Definition of Insanity:
"Doing the same thing over again and
expecting a different result"  
Rita Mae Brown Sudden Death (Bantam Books, New York, 1983), p. 68

Jack Welch is smart, but he doesn’t know your business like you. Have you or your company invested heavily in process improvement, only to be disappointed by cost overruns and (lack of) results? In What Works for GE May Not Work for You: Using Human Systems Dynamics to Build a Culture of Process Improvement, Larry Solow and Brenda Fake argue these results are not a function of the tools themselves, but how such efforts are implemented. Their book provides new tools for managing and sustaining process improvement in today’s complex non-linear business environment.

Lean and Six Sigma are well thought out approaches to process improvement. GE and other large organizations have used these approches, they must be good. You decide to introduce these process improvement tools to maximize output and improve quality in the name of customers and shareholders. You might have even invited in an expert Lean/Six Sigma consultant who has a track record for helping one of these really big companies to help you. They promised savings in the millions.... so

You invested...they planned, they trained, and they worked.. man did they work...then  they spent... and spent... and spent... but things did not turn out as promised.  Your employees were no longer enthuiastic about the new methods, stockholders were angry and customers were ___________________ (you can fill in the blank)

So What! went wrong?

 “What Works for GE May Not Work for You: Using Human Systems Dynamics to Build a Culture of Process Improvement” answers that question – and even better, provides “true and useful” theory and tools to help organizations use adaptive change concepts to more successfully implement a culture of process improvement.

 
Larry Solow and Brenda Fake build on current tools and methods by considering the non-linear dynamics and complexity of organizations looking for rapid and significant change. Leveraging the work of Human System Dynamics (HSD), the HSD approach, offers new ways of looking at business challenges and introduces new options for action that deliver bottom line results.

What Works for GE May Not Work For You...

•  Focuses on the concepts and tools of Lean Enterprise, Six Sigma, and complimenting improvement efforts with Human Systems Dynamics
• Discusses the dynamics of a typical project start-up and implementation
• Describes the impact of both linear and adaptive approaches to process improvement
• Presents practical new tools that support the implementation of your Six Sigma initiative
• Includes case studies that reveal ways to avoid common mistakes and demonstrate how to integrate new processes with past efforts