Sustaining Workforce Engagement: How to Ensure Your Employees Are Healthy, Happy, and Productive
By Lonnie Wilson
Contents:
Acknowledgments………………………………………………………………………..xxi
Author…………………………………………………………………………………………xxv
Preface……………………………………………………………………………………….xxvii
PART I ENGAGEMENT BACKGROUND AND THEORY
1 Background Information……………………………………………………..3
Some history of human resource improvement programs…………………….3
Why did these efforts die??…………………………………………………………….4
The bottom line to the failures……………………………………………………4
A word about “culture”……………………………………………………………………..8
Cultural design……………………………………………………………………………..9
What it the key cultural change leading indicator??…………………………..9
Cultural characteristics……………………………………………………………..10
Culture and engagement…………………………………………………………..11
Engagement and the connection to lean manufacturing and “respect for people”………………………………………………………………….11
It’s not an initiative, it’s not a project – It is cultural change……………….12
Change, it’s more like evolution than revolution…………………………….13
But don’t treat it lightly…………………………………………………………….13
Russell Ackoff would say we are attacking “A Mess”……………………13
The irony, and the power, of improving employee engagement
through cultural change……………………………………………………………14
Employee engagement, its impact on business performance……………… 15
The Gallup data………………………………………………………………………….16
The business opportunities of improved engagement…………………16
Business behaviors that are engagement “killers”………………………………17
Is this conscious behavior or not??………………………………………………..18
How does the dysfunctional culture play out at the
behavioral level?………………………………………………………………………….18
The science and the data used in this book……………………………………..21
2 History and Current State…………………………………………………..25
Engagement, are you aware of it?…………………………………………………….25
The concept of engagement…………………………………………………………25
Just what is this common (mis)understanding??……………………………..26
However, there are some metaphors we can explore to show
“a passionate commitment”………………………………………………………26
The danger of “too many details”……………………………………………..27
History of engagement……………………………………………………………………28
It has been a valued trait forever – even if we did not know
what to call it……………………………………………………………………………..28
What’s different…………………………………………………………………………..28
Before the Industrial Revolution … craft production…………………..28
Taylorism becomes an industrial norm – Worker thinking is
discouraged…………………………………………………………………………….30
Engagement – Current levels……………………………………………………………31
The Gallup data………………………………………………………………………….31
Engagement by company size…………………………………………………..33
Engagement levels in manufacturing………………………………………………..34
Data from the scientists and scholars…………………………………………….34
Data from others, most notably Gallup………………………………………….34
The Gallup results on engagement in manufacturing –
Summarizing their hard data………………………………………………………..36
3 Engagement Theory – A Top-Down Perspective…………………….39
This engagement stuff … Where did it all start?………………………………..39
An effort to make psychology more balanced … was initiated……….40
Kahn’ s work catalyzed the “ top-down” interest in engagement………….41
Kahn’ s Work ……………………………………………………………………………….41
Kahn’ s conclusions in simple terms…………………………………………..42
Schaufeli, Salanova, Gonzalez-Roma and Bakker’ s work… ……………..43
My opinions on these two theories as “ helpful tools” to drive to a
fully engaged workforce………………………………………………………………….44
Schaufeli on “ positive, fulfilling, work-related state of mind” ……….45
Engagement – Worker and workplace health…………………………………….45
Prior work on positive effects experienced by engaged workers……..46
Issues amongst the scholars…………………………………………………………….47
They can’ t reach a common understanding on the definition of
engagement………………………………………………………………………………..47
A word about constructs…………………………………………………………..47
Trait or state or ???……………………………………………………………………48
Other engagement stratifications……………………………………………….49
The theories seem to take some intellectual “ detours” ………………..49
Why the “ detours” to the basic theory are just that, detours………..54
4 Issues with The Theory……………………………………………………..57
The scholars and the practitioners … Two different perspectives………..57
Scholars and their “top-down” look………………………………………………57
The business practitioners and their “bottom-up” look…………………..58
The businessmen want “it”… regardless of what “it” is, as long
as “it” helps……………………………………………………………………………..58
The disconnect……………………………………………………………………………58
Once again Dr. Deming hit the nail on the head …
(see sidebar)…………………………………………………………………………….60
What the scholars know that the practitioners should know –
Engagement is the natural state…………………………………………………….61
Just why has management forgotten that??…………………………………61
Regardless … they share some commonalities…………………………………..63
What is everyone missing??……………………………………………………………..64
The special case of the Gallup survey and data………………………………..67
There is a concern that the Gallup data is not even
engagement data ……………………………………………………………………….67
The Gallup Q12 does not directly measure the engagement
construct…………………………………………………………………………………68
Some more background on the Gallup Q12………………………………..70
Another possible explanation to the engagement connection………71
The “bottom line” to the Q12 survey and its data……………………………….72
General data … Its value to me as a consultant……………………………..72
Overall value judgments from bulk data……………………………………….72
More stratified data are helpful…………………………………………………72
Using the Gallup Q12 to make meaningful business
comparisons in a plant……………………………………………………………..73
The bottom line………………………………………………………………………….75
Two big problems – The data and crazymaking………………………………..75
Data quality … No standards, variation gone wild…………………………75
Strangely enough, it might still be “good enough”………………………….76
Now for the real crazymaking … Comparisons……………………………..76
Your way out of the crazymaking … Managers beware!!………………..77
Gallup supports this position……………………………………………………78
The conundrum……………………………………………………………………………..78
So how do we break the conundrum?…………………………………………..80
A simple choice ……………………………………………………………………. 81
5 Toward a Practical Definition……………………………………………..83
A simple working definition…………………………………………………………….83
An example of “engagement in action”………………………………………….84
Policies, rules, procedures and approvals galore tend to reduce
engagement; unnecessary ones, kill engagement………………………..84
Engaged people do the right things, in the right way, at the right
time and for the right reasons………………………………………………………….87
So what’s wrong with that definition? … Sounds pretty good to me…….88
A better metaphor for engagement…………………………………………………..88
First, the refinery manager and my discussion with a colleague………88
Second, leading with intent………………………………………………………….89
The metaphor … An engaged worker will act like she owns the
business……………………………………………………………………………………..90
Regarding the accuracy of this metaphor……………………………………90
What data do we have to support this metaphor??………………………91
Just how useful is this metaphor??……………………………………………..92
The simplicity of the metaphor; the complexity of achieving it…………..92
PART II MANAGEMENT BASICS
6 Management 1.0, 2.0 and 3.0………………………………………………97
The importance of the manager………………………………………………………97
Strong, effective management; where does it start?…………………………….99
Management evolution…………………………………………………………………..100
There were harbingers, wise ones………………………………………………100
The most direct harbingers…………………………………………………….. 101
My position on these harbingers……………………………………………..102
Then there was management lethargy, indifference and
resistance to change until …………………………………………………………103
What is Management 1.0?…………………………………………………………..104
What is Management 2.0?…………………………………………………………..106
What is Management 3.0?…………………………………………………………..108
Problems with Management 2.0………………………………………………108
Management 3.0…………………………………………………………………….109
A transformational management system and the “The Critical
List of Six”…………………………………………………………………………….. 112
Management 3.0, Japanese management and the List of Six……… 114
The story of the Theta cell……………………………………………………………. 116
From Management 1.0 to Management 3.0 and the results……………. 117
What else happened in the plant, in addition to the huge
productivity improvements?……………………………………………………. 119
Theta cell – Summary…………………………………………………………….120
7 Management and Leadership – The Basics………………………….123
Managers, in the worst way, want engagement………………………………..123
What is the common denominator to supplying all these needs
and doing it well?………………………………………………………………………124
So just what is the problem??…………………………………………………..124
I think they are wrong … very wrong……………………………………..125
The reality…………………………………………………………………………….125
Just why does management work to discourage engagement??…………126
Misunderstanding of the concept of engagement………………………….126
Misunderstanding of “the need for the engagement of managers”…..127
Misunderstanding of the concepts of motivation………………………….128
Management’s role: What are we talking about?………………………………128
There is an increasing need for leadership skills………………………….129
The past decades have emphasized management over
leadership as the key skill set………………………………………………….129
Times are changing rather dramatically……………………………………130
Is more leadership all we need?………………………………………………130
The Six Skills of Lean Leadership…………………………………………………..132
The importance of the management team’s behavior……………………….133
Just what must the management team do??……………………………………..134
Getting work done through others……………………………………………..134
Two realities managers need to deal with……………………………………134
It’s all about being successful……………………………………………………..135
Supervision … The most basic task of management…………………….135
The umbrella task of all supervisors … to create an
environment where it is conducive to produce…………………………136
Situational leadership…………………………………………………………………….138
The underlying premise of situational leadership…………………………138
Task behavior – The X-axis…………………………………………………….139
Relationship behavior – The Y-axis………………………………………….140
Situational leadership styles…………………………………………………….140
The issue of supervisory responsibility – to Hersey…………………..140
Toshi on supervision……………………………………………………………… 141
The essence of situational leadership………………………………………….. 141
Knowing the people……………………………………………………………… 142
Knowing the work………………………………………………………………… 142
PART III THE SIX ECLECTIC MANAGEMENT SKILLS
8 Management and Leadership – The Two Lost Skills…………….. 147
The first lost skill – Technical competency among management………. 147
The case of the MBA gone awry………………………………………………… 147
Where can we find managerial teams with high levels of
technical competency?………………………………………………………………. 149
Who, in my database, has high levels of technical competence
in the management ranks?……………………………………………………… 150
What are the issues?………………………………………………………………….. 150
Toshi’s perspective on the importance of managerial
competency – The needs of the people……………………………………… 151
The typical “shift” a manager makes as he becomes gemba
focused………………………………………………………………………………… 151
The effect of distance management……………………………………………. 152
Distance management, Toyota and Genchi Genbutsu………………. 154
Distance management and false economies…………………………….. 155
Wrapping up managerial technical competence…………………………… 156
The second lost skill – Delegation…………………………………………………. 157
What is delegation???…………………………………………………………………. 158
The power of delegation……………………………………………………………. 158
When to delegate??……………………………………………………………………. 158
The typical management errors in delegation……………………………… 159
Work assignment versus work delegation………………………………… 159
The elements of delegating work…………………………………………….160
Hoshin Kanri as a form of delegation………………………………………163
An example of poor delegation……………………………………………….163
A lesson in good delegation … A much-needed trait,
but in short supply…………………………………………………………………164
Why is this type of delegation not the norm??…………………………. 167
Technical competence, delegation, autonomy and employee
engagement……………………………………………………………………………… 167
The “kryptonite” to creating a fully engaged workforce –
Micromanagement…………………………………………………………………………168
What’s at the root of micromanaging…………………………………………..168
Organizational issues fostering micromanagement……………………….169
How to create micromanagement – on steroids………………………..169
Supervisory issues fostering micromanagement……………………….. 170
Micromanagement and trust…………………………………………………… 171
Micromanagement and the persona – The pretenders………………. 171
Situational leadership, micromanagement, intrinsic motivation
and leader standard work………………………………………………………….. 172
9 Management and Leadership – The Two New Skills……………. 175
The first new skill – Creating a learning, teaching and
experimenting culture…………………………………………………………………… 175
What does a learning, teaching, experimenting culture
look like??………………………………………………………………………………… 176
Just where is the teaching, learning and experimenting
occurring?……………………………………………………………………………..177
What are the key technical topics to train on first?………………………. 178
Kaizen activity………………………………………………………………………….. 178
Management kaizens……………………………………………………………… 179
Deeper problem solving is needed to learn………………………………… 179
Single-loop learning……………………………………………………………….180
The need for introspection……………………………………………………..180
Double-loop learning……………………………………………………………..180
Practicing PDCA………………………………………………………………………..181
Acting on the results and the means………………………………………..182
PDCA and it imposters ………………………………………………………….182
PDCA and prediction……………………………………………………………..183
The hazards of experimenting…………………………………………………185
Kaizens and PDCA and risk……………………………………………………….186
JIT Training………………………………………………………………………………186
JIT training and questioning …………………………………………………..187
Growth and failure…………………………………………………………………188
The second new skill – Behavioral modeling………………………………….189
Why is modeling so important?…………………………………………………..190
The anatomy of modeling – Social learning theory…………………..190
Too much imitation……………………………………………………………….. 191
The key factor in modeling…………………………………………………….. 191
10 Management and Leadership – The Two Key Skills……………..193
The third new skill – Promoting and participating in mentoring………. 193
What supervisory work are you doing to maximize the
development of your people?…………………………………………………….. 193
Five-year business growth and staffing plan…………………………….. 194
Job succession planning…………………………………………………………. 194
Individual performance planning (IPP)……………………………………. 194
Individual five-year growth and development planning……………. 195
Leader standard work (LSW)………………………………………………….. 195
Why is that not enough??…………………………………………………………… 195
We need mentoring…………………………………………………………………… 195
Mentoring misunderstood?………………………………………………………196
What is mentoring??……………………………………………………………….. 197
What should the management team do
to promote mentoring?……………………………………………………………200
The fourth new management skill – Inquisitiveness
and Integration……………………………………………………………………………..200
You first must cover the “ givens” ………………………………………………..201
Toshi helped me out – I found this trait several years ago,
by pure luck. It is inquisitiveness and integration instead of
advocacy and admiration……………………………………………………………201
What do I hear from other senior managers??…………………………..202
What is the typical reality?………………………………………………………203
Strategic planning – A contrast in management techniques, a
cultural example………………………………………………………………………..203
Company A – HK planning done right…………………………………….203
Company AJ – Pseudo-HK planning………………………………………..204
The contrast…………………………………………………………………………..206
Inquisitiveness and integrity manifest on the plant floor, at the
work cell…………………………………………………………………………………..207
Background on this plant……………………………………………………….207
Background on the Theta cell…………………………………………………207
The kaizen event……………………………………………………………………208
Kaizens galore……………………………………………………………………….209
We reflect on the all the kaizens…………………………………………….. 210
The cell productivity continues to improve……………………………… 210
The Theta cell … Summarizing………………………………………………. 211
Inquisitiveness and integration at three different levels:
individual; at the cell; across the entire plant……………………………….212
Why is inquisitiveness and integration so powerful?……………………..213
Why is this trait not “ just how we do things around here” ?………….. 214
Japanese on inquisitiveness and integration………………………………… 215
Hansei………………………………………………………………………………….. 215
Nemawashi…………………………………………………………………………… 215
The relevance of hansei and nemawashi…………………………………. 216
Inquisitiveness and integration – Wrapping up……………………………. 216
PART IV THE ROLE OF MOTIVATION IN ENGAGEMENT
11 On Motivation…………………………………………………………………221
Motivation…………………………………………………………………………………….221
So why don’t managers have a better grasp on
motivational concepts?……………………………………………………………….222
Why study motivation??………………………………………………………………223
Applicability of motivational theory…………………………………………….224
Types of motivation…………………………………………………………………..225
Maslow on motivation – His hierarchy of needs………………………………226
The theory………………………………………………………………………………..226
Additional thoughts on Maslow’s hierarchy………………………………….227
Preconditions…………………………………………………………………………227
Level five – The need for self-actualization………………………………227
The appropriate management response to Maslow’s theory……….229
Herzberg on motivation – His two-factor theory……………………………..230
The theory………………………………………………………………………………..230
The “motivators”…………………………………………………………………….231
The “hygiene factors”……………………………………………………………..231
“Not a lawyer but a teacher I should be …”……………………………..232
More on Herzberg……………………………………………………………………..235
The appropriate management response to Herzberg’s theory………..236
Proper uses of “hygiene factors”…………………………………………………237
McGregor’s Theory X and X…………………………………………………………..237
The irony uncovered by McGregor……………………………………………..238
The appropriate management response to McGregor’s theory……….240
Motivation, and the role of management…………………………………………240
Three management rules on motivating the workforce…………………241
Rule number one – Don’t try to motivate people………………………241
Rule number two – Don’t demotivate the workforce…………………242
Rule number three – Manage to sustain this motivation…………….247
12 Intrinsic Motivation…………………………………………………………249
Intrinsic motivation – The basics……………………………………………………249
Intrinsically motivated behaviors we have in common………………….250
The concept of “flow”……………………………………………………………….. 251
What is the relevance of “flow” psychology to engagement in
the workplace?………………………………………………………………………. 252
Self-determination theory…………………………………………………………..257
The key role of autonomy………………………………………………………258
An example of the autonomy spectrum……………………………………259
Is SDT compatible with, and reinforcing of, other theories??………261
One more thing … Meaningfulness…………………………………………261
Motivation, creativity and a fully engaged workforce……………………….264
Intrinsic motivation, extrinsic motivation and creativity………………..264
Intrinsic motivation and engagement……………………………………….265
Motivation and the “big question”…………………………………………………..266
The correct question………………………………………………………………….266
PART V CREATING A FULLY ENGAGED WORKFORCE
13 Systems and Systems Thinking…………………………………………271
Systems………………………………………………………………………………………..271
What is a system??……………………………………………………………………..271
Systems have some very distinctive properties………………………….272
System elements…………………………………………………………………….273
What is “not a system”?……………………………………………………………… 274
Systems thinking………………………………………………………………………. 274
Linear thinking………………………………………………………………………275
Uniqueness of systems thinking?……………………………………………..276
The “key” paradigm shift in systems thinking…………………………..277
Other issues to consider in systems thinking……………………………278
Our system – the simplified view……………………………………………….279
Systems are described and studied using systems diagrams………….280
14 System Dynamics and Engagement……………………………………281
Our system of engagement…………………………………………………………….281
Returning to our definition of a system……………………………………….281
The simplified view…………………………………………………………………..282
Engagement system elements…………………………………………………………282
Stocks……………………………………………………………………………………….282
Flows………………………………………………………………………………………..282
Actions……………………………………………………………………………………..283
Interconnections………………………………………………………………………..283
Delays………………………………………………………………………………………284
Feedback………………………………………………………………………………….284
The dynamics of creating a fully engaged workforce – The players
and the purpose……………………………………………………………………………285
Who are the players?………………………………………………………………….285
The stocks………………………………………………………………………………..286
Who’s engaged and by how much??…………………………………………286
What’s our purpose and how large is our challenge?……………………287
The disengagement loop……………………………………………………………287
The default nature of the disengagement loop………………………….289
The inherent power of negativity………………………………………………..290
The presence of negativity………………………………………………………291
What are the limits on negativity and positivity??………………………292
The “imbalance” that grossly favors the negative………………………293
The needed shift……………………………………………………………………293
How to manage the negativity and the positivity…………………………….294
The linear approach…………………………………………………………………..294
Problems with the linear approach………………………………………….295
Systems thinking and counterintuitive behavior of systems and
people………………………………………………………………………………………295
First, most systems respond counterintuitively………………………….296
Second, since system response is often counterintuitive,
more often than not, to improve the system, most
managers work on the wrong parts of the system…………………….297
Third, since system response is often counterintuitive, to
improve the system, even after they have found the correct
spot, more often than not, managers push in the wrong
direction………………………………………………………………………………..297
The proper way to deal with this issue of negativity…………………….299
And what are those actions??…………………………………………………..300
The engagement loop……………………………………………………………………300
The elements to the engagement loop…………………………………………301
Closing the loop … The cultural network……………………………………302
The communications issue … Pay very close attention!!…………….302
The reality management must accept……………………………………….304
A huge communications paradigm shift is needed…………………………..305
Now we are on our way to a fully engaged workforce…………………305
15 Activating the Engagement System…………………………………….307
Getting full engagement – We will need three large
cultural changes……………………………………………………………………………307
Precursor no. 1 – Addressing three operational modes and
making “normal” normal……………………………………………………………308
Normal Mode…………………………………………………………………………308
Normally not normal mode … (see sidebar)…………………………….309
Abnormal mode……………………………………………………………………. 310
The countermeasures that create “normal mode”……………………… 311
Precursor no. 2 – Creating the “new normal”, a culture of
continuous improvement…………………………………………………………… 312
The countermeasure to making “normal” normal…………………….. 313
Some kaizens are more impactful than others…………………………….. 313
Precursor no. 3 – They need to know the context of
the business……………………………………………………………………………… 315
Activating the engagement loop…………………………………………………….. 316
The Basics and Beyond…………………………………………………………….. 317
Activating the Five Basic Elements………………………………………….. 318
Going Beyond the Basics – Five other elements…………………………..322
Hoshin Kanri (HK) planning…………………………………………………..323
Don’t miss both the emotional and intellectual impact on
engagement when everyone plans…………………………………………..323
Information sharing on a continuing basis……………………………….324
Leader standard work (LSW)…………………………………………………..325
High-quality supervision…………………………………………………………327
Visual feedback systems – Transparency……………………………………..327
The concept of transparency…………………………………………………..327
The purpose of transparency………………………………………………….328
The “scoreboard” metaphor…………………………………………………….328
Motivational power of transparency…………………………………………329
Transparency and secrets………………………………………………………..330
The Intrinsic Motivational Loop – Its structure……………………………..332
The concept of meeting the intrinsic needs……………………………..332
The elements to the IML…………………………………………………………333
The Intrinsic Motivational Loop – Its inherent power……………………336
So how can management turn this powerful knob to
improve the motivation…………………………………………………………..337
Challenge………………………………………………………………………………….339
Activating the engagement loop and the role of management—
Especially the supervisor……………………………………………………………….340
What kind of management is needed???………………………………………341
The special role of the first line supervisor………………………………….342
Just how important is the first line supervisor?…………………………342
But what is really happening in the workplace??………………………….344
How does Toyota develop supervisors?……………………………………344
The needed structure at the floor level………………………………………..345
Two large problems … created by the structure……………………….346
16 Completing the Engagement System………………………………….349
We have been making great progress …………………………………………..349
Why is this not enough??……………………………………………………………350
What’s the problem??………………………………………………………………350
At this point, it is up to the management team to respond………..350
Management feedback systems……………………………………………………… 351
The power of feedback……………………………………………………………… 352
Lack of feedback is harmful………………………………………………………. 353
Workers “not knowing”………………………………………………………….. 353
What is “typical” feedback?…………………………………………………………354
Why is this inadequate?………………………………………………………….354
Visual feedback techniques – Transparency………………………………… 355
The role of management…………………………………………………………356
Behavioral feedback techniques………………………………………………….356
Management “walking the talk”………………………………………………357
More on the need for supervisory skills-relatedness issues………..361
Trust in management……………………………………………………………..362
How management shoots itself in the foot, damaging trust…………..368
Creating bureaucracy………………………………………………………………368
Acquisitions, spin offs, reductions in force and restructuring……..369
Management bonuses……………………………………………………………..369
Management distrust of other managers…………………………………..370
Some unfortunate but real issues you’ll need to address
in creating trust……………………………………………………………………..371
Trust, as a major problem … Some uniqueness……………………………371
What should management do about trust issues in their
organizations…………………………………………………………………………372
The power of positivity and the essence of good management
feedback…………………………………………………………………………………..373
PART VI IMPROVING ENGAGEMENT
17 Engagement and Your RES……………………………………………….377
Improving engagement………………………………………………………………….377
“Turning the knobs” – Simple to discuss, but a little more
complicated to do……………………………………………………………………..378
The “key knob”…………………………………………………………………………379
What is the meaning of this correlation??…………………………………….380
The concept of the Residual Engagement Strength…………………………..381
Calculating the Residual Engagement Strength (RES)…………………….381
Getting the data for the HLP Grid……………………………………………….382
The kaizen factor……………………………………………………………………383
Calculating the transparency factor………………………………………….383
Information at the cell, in the worker’s line of sight………………….384
Information at the Information Center……………………………………..386
Getting the value for transparency…………………………………………..386
Calculating: Management walking the talk; supervisory
feedback strength; and trust……………………………………………………387
Plotting data on the High Leverage Point Grid……………………………..387
The RES calculation……………………………………………………………….387
Two case studies……………………………………………………………………….388
Case study no. 1 – Early gains and then loss of management
focus and support, Company AI……………………………………………..388
Case study no. 2 – Engagement improvement done well,
Company F……………………………………………………………………………392
18 The Action Plan………………………………………………………………403
Get prepared………………………………………………………………………………..403
What not to do………………………………………………………………………….405
Ok then, what do we need to do?………………………………………………405
But where do we start??……………………………………………………………..406
Often this is a tough pill for management to swallow……………….407
If acceptance is tough, executing the change is even more so……408
Better management preparation is required…………………………………408
Interactive teaching………………………………………………………………..408
Group discussions………………………………………………………………….409
Gemba walks………………………………………………………………………… 410
In-field coaching……………………………………………………………………. 410
Creating and executing the plan……………………………………………………. 410
Find a skilled change agent – an outsider for sure………………………. 410
Complete your first engagement survey………………………………………. 411
Analyze your engagement survey, create action items………………. 411
Taking action………………………………………………………………………… 416
Continuously improve……………………………………………………………. 417
19 Final Thoughts………………………………………………………………..419
The power of employee engagement…………………………………………….. 419
It’s a joy to see it evolve………………………………………………………………..420
It is never easy……………………………………………………………………………..420
It takes a high level of management courage and trust…………………421
And what if you are the advisor in this cultural change?………………421
Just how do you walk that tightrope??……………………………………..422
The role of management in summary format ………………………………..424
A final word…………………………………………………………………………………424
Appendix A: The Six Questions of Continuous Improvement……..427
Appendix B: Article on Engagement………………………………………..429
Appendix C: The Toyota Way, 2001: Toyota Motor Corporation,
April 2001……………………………………………………………………………435
Appendix D: Key Paradigms Discussed……………………………………439
Appendix E: The Five Tests of Management Commitment…………..443
Appendix F: HK planning simplified……………………………………….445
Bibliography…………………………………………………………………………447
Index…………………………………………………………………………………..451