Hope Is Not a Strategy: Simple Solutions for Doing Business in the 21st CenturyLEADERSHIP, its roles and the responsibilities of the position PROCESS and the importance of its effectiveness to all LEADERS That's what "HOPE IS NOT A STRATEGY" is about and what makes it different than the other leadership books on the market today. Just because you are in a leadership position does not anoint you as an effective leader. Having an understanding of the roles and responsibilities of the leadership continuum, and knowing how to effectively navigate through the challenge of setting a direction for an organization while providing the road map to get there is what makes the difference between success and failure. "HOPE IS NOT A STRATEGY" provides tools needed for this process Whether you are leading a Fortune 500 organization or are an entrepreneur you need effective processes that are the "how to's" to support your vision/mission, and strategy "HOPE IS NOT A STRATEGY" is about changing the way you think and the outcome you can expect in your business venture. Theodore V. (Ted) Gee Jr. is a proven leader, with global experience in multiple business environments that has operated at the direct, operational and strategic levels of leadership. He has been highly successful leading in various Fortune 500 companies where change, start ups, and growth opportunities were in great demand. He served as an officer in the United States Army, and then worked his way up the corporate ladder from front line production supervisor, to Chief Operating Officer and as a President within a multibillion dollar industry pacesetter. |
Contents
The Organizational Journey | 41 |
SIX SIGMA ACRONYMS | 118 |
LEAN METHODOLOGIES | 125 |
LEAN FORMULAS OR CALCULATIONS | 131 |
END NOTES | 137 |
Other editions - View all
Hope Is Not a Strategy: Simple Solutions for Doing Business in the 21st Century Ted Gee Limited preview - 2008 |
Common terms and phrases
AAR process accountability achieve Action Review addressed alignment areas assessments begin black belts business operating system business unit communication continuous improvement cost defined DMAIC effective employees ensure ership execution fixed repeating schedule flow focus focused function going Harley Davidson healthcare holistic strategy identify impact implement important included Ingersoll Rand inventory involved issues kaizens Kanban leadership and process leadership continuum leadership team lean manufacturing lean tools learning level of leadership look manufacturing ment metrics nization operational excellence opportunity orga organiza overall performance problems product or service programs roadmap roles and responsibilities root cause Silver Bullet six sigma skills Standard strategic level strategic plan success supply chain Taiichi Ohno TAKT throughout the organization tion tomer Total Productive Maintenance Toyota Toyota Production System understand the current value stream map vision and strategy Wall Street