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Sommario
IntroductionPart I: Building SupportChapter 1: Aggressive Management Builds a New Hartz Mountain CultureChapter 2: The Ways to Win Hearts and MindsChapter 3: Creating a New Culture Is Company's First PriorityChapter 4: Tips for Molding a Kaizen CultureChapter 5: Employees Offer Suggestions When a Process Is in PlaceChapter 6: Approach Is Key in Attempt to Make Union a PartnerChapter 7: The Really Tough Part: Selling Lean to the CEOChapter 8: Semi-Stealth Strategy Turns Top Executives into BelieversPart II: Staff DevelopmentChapter 9: Plan to Increase Your Skills InventoryChapter 10: Acquiring and Building ExpertiseChapter 11: Plan Your Search Carefully to Get the Right Lean LeaderChapter 12: Improving Hiring Processes Saves Both Time and MoneyChapter 13: Ten Critical Areas Where Supervisors Need Your Help with Culture ChangeChapter 14: Structured Program Builds Skills of Team LeadersChapter 15: Want a High-Level Job Here? You Better Learn Lean FirstChapter 16: Plastics Firm's Lean Team Is Its Source of New TalentPart III: Sustaining ChangeChapter 17: An Assessment Tool Tells You Whether Your Culture Is Lean Chapter 18: Nine Steps for Getting TPM Buy-In from Varied GroupsChapter 19: Frequent Feedback Fosters Changes in Company CultureChapter 20: A Good Day of Production Begins with a Good MeetingChapter 21: Compensation Helps Lean Pay OffChapter 22: Incentives Should Be Based on Outcomes, Not ActivitiesChapter 23: Satisfaction Yields Improved ResultsChapter 24: Integrate Your Improvement Methods if You Want Your Initiatives to Last
Info autore
Productivity Press Development Team
Riassunto
This brief volume describes an innovative activity that can be used by museum professionals to foster two key inquiry skills, asking a good question, and articulating discoveries. The authors demonstrate how the activity changed the behavior of museum visitors and taught them important inquiry skills for use in other informal education settings. Sponsored by the Exploratorium, San Francisco.
