seadmesse (kõik autoriseeritud sama Adobe ID-ga).

    Vajalik tarkvara
    Mobiilsetes seadmetes (telefon või tahvelarvuti) lugemiseks peate installeerima selle tasuta rakenduse: PocketBook Reader (iOS / Android)

    PC või Mac seadmes lugemiseks peate installima Adobe Digital Editionsi (Seeon tasuta rakendus spetsiaalselt e-raamatute lugemiseks. Seda ei tohi segamini ajada Adober Reader'iga, mis tõenäoliselt on juba teie arvutisse installeeritud )

    Seda e-raamatut ei saa lugeda Amazon Kindle's. 

The key to success and reaching peak performance is integrating three processes to optimize business through the use of human performance improvement tools, lean thinking, operational excellence, along with a strong organizational culture as the underpinning. These components form the basis of the Peak Performance Model. The tools presented in this book, along with the case studies, demonstrate how the model is applied and integrated into company practices. Companies and organizations want to improve their performance, but many have not integrated the right tools and processes. Through the application of the Peak Performance Model, every company can achieve and sustain Peak Performance.

Preface xv
Authors xix
Chapter 1 Defining peak performance and why it matters 1(14)
1.1 Introduction
1(1)
1.2 Strategic management
2(1)
1.3 Workplace dynamics
3(1)
1.4 Peak performance model
4(6)
1.4.1 Lean
4(2)
1.4.2 Human performance
6(1)
1.4.2.1 Human behavior and emotions
6(1)
1.4.3 Operations excellence
7(1)
1.4.4 Organization culture
8(2)
1.5 The impact of behaviors on organization performance
10(3)
1.5.1 What do we mean when we refer to human behavior?
11(1)
1.5.2 Leadership behavior and style
11(2)
1.6 Organizational performance
13(1)
1.7 The peak performance model
13(1)
References
14(1)
Chapter 2 Principles of lean to optimize business outcomes 15(26)
2.1 Introduction
15(1)
2.2 Why lean?
16(1)
2.3 Evaluating the waste in the process
17(7)
2.3.1 Travel time
17(2)
2.3.2 Inventory
19(1)
2.3.3 Excess motion
19(2)
2.3.4 Waiting periods
21(1)
2.3.5 Overproduction
21(1)
2.3.6 Over-processing
22(1)
2.3.7 Rework
22(1)
2.3.8 Human capital
23(1)
2.4 Lean tools
24(14)
2.4.1 The five action-steps to lean
25(16)
2.4.1.1 Step 1 - Identify the problem
25(4)
2.4.1.2 Step 2 - Measure the targeted work process
29(2)
2.4.1.3 Step 3 - Analyze the data
31(3)
2.4.1.4 Step 4 - Improve the targeted work process
34(3)
2.4.1.5 Step 5 - Sustain process improvement
37(1)
2.5 Assessing lean principles
38(2)
References
40(1)
Chapter 3 Principles of human performance and performance modes 41(24)
3.1 Introduction
41(1)
3.2 People are fallible
41(3)
3.2.1 Active and latent errors
43(1)
3.3 Anatomy of an event
44(6)
3.3.1 Error precursors
44(4)
3.3.1.1 Task requirement
46(1)
3.3.1.2 Employee competencies
46(1)
3.3.1.3 Work settings
47(1)
3.3.1.4 Human characteristics
48(1)
3.3.2 Initiating event
48(1)
3.3.3 Latent organizational weakness
49(1)
3.3.4 Defective controls
49(1)
3.4 Organizational culture
50(1)
3.5 Human performance modes
51(11)
3.5.1 Skill-based performance mode
52(2)
3.5.2 Rule-based performance mode
54(4)
3.5.3 Knowledge-based performance mode
58(4)
3.6 Assessing Human Performance Principles
62(1)
References
63(2)
Chapter 4 Human error defenses 65(44)
4.1 Introduction
65(1)
4.2 Human error prevention
65(14)
4.2.1 Task preview
66(1)
4.2.1.1 When to utilize the tool
67(1)
4.2.1.2 At-risk practices to consider preventing
67(1)
4.2.2 Job-site review
67(1)
4.2.2.1 When to utilize the tool
68(1)
4.2.2.2 At-risk practices to consider preventing
68(1)
4.2.3 Questioning attitude
68(2)
4.2.3.1 When to utilize the tool
69(1)
4.2.3.2 At-risk practices to consider preventing
69(1)
4.2.4 Pause when unsure or uncertain
70(1)
4.2.4.1 When to utilize the tool
70(1)
4.2.4.2 At-risk practices to consider preventing
70(1)
4.2.5 Self-checking
70(2)
4.2.5.1 When to utilize the tool
71(1)
4.2.5.2 At-risk practices to consider preventing
71(1)
4.2.6 Procedure use and compliance
72(2)
4.2.6.1 When to utilize the tool
74(1)
4.2.6.2 At-risk practices to consider preventing
74(1)
4.2.7 Effective communication
74(4)
4.2.7.1 Three-way communications
75(1)
4.2.7.2 Phonetic alphabet
76(2)
4.2.8 Place-keeping
78(1)
4.2.8.1 When to utilize the tool
78(1)
4.2.8.2 At-risk practices to consider preventing
78(1)
4.2.9 Confirming assumptions
78(1)
4.2.9.1 When to utilize the tool
79(1)
4.2.9.2 At-Risk practices to consider preventing
79(1)
4.3 Human-error prevention techniques for teams
79(15)
4.3.1 Peer-checking
83(1)
4.3.1.1 When to utilize the tool
84(1)
4.3.1.2 At-risk practices to consider preventing
84(1)
4.3.2 Independent verification
84(1)
4.3.2.1 When to utilize the tool
85(1)
4.3.2.2 At-risk practices to consider preventing
85(1)
4.3.3 Flagging
85(2)
4.3.3.1 When to utilize the tool
86(1)
4.3.3.2 At-risk practices to consider preventing
86(1)
4.3.4 Turnover briefing
87(1)
4.3.4.1 When to utilize the tool
87(1)
4.3.4.2 At-risk practices to consider preventing
88(1)
4.3.5 Post-job review
88(1)
4.3.5.1 When to utilize the tool
89(1)
4.3.5.2 At-risk practices to consider preventing
89(1)
4.3.6 Project planning
89(1)
4.3.6.1 When to utilize the tool
90(1)
4.3.6.2 At-risk practices to consider preventing
90(1)
4.3.7 Problem-solving
90(1)
4.3.7.1 When to utilize the tool
91(1)
4.3.7.2 At-risk practices to consider preventing
91(1)
4.3.8 Decision-making
91(2)
4.3.8.1 When to utilize the tool
92(1)
4.3.8.2 At-risk practices to consider preventing
93(1)
4.3.9 Contractor oversight
93(1)
4.3.9.1 When to utilize the tool
93(1)
4.3.9.2 At-risk practices to consider preventing
94(1)
4.4 Human error prevention techniques for managers
94(9)
4.4.1 Benchmarking the competition and industry leaders
94(2)
4.4.1.1 When to utilize the tool
95(1)
4.4.1.2 At-risk practices to consider preventing
95(1)
4.4.2 Observation of work and behaviors
96(1)
4.4.2.1 When to utilize the tool
96(1)
4.4.2.2 At-risk practices to consider preventing
96(1)
4.4.3 Self-assessments
97(1)
4.4.3.1 When to utilize the tool
97(1)
4.4.3.2 At-risk practices to consider preventing
97(1)
4.4.4 Performance indicators and application
98(1)
4.4.4.1 When to utilize the tool
99(1)
4.4.4.2 At-risk practices to consider preventing
99(1)
4.4.5 Independent oversight
99(2)
4.4.5.1 When to utilize the tool
100(1)
4.4.5.2 At-risk practices to consider preventing
100(1)
4.4.6 Work product evaluation
101(1)
4.4.6.1 When to utilize the tool
101(1)
4.4.6.2 At-risk practices to consider preventing
101(1)
4.4.7 Change management
102(1)
4.4.7.1 When to utilize the tool
102(1)
4.4.7.2 At-risk practices to consider preventing
102(1)
4.4.8 Reporting errors and near misses
102(1)
4.4.8.1 When to utilize the tool
103(1)
4.4.8.2 At-risk practices to consider preventing
103(1)
4.5 Critical steps
103(5)
4.5.1 Task preview
104(1)
4.5.2 Pre-job briefing
104(1)
4.5.3 Procedure use
105(1)
4.5.4 How to get started using critical steps
106(2)
References
108(1)
Chapter 5 Operations excellence 109(20)
5.1 Introduction
109(12)
5.1.1 Core function one: Identify mission-critical processes
111(1)
5.1.2 Core function two: Identify mission-critical operations and activities within each mission- critical process
112(1)
5.1.3 Core function three: Establish Operations Excellence Program Elements
113(4)
5.1.3.1 Organization and administration
113(1)
5.1.3.2 Communications
114(1)
5.1.3.3 Training programs
114(1)
5.1.3.4 Equipment configuration management status and control
114(3)
5.1.4 Core function four: Implement the Operations Excellence Program
117(2)
5.1.5 Core function five: Evaluate and implement improvements
119(2)
5.2 Application of an Operations Excellence Program
121(8)
5.2.1 Core function one: Identify operations excellence mission-critical processes at the Ruby Rabbit Company
121(2)
5.2.2 Core function two: Identify critical operations and activities within each mission-critical process at the Ruby Rabbit Company
123(3)
5.2.3 Core three: Establish Operations Excellence Program Elements for the Ruby Rabbit Company
126(1)
5.2.4 Core function four: Implement the Ruby Rabbit Operations Excellence Program
126(2)
5.2.5 Core function five: Evaluate and implement improvements at the Ruby Rabbit Company
128(1)
Chapter 6 Culture: The bedrock for sustainable organizational performance 129(18)
6.1 Introduction
129(1)
6.2 Whistleblower
130(2)
6.3 Elements and attributes of culture for peak performance
132(3)
6.3.1 Trusting cultures
132(1)
6.3.2 Learning culture
133(1)
6.3.3 Safety culture
134(1)
6.4 Role of leadership in culture development and sustainment
135(4)
6.4.1 Followership in workplace cultures
137(2)
6.5 Evaluating the health of organization culture
139(7)
6.5.1 Policy and procedure reviews
139(6)
6.5.2 Focus group and individual interviews
145(1)
6.5.3 Culture sustainability strategy
145(1)
References
146(1)
Chapter 7 The peak performance model 147(14)
7.1 Introduction
147(2)
7.2 Lean
149(1)
7.3 Human performance improvement
150(1)
7.4 Operations excellence
150(1)
7.5 Organizational culture
151(1)
7.6 Integration of peak performance elements
151(1)
7.7 Application of the peak performance model
152(4)
7.7.1 Quantitative and qualitative evaluation of peak performance model functional elements
154(1)
7.7.2 Evaluation of peak performance model functional elements
155(1)
7.7.3 Collective evaluation of peak performance model
156(1)
7.8 Development of a peak performance improvement plan
156(2)
7.9 Journey to achieving and sustaining peak performance
158(3)
Chapter 8 Practitioner's guide case study: Spud's Chemical Company, LLC 161(8)
Chapter 9 The peak performance model applied to Spud's Chemical Company, LLC 169(42)
9.1 Introduction
169(1)
9.2 Qualitative evaluation of Spud's Chemical Company
169(26)
9.2.1 Lean program activities
170(5)
9.2.1.1 Lean summary
174(1)
9.2.2 Human Performance Improvement (HPI)
175(7)
9.2.2.1 Human Performance Improvement (HPI) summary
181(1)
9.2.3 Operations excellence
182(6)
9.2.3.1 Document reviews
182(1)
9.2.3.2 Interview questions and responses
182(5)
9.2.3.3 Operations excellence summary
187(1)
9.2.4 Organizational culture
188(7)
9.2.4.1 Document review
189(1)
9.2.4.2 Employee engagement survey
189(1)
9.2.4.3 Trust survey
190(1)
9.2.4.4 Organizational culture survey
190(2)
9.2.4.5 Organization culture focus-group interview
192(1)
9.2.4.6 Organizational culture individual interviews
193(1)
9.2.4.7 Organizational culture summary
194(1)
9.3 Quantitative evaluation of Spud's Chemical Company
195(11)
9.3.1 Lean
195(2)
9.3.1.1 Leadership
197(1)
9.3.1.2 Employee engagement
197(1)
9.3.1.3 Organizational factors
197(1)
9.3.1.4 Work planning and execution
197(1)
9.3.2 Human performance improvement
197(2)
9.3.2.1 Leadership
198(1)
9.3.2.2 Employee engagement
199(1)
9.3.2.3 Organizational factors
199(1)
9.2.2.4 Work planning and execution
199(1)
9.3.3 Operations excellence
199(2)
9.3.3.1 Leadership
200(1)
9.3.3.2 Employee engagement
201(1)
9.3.3.3 Organizational factors
201(1)
9.3.3.4 Work planning and execution
201(1)
9.3.4 Organizational culture
201(5)
9.3.4.1 Leadership
202(1)
9.3.4.2 Employee engagement
203(1)
9.3.4.3 Organizational factors
203(1)
9.3.4.4 Work planning and execution
203(1)
9.3.2.5 Cumulative quantitative analysis
203(3)
9.4 Spud's Chemical Company Operational Improvement Plan
206(5)
Index 211
Patricia M. Allen has over 35 years of experience in Engineering, Operations, Environment, Safety and Health, Quality Assurance, Contractor Assurance, and Human Performance. P. Allen has held various executive leadership positions in complex operations, leading large organizations in the development and implementation of integrated safety management, environmental compliance, radiological protection, industrial safety, industrial hygiene, training and procedures, quality assurance, and emergency preparedness programs. Ms. Allen has lead organizations to achieve significant cost saving by implementing Lean tools, optimizing operations, and creatively expanding the skill sets of employees to accomplish more work. Ms. Allen has a Bachelor of Science from the University of Louisville and a Master of Science, Chemical Engineering from the University of Louisville. She holds a certification as Safety Trained Supervisor, Certified Performance Technologist and qualified as a Lead NQA-1 Auditor. Ms. Allen holds a patent associated with a Mobile Slip Simulator. Ms. Allen is a member of the American Society Chemical Engineers, American Society of Safety Professional, International Society for Performance Improvement, and the National Management Association and serves on the Board of Directors for the Central Savannah River chapter.

Dr. Frances E. Alston has built a solid career foundation over the past 30 years in leading the development of, management, and of Environment, Safety, Health and Quality (ESH&Q) programs in diverse cultural environments. She has been effective in facilitating integration of ESH&Q programs and policies as a core business function while leading a staff of business, scientific, and technical professionals. She is skilled in providing technical expertise in regulatory and compliance arenas as well as determining necessary and sufficient program requirements to ensure employee and public safety, including environmental stewardship and sustainability. Dr. Alston holds a B.S. degree in Industrial Hygiene and Safety, a M.S. degree in Hazardous and Water Materials Management/Environmental Engineering, a M.S.E. in Systems Engineering/Engineering Management, and a Ph.D. in Industrial and Systems Engineering. Dr. Alston is a Fellow of the American Society for Engineering Management (ASEM) and holds certifications as a Certified Hazardous Materials Manager (CHMM) and a Professional Engineering Manager (PEM). She is an Adjutant Professor and the 2018 President for the American Society For Engineering Manager.

Emily J. Millikin has over 33 years of leadership experience in regulatory, environmental, radiation protection, and safety and health at Department of Energy (DOE) and Department of Defense (DOD) chemically and radiologically contaminated sites. Ms. Millikin has served in numerous leadership positions associated with Safety, Health, and Quality programs and managed all aspects of program, cost, and field implementation of Safety and Health, Industrial Hygiene, Radiological Control, Quality Assurance, Contractor Assurance System, Emergency Preparedness, Safeguards and Security, Occupational Health, and Price-Anderson Amendment Act Programs. Additionally, she has established and successfully led employee behavioral-based safety observation programs and successfully achieved Voluntary Protection Program (VPP) Star status. Ms. Millikin currently provides safety and health and industrial hygiene consulting services to the DOE for the Hanford Site Waste Treatment and Immobilization Plant and Tank Farms Projects and is President of Comprehensive Safety Services. Ms. Millikin earned a Bachelor of Science in Environmental Health in with double majors in Industrial Hygiene and Health Physics from Purdue University. She is a Certified Safety Professional, Safety Trained Supervisor, and certified in the National Registry for Radiation Protection Technologists.
Lisainfo e-raamatute kohta Lisainfo e-raamatute kohta
Püsilink: https://www.kriso.ee/db/97804298368936e.html
Märksõnad: