Fredrik Elgh – författare

Infektionssjukdomar är det globalt största hälsoproblemet och kunskap om mikrobiologi, immunologi och vårdhygien är allt viktigare för att behandla patienterna optimalt. I denna andra upplaga av läroboken har samtliga kapitel uppdaterats, och dessutom har boken utökats med ett kapitel om klinisk immunologi och transfusionsmedicin.Boken ger förståelse för hur kroppens immunförsvar arbetar för att motverka infektion. Den beskriver även mikroorganismernas struktur och de väsentliga virulensmekanismer de använder för att orsaka infektion. De bakteriearter, virus, svampar och parasiter som är kliniskt relevanta är ingående beskrivna, liksom de metoder som används på laboratoriet för att diagnostisera dem.Bokens kliniska kapitel utgår från organ- och sjukdomsbilder. Här introduceras olika sjukdomstillstånd samt patogenesen vid dessa, provtagning och särskilda observandum vid tolkning av provsvaren, både inom klinisk mikrobiologi och klinisk immunologi.Medicinsk mikrobiologi & immunologi riktar sig i första hand till studenter inom läkar-, biomedicin- och biomedicinska analytikerprogrammen. Även studenter med intresse för mikrobiologi och immunologi kan ha stor nytta av den. Boken är också lämplig för läkare och andra yrkesgrupper verksamma inom mikrobiologi, immunologi och infektionsmedicin.

This book focuses on the implementation of Hoshin Kanri. It is a response to most books on strategic planning that tend to downplay the implementation and only describe the fully implemented planning process. The power of this book originates from a project in which a team of five professionals over a period of three years implemented Hoshin Kanri in 14 companies; results were drawn from 130 workshops with leadership teams. The project team subsequently ran several accelerators inside large and small companies as well as public institutions. All these experiences together form the implementation focus of the book.

Moreover, the organization of the book mirrors the message of its scientific thinking, which is also the basic principle of Hoshin Kanri:

Chapter 1 focuses on the basic analysis—Is Hoshin Kanri something for your organization?

Chapter 2 addresses the ambition—What is the vision for strategy work in your organization?

Chapter 3 presents the conditions needed for effective strategic work.

Chapter 4 discusses the choice of implementation strategy and your role as the change agent.

Chapter 5 describes how Hoshin Kanri works when implemented.

Chapter 6 addresses coaching/mentoring and the Kata philosophy.

Chapter 7 presents important analytical tools.

Appendix 1 describes the journey made by a medium-sized construction company.

Essentially, this book describes in a concrete and structured way how you—the change agent—can use Hoshin Kanri in your organization to tackle large and complex challenges.

This book focuses on the implementation of Hoshin Kanri. It is a response to most books on strategic planning that tend to downplay the implementation and only describe the fully implemented planning process. The power of this book originates from a project in which a team of five professionals over a period of three years implemented Hoshin Kanri in 14 companies; results were drawn from 130 workshops with leadership teams. The project team subsequently ran several accelerators inside large and small companies as well as public institutions. All these experiences together form the implementation focus of the book.

Moreover, the organization of the book mirrors the message of its scientific thinking, which is also the basic principle of Hoshin Kanri:

Chapter 1 focuses on the basic analysis—Is Hoshin Kanri something for your organization?

Chapter 2 addresses the ambition—What is the vision for strategy work in your organization?

Chapter 3 presents the conditions needed for effective strategic work.

Chapter 4 discusses the choice of implementation strategy and your role as the change agent.

Chapter 5 describes how Hoshin Kanri works when implemented.

Chapter 6 addresses coaching/mentoring and the Kata philosophy.

Chapter 7 presents important analytical tools.

Appendix 1 describes the journey made by a medium-sized construction company.

Essentially, this book describes in a concrete and structured way how you—the change agent—can use Hoshin Kanri in your organization to tackle large and complex challenges.

This book focuses on the implementation of Hoshin Kanri. It is a response to most books on strategic planning that tend to downplay the implementation and only describe the fully implemented planning process. The power of this book originates from a project in which a team of five professionals over a period of three years implemented Hoshin Kanri in 14 companies; results were drawn from 130 workshops with leadership teams. The project team subsequently ran several accelerators inside large and small companies as well as public institutions. All these experiences together form the implementation focus of the book.Moreover, the organization of the book mirrors the message of its scientific thinking, which is also the basic principle of Hoshin Kanri: Chapter 1 focuses on the basic analysis—Is Hoshin Kanri something for your organization? Chapter 2 addresses the ambition—What is the vision for strategy work in your organization? Chapter 3 presents the conditions needed for effective strategic work. Chapter 4 discusses the choice of implementation strategy and your role as the change agent. Chapter 5 describes how Hoshin Kanri works when implemented. Chapter 6 addresses coaching/mentoring and the Kata philosophy. Chapter 7 presents important analytical tools. Appendix 1 describes the journey made by a medium-sized construction company. Essentially, this book describes in a concrete and structured way how you—the change agent—can use Hoshin Kanri in your organization to tackle large and complex challenges.

This book focuses on the implementation of Hoshin Kanri. It is a response to most books on strategic planning that tend to downplay the implementation and only describe the fully implemented planning process. The power of this book originates from a project in which a team of five professionals over a period of three years implemented Hoshin Kanri in 14 companies; results were drawn from 130 workshops with leadership teams. The project team subsequently ran several accelerators inside large and small companies as well as public institutions. All these experiences together form the implementation focus of the book.Moreover, the organization of the book mirrors the message of its scientific thinking, which is also the basic principle of Hoshin Kanri: Chapter 1 focuses on the basic analysis—Is Hoshin Kanri something for your organization? Chapter 2 addresses the ambition—What is the vision for strategy work in your organization? Chapter 3 presents the conditions needed for effective strategic work. Chapter 4 discusses the choice of implementation strategy and your role as the change agent. Chapter 5 describes how Hoshin Kanri works when implemented. Chapter 6 addresses coaching/mentoring and the Kata philosophy. Chapter 7 presents important analytical tools. Appendix 1 describes the journey made by a medium-sized construction company. Essentially, this book describes in a concrete and structured way how you—the change agent—can use Hoshin Kanri in your organization to tackle large and complex challenges.