How technological change in the West has been driven by the pursuit of improvement: a history of technology, from plows and printing presses to penicillin, the atomic bomb, and the computer. Why does technology change over time, how does it change, and what difference does it make? In this sweeping, ambitious look at a thousand years of Western experience, Robert Friedel argues that technological change comes largely through the pursuit of improvement—the deep-rooted belief that things could be done in a better way. What Friedel calls the "culture of improvement" is manifested every day in the ways people carry out their tasks in life—from tilling fields and raising children to waging war. Improvements can be ephemeral or lasting, and one person's improvement may not always be viewed as such by others. Friedel stresses the social processes by which we define what improvements are and decide which improvements will last and which will not. These processes, he emphasizes, have created both winners and losers in history. Friedel presents a series of narratives of Western technology that begin in the eleventh century and stretch into the twenty-first. Familiar figures from the history of invention are joined by others—the Italian preacher who described the first eyeglasses, the dairywomen displaced from their control over cheesemaking, and the little-known engineer who first suggested a grand tower to Gustav Eiffel. Friedel traces technology from the plow and the printing press to the internal combustion engine, the transistor, and the space shuttle. Friedel also reminds us that faith in improvement can sometimes have horrific consequences, as improved weaponry makes warfare ever more deadly and the drive for improving human beings can lead to eugenics and even genocide. The most comprehensive attempt to tell the story of Western technology in many years, engagingly written and lavishly illustrated, A Culture of Improvement documents the ways in which the drive for improvement has shaped our modern world.

How does a company go from being two days away from filing bankruptcy papers to unparalleled performance in the Aerospace business? The answer can be found in this fascinating story of Aerostructures, a Chula Vista, California-based designer, manufacturer and supplier of major components and assemblies to all the major commercial aircraft manufacturers and to the world's airlines. In 1993 Rohr Industries, as it was known then, was in trouble. Business financials, income and cash flow in particular, were rendering the business unsustainable. The way the business was being run was archaic, organizational structure was cumbersome, and morale was low. Customers were very concerned, and several were preparing to exit.

Quality improvement -- Process variation -- Process standardization -- Process stability -- Process capability -- Process control -- Efficiency improvement -- A lean mindset -- Lean preparation -- Waste elimination -- Process flow improvement -- Sustainable improvements -- Creating a culture of operational excellence -- Shop floor management through structure, discipline & accountability -- Building a sustainable lean enterprise

How can a school become a place where all members of the staff are learning, growing, and working to increase student achievement? The answer lies in systems thinking and a focus on continuous improvement, two concepts that can transform staff development from something that people merely tolerate to something that they actively pursue to create lasting improvements in teaching and learning. Each chapter of Transforming Schools: Creating a Culture of Continuous Improvement is grounded in a set of operating principles that provide practical guidance to school leaders. The story of a fictional school brings the ideas to life as the characters—a school principal, teachers, and district-level administrators—experience the shifts in thinking that are necessary to transform a school into a competent system. Through their story, the reader gains a clear understanding of the six steps of continuous improvement: Identify core beliefs. Create a shared vision. Use data to determine gaps between the current reality and the shared vision. Identify the innovations that will most likely close the gaps. Develop and implement an action plan. Endorse collective accountability. Thoughtful analysis of the fictional dialogue throughout the book gives readers an understanding of the dynamic nature of change, systems thinking, and continuous improvement. And questions at the end of each chapter help readers apply key concepts to their own schools. Whether your school improvement goals are clearly defined or still in development, Transforming Schools will help you tackle the many challenges of the change process.

This book focusses on the importance of creating an internal assessment program to periodically assess the maturity of the organizations transformation journey. It discusses the best approach to designing and implementing an assessment program by answering key questions posed when people resist. The book begins with selecting the positioning of the program not as an audit but as an opportunity to review strengths and opportunities, through to selecting senior leader support to design of the program and developing the assessors. More than 10 case studies are documented to show how organizations have approached their assessment programs, lessons learned, and successes and challenges faced. The book leads the reader through the process of selling the concept and importance of transformation and Lean assessments to embed the desired behaviors within workplace culture. With many case studies, the reader is guided to design their own programs and develop their own assessors. This increases the probability of sustainability of the transformation program by focusing on and maturing the behaviors the transformation programs are trying to drive. For example, one of the most well-known assessments is the Shingo prize -- This book explains the thinking behind the Shingo model and shares examples of assessments that support it. Other examples of assessments are covered, such as process maturity, quality and business assessments.

What Works for GE May Not Work for You: Using Human Systems Dynamics to Build a Culture of Process Improvement provides new tools for managing and sustaining process improvement in today‘s complex non-linear environments and helps readers apply new, relevant theory to their own management practices. With more than 50 combined years of change manage

Lean – Let’s Get It Right!: How to Build a Culture of Continuous Improvement (978-0-367-42991-1, 340939) Shelving Guide: Business & Management / Lean Management This book addresses the root causes of why a majority of Lean transformations have not met expectations. More importantly, it provides the information needed to turn around the failure mechanisms and transform them into critical success factors. Lean – Let’s Get It Right! delves into the psychology of change and motivation and clarifies the roles and responsibility changes which are required for alignment with Lean principles. While the author includes a review of Lean principles, the majority of the book either provides more depth of understanding of the principles or highlights how misalignment can thwart Lean transformation efforts. What this provides is not only clarity, but it establishes a solid reference point or framework to guide the Lean strategy. The reader will begin to see how the principles are not simply a random set of characteristics or features of Lean, but are actually a set of fundamental beliefs on which all else is based. Though repeated throughout the book that an organization must develop the specifics of their own Lean roadmap, this book concludes with guidance on making it happen. This book, with its primary focus on people, leadership, and principles, and less so on the details of tools and techniques, can be thought of as providing the few critical missing puzzle pieces to enable an effective Lean transformation.