Building Engaged Team Performance: Align Your Processes and People to Achieve Game-Changing Business Results

by Starbird, Dodd; Cavanagh, Roland

• ISBN13: 9780071742269
• ISBN10: 0071742263
• Edition: 1st
• Format: Hardcover
• Copyright: 2010-10-12
• Publisher: McGraw Hill

Summary

Use ETM to harness the power of your most valuable resourceyour workforce!Building Engaged Team Performanceexplains the next wave of business improvement: Driving breakthrough gains using "the people side" of performance in productivity initiatives.Roland Cavanagh, coauthor of the bestsellingThe Six Sigma Way, and Dodd Starbird combine the principles from Total Quality Management (TQM), Six Sigma, Lean, and Socio-Tech Systems to help you harness the massive amounts of "people performance" that is not captured by process improvements alone.The result is a single, actionable, highly effective process the authors call Engaged Team Performance (ETM)a groundbreaking method proven to raise the results a workforce delivers alongside the traditional methods of process improvement. Cavanagh and Starbird show that ETM provides an organization with fully two-thirds of its potential improvement compared with one-third that traditional process improvements provide.Table of ContentsChapter 1. Engaged Team Performance at a Glance Chapter 2. A Brief History of Adventures in Business Improvement Chapter 3. From the Outside In: Understanding the Customer Experience Chapter 4. Individual Goals: What You Measure is What You Get Chapter 5. Is it Process or Performance? Both! Chapter 6. Changing Process: The GPS Story and the Power of Lean Six Sigma Chapter 7. Power to the People: Facilitation and the "Cycle of Change" Chapter 8. The Right Performance Metrics: Effectiveness and Efficiency Chapter 9. Team Goals Chapter 10. The Fluid Organization of the Future: Making the Transformation to ETP Chapter 11. A Few Words about Generations in the Workforce: Expectations, Rewards, and the Motivation to Excel Chapter 12. The New Age of Collaboration: New Paradigms in Organization and Competition Chapter 13. Eight Steps to Deploying Engaged Team Performance in Your Organization Chapter 14. Sustaining Team Performance Chapter 15. The Role of Leadership in Enabling ETP Chapter 16. Breakthrough: The Future of Engaged Team Performance

Author Biography

Roland Cavanagh is a managing partner at Implementation Partners. He spent 14 years working in engineering and management at manufacturing companies and has been hired as a consultant by GE, Sears, eBay, Sun Microsystems, and many other companies. He is coauthor of The Six Sigma Way, The Six Sigma Way Team Fieldbook, and What is DFSS?
Dodd Starbird is a managing partner at Implementation Partners has led process improvement programs for companies for a Fortune 200 financial services company, numerous large and small manufacturing firms, distribution operations, and venture capitalist investors.

Table of Contents

Acknowledgments	p. vii
Prologue: The GPS Story	p. ix
Engaged Team Performance, What and Why	p. 1
Engaged Team Performance at a Glance	p. 3
"As the Pendulum Swings"-A Brief History of Adventures in Business Improvement	p. 9
From the Outside In: Understanding the Customer Experience	p. 25
Individual Goals: What You Measure Is What You Get	p. 31
Is it Process or Performance? Both!	p. 45
Changing Process: The GPS Story and the Power of Lean Six Sigma	p. 61
Power to the People: Facilitation and the Cycle of Change	p. 77
The Right Performance Metrics: Effectiveness and Efficiency	p. 97
Team Goals	p. 117
The Fluid Organization of the Future: Making the Transformation to ETP	p. 129
Expectations, Rewards, and the Motivation to Excel	p. 143
The New Age of Collaboration: New Paradigms in Organization and Competition	p. 153
Deploying Engaged Team Performance within Your Organization	p. 161
Eight Steps to Deploying Engaged Team Performance in Your Organization	p. 163
The Path Forward	p. 187
The Role of Senior Leadership in Enabling Engaged Team Performance	p. 189
Breakthrough: The Future of Engaged Team Performance	p. 211
Appendix: The GPS Case Study	p. 217
Bibliography	p. 255
Index	p. 259
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