Performance Behaviour Performance behavior

Uw organisatie heeft alle systemen, structuren en competenties in huis, maar toch behaalt u niet het maximale resultaat. Hoe kunt u dit veranderen? Met 'Performance behavior' heeft u de oplossing in handen.

Performance behavior is een unieke methode die een directe relatie legt tussen het gewenste resultaat van de organisatie en het gedrag dat nodig is om dat resultaat te behalen. Uitgangspunt daarbij is de lean filosofie die erop gericht is verspilling te elimineren zodat de productkwaliteit omhoog gaat en de kosten omlaag.

In 'Performance behavior' laat Neil Webers zien hoe u eigenaarschap en verantwoordelijkheid bij mensen kunt creëren, waardoor elk individu bereid en in staat is om zijn eigen prestatie te meten en continu te verbeteren.

De auteur gaat in op vragen als:

- Hoe kwalificeer je gedrag en koppel je dat aan presentaties?

- Hoe beïnvloed je als leidinggevende je belangrijkste resource: mensen?

- Hoe zet je verandering om in continu verbetering?

'Performance Behavior' is een update (20% nieuwe content) t.o.v. de Nederlandse editie 'Performance Behaviour' verschenen bij Academic Service (2010).

'Een boek voor wie praktisch aan de slag wil met gedrag om via gedrag bedrijfsresultaten positief te beïnvloeden. Neil deelt zijn ervaringen en aanpak op openhartige wijze, het resultaat: een praktisch boek dat aanzet tot denken, eigen gedragsverandering en resultaat!'

- drs. Angela Talen, partner 2KNOWHOW en auteur van o.a. 'Menskennis voor managers' en 'Het groot werkvormenboek'

'This is the missing puzzle piece in Lean six-sigma!"

- Professor Dr.Ing. M. Mola, University of applied sciences, Mülheim

Inhoudsopgave:

FOREWORD

PREFACE

1. WHAT IS PERFORMANCE BEHAVIOR?

1.1 Relationship between performance and behavior

1.2 From processing information towards behavior

1.3 Behavioral profiles

1.4 Organizational performances

1.5 The performance component of performance behavior

1.6 The behavioral component of performance behavior

1.7 Steering and accountability of behavior and performance

2. SAFEGUARDING THE STANDARD: STEER AND ACCOUNT

2.1 Safeguarding the standard in five routine steps

2.2 Step 1 Get the (improvement) objective focused

2.3 Step 2 Establish an execution plan that includes all standards

2.4 Step 3 Execute the plan in accordance with the standards

2.5 Step 4 Measure the result

2.6 Step 5 Confirm the result when it is equal to the objective, or steer when it deviates

2.7 Five S (5S) as example for safeguarding the standard

3. IMPROVE THE STANDARD: DEVIATION OF THE GOAL VALUE AS CONTINUOUS IMPROVEMENT TRIGGER

3.1 From safeguarding the standard to improving the standard in ten improvement steps

3.2 Step 1 Define the specific improvement objective

3.3 Step 2 Collect measurable improvement data

3.4 Step 3 Analyze the data and get the subsequent improvement information

3.5 Step 4 Map all possible solutions without ranking

3.6 Step 5 Choose the best solution(s): corrective and preventive actions

3.7 Step 6 Plan the improvement actions in detail

3.8 Step 7 Execute the improvement plan exactly as it was planned

3.9 Step 8 Measure the results of the improvement action

3.10 Step 9 Confirm the result and secure it by adjusting the daily standard

3.11 Step 10 Steer based on deviations

4. RENEW THE STANDARD: FIVE STEPS TO CREATE A BREAKTHROUGH

4.1 Control projects and solve problems

4.2 Step 1 Define: determine objective and scope

4.3 Step 2 Measure: collect data

4.4 Step 3 Analyze: identify root causes

4.5 Step 4 Improve: Identify and implement solutions

4.6 Step 5 Control: anchor and secure

5. FROM CHANGE AS A PROJECT TO CONTINUOUS IMPROVEMENT

5.1 Why organizations need to be continuously changing

5.2 Resistance to change

5.3 Changing in phases

5.4 Success factors for change

5.5 A continuous improvement culture

5.6 Lean as point of reference for continuous improvement

5.7 The development of the improvement strategy: from potential to performance

6. CONTINUOUS BEHAVIOR DEVELOPMENT

6.1 From waste behavior to performance behavior

6.2 Competencies, roles and behavioral patterns

6.3 The pitfall of the wrong priorities in performance behavior

6.4 Continuous development of behavior 1

6.5 Behavioral profile-oriented development

6.6 Continuous behavior development leads to performance

7. PERFORMANCE BEHAVIOR CHANGE MANAGEMENT AND LEADERSHIP

7.1 Towards a performance behavior organization in 8 steps

7.2 The meaning of change from different points of view

7.3 Performance Behavior and Leadership

7.4 Behavioral profiles and leadership: the performance-behavior leader

7.5 Performance-behavior leadership versus traditional leadership

7.6 Performance behavior teams

7.7 Facilitation

7.8 Influencing behavior and performance

7.9 Performance-behavior leadership and culture

APPENDIX

BIBLIOGRAPHY, REFERENCES AND LINKS

ACKNOWLEDGMENTS

ABOUT THE AUTHOR

ABOUT SOLVING EFESO