In search of the paperless office : the structuring waves of technological change
Thesis (Ph. D.)--Massachusetts Institute of Technology, Sloan School of Management, 1993.Includes... more Thesis (Ph. D.)--Massachusetts Institute of Technology, Sloan School of Management, 1993.Includes bibliographical references (leaves 387-398).by George Lothar Roth.Ph.D
Guiding Enterprise Change: A Group Exercise in Information and Process Integration
Information and Process Integration in Enterprises, 1998
... INTEGRATION Srikanth Kannapan and George Roth ... We needed a way to gauge breakout session a... more ... INTEGRATION Srikanth Kannapan and George Roth ... We needed a way to gauge breakout session attendance in advance as well as the background and characteristics of participants. So we used a questionnaire as part of on-site registration. ...
Journal of Engineering and Technology Management, 2001
... Car Launch The Human Side of Managing Change Page 3. The Learning History Library Series Edit... more ... Car Launch The Human Side of Managing Change Page 3. The Learning History Library Series Editors George Roth Art Kleiner Page 4. Car Launch The Human Side of Managing Change George Roth Art Kleiner New York Oxford Oxford University Press 2000 Page 5. ...
ACE in engineering: Pratt & Whitney Turbine Module Center Engineering
Pratt & Whitney (P&W) is a world leader in providing aircraft propulsion solutions. It is... more Pratt & Whitney (P&W) is a world leader in providing aircraft propulsion solutions. It is known for providing cutting-edge technology solutions in jet engines. It has also been a leader in process improvement in engineering, through adopting and demonstrating value from United Technology Corporation's (UTC's) ACE operating system. ACE stands for Achieving Competitive Excellence. This case study documents the application of ACE principles and practices in P&W's Turbine Module Center (TMC) for the period from 2000 to 2012. TMC achieved and maintained significant improvements in quality, on-time delivery, customer satisfaction, employee satisfaction, and productivity during that period.This research was sponsored by the members of the Lean Advancement Initiative (LAI)
Excellence is a condition many people strive for, in the arts, in sports, and in business. Many e... more Excellence is a condition many people strive for, in the arts, in sports, and in business. Many experts have discussed what excellence is and how to achieve it. That has especially been the case in the management community where the financial implications are immense. Much like spiritual devotees seek the true path to heaven or nirvana, business managers seek the road to organizational success. Over the years, that motivation has fueled the popularity of many management books. Among them in the 1980s was In Search of Excellence by Tom Peters and Robert Waterman, in the 1990s Competing for the Future by Gary Hamel and C.K. Prahalad, and in the first decade of the twenty-first century From Good to Great by Jim Collins. Each of these books identified companies that achieved and sustained superior financial performance and explained how they did so.
Most efforts to improve organizational performance focus on one type of directed or planned chang... more Most efforts to improve organizational performance focus on one type of directed or planned change in personnel (their composition, orientation, behavior, or attitudes), organizational structure or culture, or interorganizational relationships. The focus tends to be a targeted improvement with a single tipping point such as reacting to problems, rather than more broadly turning a low-performing organization into a high one or a good one into a great one. As we saw from efforts to develop enterprise awareness, a system, network, or enterprise is a structure with multiple tipping points. There are both time lags and gaps in a system or network that mask the impact of changes, as well as synergies among elements that impact one another.
A positive change valence enables the transition from push change (planned change) to pull change... more A positive change valence enables the transition from push change (planned change) to pull change (learning) and pull to push change. As described in chapter 7, these two types of change are compatible if seen, understood, and managed properly. The conditions that promote this balance are the developmental focus on employees, units, organizations, and enterprises in what we described as the capability for seeking growth. An essential need is increasing the demand for products and services before improvement initiatives yield positive benefits. These results include more capable, aware, and dedicated people at the individual level, better understanding and functioning of processes at unit and organizational levels, and a secure foundation of relationships, establishment of trust, and fluidity in working across boundaries at enterprise levels. The outcomes are improvements in performance and quality, which allow products and service to be offered at higher volumes and lower costs. However, if gains cannot be applied, the employees, their unit and organization, and in total their enterprise processes are underutilized, creating a gap between the ability to produce and deliver products and services and the ability to provide the value to existing and new customers.
What we described concerning the improvements that occurred at Warner Robins ALC illustrate vario... more What we described concerning the improvements that occurred at Warner Robins ALC illustrate various aspects of change. One approach was to recognize the bigger, enterprise or systemic picture. An enterprise-wide perspective was needed by successive leaders to connect and build upon previous efforts. In addition, the leaders accompanied process improvements with changes in reporting structure and shifting organizational boundaries to foster complementary benefits across those changes.
In search of the paperless office : the structuring waves of technological change
Thesis (Ph. D.)--Massachusetts Institute of Technology, Sloan School of Management, 1993.Includes... more Thesis (Ph. D.)--Massachusetts Institute of Technology, Sloan School of Management, 1993.Includes bibliographical references (leaves 387-398).by George Lothar Roth.Ph.D
Guiding Enterprise Change: A Group Exercise in Information and Process Integration
Information and Process Integration in Enterprises, 1998
... INTEGRATION Srikanth Kannapan and George Roth ... We needed a way to gauge breakout session a... more ... INTEGRATION Srikanth Kannapan and George Roth ... We needed a way to gauge breakout session attendance in advance as well as the background and characteristics of participants. So we used a questionnaire as part of on-site registration. ...
Journal of Engineering and Technology Management, 2001
... Car Launch The Human Side of Managing Change Page 3. The Learning History Library Series Edit... more ... Car Launch The Human Side of Managing Change Page 3. The Learning History Library Series Editors George Roth Art Kleiner Page 4. Car Launch The Human Side of Managing Change George Roth Art Kleiner New York Oxford Oxford University Press 2000 Page 5. ...
ACE in engineering: Pratt & Whitney Turbine Module Center Engineering
Pratt & Whitney (P&W) is a world leader in providing aircraft propulsion solutions. It is... more Pratt & Whitney (P&W) is a world leader in providing aircraft propulsion solutions. It is known for providing cutting-edge technology solutions in jet engines. It has also been a leader in process improvement in engineering, through adopting and demonstrating value from United Technology Corporation's (UTC's) ACE operating system. ACE stands for Achieving Competitive Excellence. This case study documents the application of ACE principles and practices in P&W's Turbine Module Center (TMC) for the period from 2000 to 2012. TMC achieved and maintained significant improvements in quality, on-time delivery, customer satisfaction, employee satisfaction, and productivity during that period.This research was sponsored by the members of the Lean Advancement Initiative (LAI)
Excellence is a condition many people strive for, in the arts, in sports, and in business. Many e... more Excellence is a condition many people strive for, in the arts, in sports, and in business. Many experts have discussed what excellence is and how to achieve it. That has especially been the case in the management community where the financial implications are immense. Much like spiritual devotees seek the true path to heaven or nirvana, business managers seek the road to organizational success. Over the years, that motivation has fueled the popularity of many management books. Among them in the 1980s was In Search of Excellence by Tom Peters and Robert Waterman, in the 1990s Competing for the Future by Gary Hamel and C.K. Prahalad, and in the first decade of the twenty-first century From Good to Great by Jim Collins. Each of these books identified companies that achieved and sustained superior financial performance and explained how they did so.
Most efforts to improve organizational performance focus on one type of directed or planned chang... more Most efforts to improve organizational performance focus on one type of directed or planned change in personnel (their composition, orientation, behavior, or attitudes), organizational structure or culture, or interorganizational relationships. The focus tends to be a targeted improvement with a single tipping point such as reacting to problems, rather than more broadly turning a low-performing organization into a high one or a good one into a great one. As we saw from efforts to develop enterprise awareness, a system, network, or enterprise is a structure with multiple tipping points. There are both time lags and gaps in a system or network that mask the impact of changes, as well as synergies among elements that impact one another.
A positive change valence enables the transition from push change (planned change) to pull change... more A positive change valence enables the transition from push change (planned change) to pull change (learning) and pull to push change. As described in chapter 7, these two types of change are compatible if seen, understood, and managed properly. The conditions that promote this balance are the developmental focus on employees, units, organizations, and enterprises in what we described as the capability for seeking growth. An essential need is increasing the demand for products and services before improvement initiatives yield positive benefits. These results include more capable, aware, and dedicated people at the individual level, better understanding and functioning of processes at unit and organizational levels, and a secure foundation of relationships, establishment of trust, and fluidity in working across boundaries at enterprise levels. The outcomes are improvements in performance and quality, which allow products and service to be offered at higher volumes and lower costs. However, if gains cannot be applied, the employees, their unit and organization, and in total their enterprise processes are underutilized, creating a gap between the ability to produce and deliver products and services and the ability to provide the value to existing and new customers.
What we described concerning the improvements that occurred at Warner Robins ALC illustrate vario... more What we described concerning the improvements that occurred at Warner Robins ALC illustrate various aspects of change. One approach was to recognize the bigger, enterprise or systemic picture. An enterprise-wide perspective was needed by successive leaders to connect and build upon previous efforts. In addition, the leaders accompanied process improvements with changes in reporting structure and shifting organizational boundaries to foster complementary benefits across those changes.
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