All too often, organizations implementing operational excellence (OE) do so without addressing the human and cultural implications of such a change strategy. They conduct studies, move equipment, reduce work in process, collocate employees and change measurement systems, all focusing on minimizing waste and improving the flow of value through the value stream, but they overlook the human impact of these changes, the mindset and belief system that must accompany it. As a result, they find themselves “reworking” the initiative, an unfortunate and wasteful irony. Be it manufacturing, service, administration or product development, the result is the same. Without clear understanding, buy-in and commitment, the initiative does not lead to sustained culture change. It simply fades into history as another “flavor of the month.”

Recognized as an international expert on leading culture change, John Murphy helps organizations address this issue head on. The author of 15 books on related topics, and a guest on over 400 radio and television stations, Murphy teaches leaders worldwide how to integrate the culture piece (of OE) with the systems, structural, and “tools” components. Approaching the change process with an integrated strategy leads to powerful, measurable, sustainable results.