Historical 61 Common N.A. Action-levers

75 Common NA Innovation Action-levers

Complex Team Terrain Continuum

24 Best Practice Action-levers

Financial HPO Results from HPO Traditional Organizations

Lessons from Designing High Performance Organizations

24 Best Practice Action-Levers: 1992-2002*

ORGANIZATIONAL CAPACITY ACTION-LEVERS

2. Behavior Modification/Reinforcement Systems

7. Multiskill/Common Job Classification

8. Job Rotation/Cross Training Systems

10. Non-Traditional Work Schedules 

11 & 12 Semi-autonomous and autonomous self-directed work teams

13.1 Strategic Business Unit (S.B.U.)

13.2 Horizontal Design (Non-matrix-aligned-de-centralized, i.e., Aligned cross-functional teams) - Enterprise Units

13.4 Focused Factory, Product Alignment (Non-matrix decentralized)

14. Goal Setting/ Stewardship/ Measurement Systems of Performance Indicators

17.1 Co-Location of Aligned Resources

HUMAN RESOURCES ACTION-LEVERS

19. Multi-Skill Training/Retraining Systems

20. Career Development Systems

21. Management Development Education

24. Special Selection/Assessment Procedures (Targeted Selection)

25. Job Enrichment/Enlargement/Task Variety System

26. Team Building/Group Process Training

29. "Open" Information Communication Systems

TECHNOLOGY ACTION-LEVERS

34. Non-Computerized Materials Handling/ Work Flow Processes

38. MIS/ Decision Support Systems

43. Computerized Materials Handling/ Work Flow

TOTAL QUALITY LEADERSHIP (TQL) ACTION-LEVERS

47. Cost of Quality Monitoring

51. Formal Supplier/ Vendor Partnerships

55. Line Employees Inspection of "Work-in-Process"

58. Vendor/Supplier Delivery of Raw Materials "Just-in-Time"

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* Best Practice indicates significant association with financial performance in 101 North American Organizations.

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