This unique book is perfect for those who are internal consultants...and may not know it... recognize the value of their efforts and help them learn the skills required to optimize their performance. It explains the internal consultant's role and describes the various tasks in which they become engaged. What's more, it provides information that will enable users to improve their performance and deliver greater value. Also included is the Internal Consultant's Web of Change--a tool that will help individuals recognize their strengths and their areas that need improvement. This practical resource does more than start internal consultants on the road to improvement, it accompanies them on the journey! Upper management looking to understand internal consulting, middle tier reliability and maintenance management, and those who hold "special projects" positions will find this reference extremely useful.
- Written by a professional who "been there, done that" type of work as opposed to someone who has not lived in the organization as an internal consultant.
- Addresses 12 elements of internal consulting--those who are internal consultants can learn from this and improve their performance.
- Presents the internal consultant business case so companies can justify this position.
- Features the Web of Internal Consultant Change - a web (radar) diagram listing the 12 elements of the internal consultant and allowing readers to take a survey which will identify their strong areas, as well as areas from improvement.
About the Author
Steve Thomas has more than 35 years of experience working in the reliability and maintenance arena within the petrochemical industry. During this time, through personal involvement at all levels he has gained vast experience in strategic and tactical development and the implementation of organizational change. Coupled with a B.S. in Electrical Engineering from Drexel University and M.S. degrees in both Systems Engineering and Organizational Dynamics from the University of Pennsylvania, this experience has enabled him to add significant value to the many projects on which he has worked. In addition he has authored two books - Successfully Managing Change in Organizations: A Users Guide and Improving Maintenance and Reliability Through Cultural Change that address the critical topic of change management in a way that is easily understood and applied. He has also authored workbooks and presented numerous training classes to provide these concepts to a wide variety of audiences.
Author: Stephen J. Thomas
Table Of Contents:
Part I. Hypercompetition.
Chapter 1. Magnitude Advances In Competitive Standards And Technologies.
Chapter 2. Global Leanness -- An Unstable Phenomenon.
Chapter 3. Big Question: Does Lean Beget Financial Success? (A Short Chapter).
Chapter 4. Ultimate Trend: Improving The Rate Of Improvement.
Part II. Improvement Gone Wrong -- And Made Right.
Chapter 5. Waste Elimination, Kaizen, And Continuous Improvement: Mis-Defined And Misunderstood.
Chapter 6. The Metrics Trap.
Chapter 7. The Case Against (Much Of) Management Goal-Setting.
Part III. A Competitive Fortress.
Chapter 8. Fortress By Culture.
Chapter 9. Vengeful Numbers.
Chapter 10. Process Improvement: Stretching Company Capabilities.
Chapter 11. Unique Business Models (Big Ideas).
Part IV. What Goes Wrong: Impressive Companies And Their Weak Spots.
Chapter 12. Does Rapid Growth Put The Brakes On Lean?
Chapter 13. Losing Their Wayâ??Or Not.
Part V. Leanness: A Changing Landscape.
Chapter 14. Global "Lean" Champions: Passing The Torch.
Chapter 15. How Overweight Companies Get Lean.
Chapter 16. Flow-Through Facilities.
Chapter 17. External Linkages.
Part VI. Why Industries Rank Where They Do.
Chapter 18. Leanness Rankings For 33 Industrial Sectors.
Chapter 19. Electronics: A Metamorphosis.
Chapter 20. Motor-Vehicle Industry: Earliest But Lagging.
Chapter 21. Aerospace-Defense: OEM's Soaring, Suppliers Not.
Chapter 22. Other Industries.