OUR BOOKS AND RECOMMENDATIONS
BOOK: Making Your Work, Work; Everyday performance revolution
Paperback: 224 pages
Publisher: Infinite Ideas; 1st Edition (17 Mar 2014)
Making Your Work Work; Everyday performance revolution by Jan Gillett is a practical book that is invaluable to individual managers who want to develop their approach to carrying out their own responsibilities.
It also helps more senior managers who wish to lead their organisation toward a comprehensive transformation in culture and performance. It provides practical approaches to management and improvement that are based upon the four key foundations detailed in Dr W. Edwards Deming’s ‘System of Profound Knowledge’.
This book enables you to build a bespoke programme of change for your department or business that will lead to remarkable improvements in employee productivity, customer satisfaction and profit.
Our approach helps you lead performance revolution by thinking carefully about your customers, business culture and system in order to create the perfect system for your business.
As a manager or leader in the business, the book is ideal to help you to change the way people think about the business and implement new processes without relying on technology to solve your problems. You are provided with practical and thoroughly tested methodologies based upon Dr. W Edwards Deming’s System of Profound Knowledge.
About the Author
Jan is Deputy Chairman of PMI Ltd. He was a founder Director of the UK business in 1990, leading its development in working with clients in every sector, and in every continent. He has also been a non-executive director in several organisations, helping them rethink their strategies and policies to adjust to changing circumstances.
Learn more about Jan by visiting his profile page: Meet Jan Gillett
Buy the book
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Click here to sample Making Your Work Work.
Excellence made practical and plain easier. In my experience getting on with excellence is about making theory and methods easily accessible and understood from the outset, at all levels of the organisation. This requires relevance examples and good storytelling wrapped around them, and Jan does that really well. This makes optimal reading before proceeding on a process excellence journey.
ADAM GADE, Managing Partner, A&D resources.
Making your work work should be required reading for any manager who wants to guide and strengthen an organization’s processes and practices. This book is an extraordinary gift to any manager who wants to excel as an informed leader capable of wise behaviours leading to practical results. It explains the unique pressures that managers face and sets forth concrete steps for handling these difficult challenges. Gillett tells managers how to think about their organization, how to identify compelling issues, and how to make sound choices leading to effective action.
ELAINE JOHNSON Ph.D. author of A Beginner’s Guide to the Brain.
Jan Gillett’s background and expertise in manufacturing is evident throughout this book which gives clear instructions on how to implement the Deming improvement model into an organisation. The systematic style of the book would be very helpful if you were planning and rolling out a change or improvement programme in a traditional organisation, but might feel a bit overly structured and repetitive if you are looking for a more theoretical introduction. Although the continuous improvement principles have been widely adopted beyond the manufacturing industry, (for example within the Policy Profession in the Public Sector) this book doesn’t make those wider applications obvious.
The power in Deming’s approach is its simplicity. Reading Gillett’s book I was reminded of the power of some very simple questions: ‘’What do people think they are trying to accomplish’, for example, cuts to the heart of many problems of process and wasted effort in organisations. The annex contains some very useful checklists and worksheets to help implement positive change, and the final chapter would be a useful reference for consultants (or those seeking to appoint them).
The reader is taken on a s step-by-step improvement journey following the story of ‘Anne’ – a manager in a fictional company. This works well and is clearly based on real life experience of the author. However, I would have preferred more authentic studies and examples –to show how the method could work in a variety of contexts.
I would recommend this book to any managers in traditional production based organisations who want a simple reference to a tried and tested improvement methodology, or as an easy ‘bluffers guide’ for managers working in an organisation that uses the Deming method.
4 stars: Strong, strongly recommended for managers and leaders
Book review by Clair Fisher on behalf of the CMI.