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Self efficiency uk   2011
 

Self efficiency uk 2011

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  • Un bilan de santé requiert une approche structurée  Exemple : % Frais / Chiffres d'affaires  En cas de mauvaise performance, la réaction est de diminuer les frais, mais sont-ils les résultats d'un mauvais contrôle des frais ou d'un chiffre d'affaires médiocre ?  Quelle est la cause et quel est l'effet ?
  • Method: Please ask participants to think of some learning points and write them down (5 – 10 min). Please ask each participant to share one key learning point (only one sentence)

Self efficiency uk   2011 Self efficiency uk 2011 Presentation Transcript

  • 1 Workshop Self-efficiency Roger Claessens, Prof. UBI
  • WorkshopWorkshop Self EfficiencySelf Efficiency Helping you through the learning curve R.J.ClaessensR.J.Claessens&&PartnersPartners
  • 3 ME incorporated = MY VALUES & MY NORMS
  • 4 We are amongst « EXPERTS » This workshop will be a platform to share our experience Self-efficiency
  • 5 Could your neighbour introduce YOU? Self-efficiency
  • Self-efficiency
  • 0 20 40 60 80 100 120 140 Q1 Q2 Q3 Q4 Q5 Q6 Q7 Q8 Q9 Q10 Q11 Q12 Cost Revenues Self efficiency & avoiding wasteSelf efficiency & avoiding waste Cost -Consciousness Avoiding waste
  • The objectives start with you! Cost Lean thinking Avoiding waste Cost Six sigma Avoiding variations Bottom up strategy Top down strategy Starts at personal level Starts at corporate level
  • Recognising waste €€??€€?? €€?? €€?? €€?? €€?? INPUT
  • The objectives start with you!  Recognise the importance of identifying the small day to day profit leaks.  Recognise the cause of profit leaks.  Recognise how to ‘plug’ profit leaks.
  •  Eliminating waste is an everyday practice to perform consistently as well as to improve performance  It can be the result of large projects like 6 Sigma or small individual steps! Recognising waste
  •  Eliminating waste increases customer satisfaction!  Eliminating waste should be part of YOUR culture Recognising waste
  • Corporate culture Culture: •Standards of behaviour •Shared basic assumptions •An active phenomenon through which people jointly create and re-create the company in which they live
  • 14 CORPORATE CULTURE = SHARED VALUES & GROUP BEHAVIOUR NORMS
  • Corporate culture Corporate culture and competitiveness is a matter of people, attitudes, words of the individuals who drive the organisational culture… behaviour!
  • Recognising waste •Beginning a waste avoidance strategy starts with the identification of the current principles and beliefs and an assessment of what needs to be changed. •Change starts with each one of us!
  • Recognising waste You believe avoiding waste is a pathway to better performance in your job and can help you advance your career. You determine ultimately the results of the company
  • Recognising waste Increase of return on invested capital Increase of (quoted) share price Employees’ know-how & avoiding waste Process quality improvement Improved Performance Improved customer satisfaction We are all part of a chain process
  • 1. The art of asking questions 2. The art of remembering the answers 3. A self assessment 4. Improving professional performance 5. Performance evaluation 6. The message of lean thinking and cost avoidance 7. The philosophy of six-sigma 8. Changing attitudes in order to make more money Structure of the workshop
  • 1° The art of asking questions1° The art of asking questions www.rogerclaessens.be
  •  You receive 86.400 € to spend in one day!  How would you spend it?  Everything which is not spent is lost! 1_The art of asking questions
  •  (Individual) performance measurement and waste avoidance = The art of asking yourself questions.  Good questions are those which lead to the best possible insights 1_The art of asking questions
  • 1_The art of asking questions
  • 1_The art of asking questions
  • What motivates You? 1_The art of asking questions
  • Going from A to B means Planning – What do I need to do/know in order to get there? Understanding you means a Strengths, Weaknesses, Opportunities and Threats analysis (SWOT) 1_The art of asking questions
  •  What determines motivation?  What are the components of motivation?  How could you improve motivation?  What determines a « win-win » situation?  What makes the expression : « I am ok – you are okI am ok – you are ok » work? 1_The art of asking questions
  •  The key motivating factors for an individual are rather: achievement, recognition, responsibility and promotion. This does not mean that money, status, security are not important.  Everything is important but the weighting will be different. In any event, motivation is essential as you absolutely need a positive environment to achieve your goals, one of them avoiding waste 1_The art of asking questions
  • • Day after day, ask how you can improve. Look continuously at what you are doing and how. •Ask yourself what can be changed so that you become more efficient. • What might help you in enhancing whatever can be improved. 1_The art of asking questions
  • •In the final analysis a variety of skills will contribute as much as your formal academic training 1_The art of asking questions
  • 1_The art of asking questions
  • This PC is the result of a way of thinking: Better Faster Cheaper Smaller Simpler 1_The art of asking questions
  • • When confronted with a decision, do you ask yourself: « which option is simpler? » • « Making the simple complicated is commonplace; making the complicated simple, awesomely simple - that is creativity », Charles Mingu 1_The art of asking questions
  • 1_The art of asking questions
  • •What do we want to be? •What do we have to do? •How will we achieve this? •What capabilities do we need to get it done? 1_The art of asking questions
  • 1_The art of asking questions
  • 2. The art of remembering the2. The art of remembering the answersanswers www.rogerclaessens.be
  • How does memorisation work?How does memorisation work? « On average, adults read at 250 words a minute and retain only 10 per cent of what they have read after 36 hours. That is a retention rate of just six minutes out of every hour. » (Source F.T.)
  • How does memorisation work?How does memorisation work? Sensitive Memory Long term memory Short term Memory Main Source: Improving Your Memory by Janet Fogler & Lynn Stern
  • How does memorisation work?How does memorisation work? A brief recognition by the mind of what the senses take in Very small amount of facts that you can hold in the mind at any one time Practically limitless capacity
  • How does memorisation work?How does memorisation work? Very small amount of facts that you can hold in mind at any one time PRACTICALLY LIMITLESS CAPACITY 1. ENCODING 2.RETRIEVING
  • How does memorisation work?How does memorisation work? 1. ENCODING= Un certain number of tasks: Attention & Association 2. RETRIEVING = Un certain number of tasks : Recalling & Recognition UNE POSSIBILITE PRESQUE ILIMITEE PRACTICALLY LIMITLESS CAPACITY
  • EncodingEncoding 1°1° Encode with attention 2° Classify and structure the information 3° Establish a link of association 4° Establish a code of retrieval ▼ 1° An undivided attention 2° A conscious effort of repetition
  • EncodingEncoding An undivided attention Can you add this column of figures while you continually repeat the names of the months of the year? 4 8 5 7 9
  • EncodingEncoding It is important to remember that the amount of information that can be held in your short-term memory is very limited! Anything that distracts you can displace what currently is in your short term memory. « What am I doing here? »
  • Why do we forget?Why do we forget? 1° Some information never gets into the memory 2° Too much subsequent similar information 3° Few associations 4° No proper trigger that retrieves the information 5° No recent retrieval 6° Memory changes over time
  • 16 Techniques for improving your16 Techniques for improving your memorymemory 1. Association 2. Visualisation 3. Active Observation 4. Elaboration 5. Written reminders 6. Auditory reminders 7. Environmental change 8. Self-instructions 9. Story method 10. Chunking 11. First letter clues 12. Create a word 13. Categorisation 14. Search your memory 15. Alphabetical search 16. Review
  • The mental picture What is your preferred technique? What advise could You provide in that field?
  • The mental picture W H A T IS A B A N K ?
  • 3. A self assessment3. A self assessment www.rogerclaessens.be
  • A self assessment
  • Assessing Your Ability What about my….?? Let us have a look at the following QUESTIONNAIRE Source “Achieving Excellence” Robert Heller, DK 1999
  • Options 1. Never 2. Occasionally 3. Frequently 4. Always I methodically weigh my talents and assess how well they are being used 1 2 43 1 2 1 432 I make long-term plans for my career and revise them as necessary 53 Source “Achieving Excellence” Robert Heller, DK 1999
  • Options 1. Never 2. Occasionally 3. Frequently 4. Always 1 2 43 3 1 2 21 3 3 4 4 1 2 3 4 4 65 I handle familiar tasks and approach new ones with confidence in my ability I look at opportunities carefully without any fears about the risks involved I use my mental powers to generate plans for moving ahead I get all the co-operation and contribution I require from other people 54
  • Options 1. Never 2. Occasionally 3. Frequently 4. Always 1 2 43 7 1 2 21 3 3 4 4 1 2 3 4 8 109 I exercise to maintain fitness standards and keep close to my ideal weight I eat and sleep well and am careful to avoid working excessive hours I aim to achieve excellence, and work on areas where I fall short I strive to win by outdoing the competition on very important aspect 55
  • Options 1. Never 2. Occasionally 3. Frequently 4. Always 1 2 43 11 1 2 21 3 3 4 4 1 2 3 4 12 1413 I set aside time to master new and useful training and education I apply organised mental techniques to help me think more effectively I recall everything I need to remember readily ands without difficulty I work to improve my reading speed without loss of comprehension 56
  • Options 1. Never 2. Occasionally 3. Frequently 4. Always 1 2 43 15 1 2 21 3 3 4 4 1 2 3 4 16 1817 I seek feedback about my writing and speaking, and act on any criticisms I enjoy giving talks and welcome opportunities to appear before an audience I look for new ideas from others and seek to develop new ideas myself I systematically manage my time and act to eliminate any waste 57
  • Options 1. Never 2. Occasionally 3. Frequently 4. Always 1 2 43 19 1 2 21 3 3 4 4 1 2 3 4 20 2221 I have, and apply meaningful measures of my personal productivity I compile a list of priorities and organise my work accordingly I apply competent numeracy and financial know-how to my activities I learn to live without stress. 58
  • Options 1. Never 2. Occasionally 3. Frequently 4. Always 1 2 43 23 1 2 21 3 3 4 4 1 2 3 4 24 2625 I find ways of achieving relaxation and I use those methods effectively I take care to analyse issues thoroughly, but I also act decisively I turn to valued advisers to help me with personal and business issues I regard successes as the stepping- stone to further greater achievement 59
  • Options 1. Never 2. Occasionally 3. Frequently 4. Always 1 2 43 27 1 2 21 3 3 4 4 1 2 3 4 28 3029 I maintain my list of useful contacts and employ it as a key tool I voluntarily take opportunities to act as the leader of any group I use proven techniques and careful preparation in any negotiation I communicate with employees effectively, using all media available 60
  • Options 1. Never 2. Occasionally 3. Frequently 4. Always I write down my ambitious and check my progress towards them. 1 2 43 31 32 1 432 I try to remove any obstacles that stand in the way of achieving excellence. 61
  • 32 - 63: You are falling short of achieving excellence. Face up to the realities of your working life. You can do better. Find the will to act and improvement will come! 64 – 95: You are on the right track. Use this day to determine what elements can be improved, Your efforts will be quickly rewarded. 96 – 128: Your are efficient in your professional life. You can still improve! You know it and that is the reason why you follow this workshop! Keep going like that! 62
  • How to improve professionalHow to improve professional performanceperformance www.rogerclaessens.be
  • Performance improvement 1. Avoiding waste (time as an example) 2. Remembering more from reading 3. Effective selling to reach your goal faster 4. Transactional attitude to gain time 5. Information management to avoid waste 6. Listening to avoid waste of time 7. Self preservation not only to be efficient but also effective
  • Where and why are we loosing time? What are time eaters? Avoiding a waste of timeAvoiding a waste of time
  • 1. Unclear job definitions 2. Unnecessary meetings 3. Too much work 4. Poor communication 5. Disorganisation 6. Low morale 7. Untrained staff 8. Lack of authority 9. Too much travel Avoiding a waste of timeAvoiding a waste of time
  • 10. Failure to delegate 11. Poor attitude 12. Absentmindedness 13. Failure to listen 14. Indecision, 15. Socialising, 16. Fatigue, 17. Lack of self discipline 18. Mistakes 19. Revised deadlines Avoiding a waste of timeAvoiding a waste of time
  • 20. Leaving tasks unfinished 21. Outside activities 22. Cluttered workspace 23. Unclear personal goals 24. Perfectionism 25. Attempting too much Avoiding a waste of timeAvoiding a waste of time
  • Avoiding a waste of timeAvoiding a waste of time  TIME is either a cost or an investment  What makes the balance go one way or the other?
  • 1. Hold book/article at 45° 2. Picture the words like a camera 3. Use a pencil to underline and as a guide to your eyes 4. Speed a bit up, if you can 5. Picture the key words only if you can 6. Read as second or third time what you underlined and want to remember Avoiding a waste of informationAvoiding a waste of information
  • Perceptions People perceive things in a fundamental different way than one might expect Avoiding waste of information
  • Listening & Questions is the basis of effective selling SituationSituation ProblemProblem InformationInformation ConclusionConclusion Avoiding waste by lack of techniqueAvoiding waste by lack of technique
  • The sales & communication process Situation Problem Information Conclusion Implicit Explicit Avoiding waste by lack of techniqueAvoiding waste by lack of technique
  • The four phases of effective selling + Questions, questions et questions! 1. Exactly, in which situation are we? 2. What is the issue? 3. What information is required to reach a conclusion? 4. How can we reach our objective? Avoiding waste by lack ofAvoiding waste by lack of techniquetechnique
  • A lean thinking approach to selling 1. Did the interaction create value for the customer? 2. Did it create value for the bank? 3. Could we have made the process more simple? 4. Could we have gained some time? 5. Did we induce loyalty? Avoiding waste by lack ofAvoiding waste by lack of techniquetechnique
  • Do not waste your timeDo not waste your time Have a transactional attitudeHave a transactional attitude Parent Parent Adult Adult Child Child
  • Avoiding waste is a matter ofAvoiding waste is a matter of attitudeattitude Meetings •What is the cost to the bank of a meeting of thirty minutes (30) with say five (5) officers (senior managers) ?
  • Avoiding waste is a matter ofAvoiding waste is a matter of attitudeattitude Meetings •Are you pleased with the effectiveness of the meetings? • How is the follow-up of the meetings? •The most powerful showcases for Lean behaviour is in meetings management!
  • Managing informationManaging information • Do you read what you put aside as: « to be read because it is important and… when I have some time? »
  • ListeningListening QuestionsQuestions Focus onFocus on speakerspeaker ListenListen ObserveObserve ClarityClarity ReflectReflect Listening is one of the most powerful communication skills a person can develop! ResponseResponse
  • Self preservationSelf preservation Somebody is mad at you? He is not putting you into question but the professional! How would you consider the situation if you had lost your health?
  • 5° Performance evaluation5° Performance evaluation and measurementand measurement www.rogerclaessens.be
  • DESCRIPTION PROFIL OBJECTIFS QUANTITATIFS OBJECTIFS QUALITATIFS PERFORMANCE IMPROVEMENT Performance evaluation andPerformance evaluation and measurementmeasurement
  • Performance evaluation andPerformance evaluation and measurementmeasurement
  • This should be a win-win situation! Performance evaluation andPerformance evaluation and measurementmeasurement
  • The objective is to improve the performance, day after day and all levels of the organisation. Performance evaluation andPerformance evaluation and measurementmeasurement
  • How can you make sure that performance measurement functions? - By taking a step backwards - By giving yourself career objectives - By providing you with a bit of pleasure when you have reached your objectives Performance evaluation andPerformance evaluation and measurementmeasurement
  • Your performance has an impact on the performance of your colleagues and ultimately on the profitability of the company you are working for How do your objectives fit into the culture of the company? Performance evaluation andPerformance evaluation and measurementmeasurement
  • An example of measurement (the art of asking questions & remembering the answers) Competence How would you measure competence? Performance evaluation andPerformance evaluation and measurementmeasurement
  • Competence = 1. Credibility 2. Aptitude to manage change 3. Aptitude to integrate into the company’s culture 4. Aptitude to communicate 5. Aptitude to understand the company (Source: HBR) Performance evaluation andPerformance evaluation and measurementmeasurement
  • 1°Credibility • Do I have some success? • Do people trust me? • Do I inspire trust? • Do I feel comfortable with my colleagues? • Do people never have a reason to doubt my integrity? • Do I ask key questions relative to my job? Performance evaluation andPerformance evaluation and measurementmeasurement
  • 1° Credibility • Do I manage to express complex ideas in a simple manner? • Do I analyse risks in an efficient manner? • Do I make appropriate remarks? • Do I look for alternative solutions? Performance evaluation andPerformance evaluation and measurementmeasurement
  • 2° Aptitude to manage change • Do I discuss changes with my colleagues? • Do I have ideas as to what needs to be changed? • Am I really actively looking for what needs to be changed? • Do I help the others versus change? Performance evaluation andPerformance evaluation and measurementmeasurement
  • 2° Aptitude to manage change • Do I encourage the others to be creative? • Do I take some steps back when analysing a challenge? • Do I really determine what is essential? Performance evaluation andPerformance evaluation and measurementmeasurement
  • 3° Aptitude to meld into the culture • Do I share my know-how? • Do I volunteer for projects involving change? • Do I translate culture into my behaviour? • Do I put status-quo into question? Performance evaluation andPerformance evaluation and measurementmeasurement
  • 3° Aptitude to meld into the culture • Can I motivate my colleagues for the culture of the company? • Do I inform senior management of what I expect from the company’s culture? • Do I translate the culture versus the customers? Performance evaluation andPerformance evaluation and measurementmeasurement
  • 4° Aptitude to communicate • Do I reach my objectives thanks to my communication? • Do I effectively contribute to communication in general? • Do I actively participate in communications relative to the structuring or re-structuring of the company? Performance evaluation andPerformance evaluation and measurementmeasurement
  • 4° Aptitude to communicate • Do I enlist in trainings on that front? • Do I consider that my colleagues communicate as they should? • Do I find that the company communicates as should with the customers? Performance evaluation andPerformance evaluation and measurementmeasurement
  • 5° Aptitude to understand the company • Do I understand the strategy of the company? • Do I understand the policy in the field of HR? • How much do I know about competition? • Do I have an idea of the financial structure of the company? Performance evaluation andPerformance evaluation and measurementmeasurement
  • 5° Aptitude to understand the company • Do I understand the company’s strategy in the field of marketing and sales? • Do I understand why the company wants to avoid waste? • Do I understand the issues of IT? • Do I understand the basic processes? Performance evaluation andPerformance evaluation and measurementmeasurement
  • Conclusion Your analysis Your offer Your reputationRewards Career Loyalty Relationship Performance evaluation andPerformance evaluation and measurementmeasurement
  • Furgis, under our new performance based pay system, you owe us $27.000 Performance evaluation andPerformance evaluation and measurementmeasurement
  • 66° The message of lean thinking° The message of lean thinking www.rogerclaessens.be
  • The message of Lean ThinkingThe message of Lean Thinking
  • The message of Lean ThinkingThe message of Lean Thinking • Lean concepts originated in Japan and are embodied in the Toyota Production System (TPS) • Its primary initial emphasis is on the reduction of waste and cycle time. • Anything that does not add value for the customer is a waste (some can not be avoided) • Six sigma initiative typically begins at the top whereas lean begins at individual level and hence can be introduced fast and with much less cost.
  • The message of LThe message of Lean Thinkingean Thinking • Lean thinking is the analysis of the entire chain, i.e. an end-to-end process • Attention should be guided to thinks that “customers” truly value – this is the driving force of change • It is a matter of attitude and corporate culture •Business excellence is not a term for a software solution!
  • The message of LThe message of Lean Thinkingean Thinking • Lean thinking is the analysis of the entire chain, i.e. an end-to-end process as opposed to measuring and managing process performance on a function by function basis • End-to-end is well in line with the “What’s in it for me?” or cross-functional behaviours
  • The message of LThe message of Lean Thinkingean Thinking • Lean thinking is about gradual unending improvement by doing little things better and setting and achieving increasingly higher standards • « A journey of a thousand miles begins with a single step » (Lao Tzu)
  • The message of LThe message of Lean Thinkingean Thinking • Lean thinking is about the cost of poor quality • It is about avoiding inefficiency, incompleteness, incorrect or loss of information
  • The message of LThe message of Lean Thinkingean Thinking • Lean thinking is about the cost of poor quality • What is the cost of: • Repairing • Reprocessing • Re handle • Recheck • Reanalyse • Retrain • Lack of compliance • Rewrite procedures, software,…
  • The message of LThe message of Lean Thinkingean Thinking Lean will not happen without people. • Lean affects every single person in the organisation, each in his or her own unique response! • Managers often spend time on tools or advocating lean and not enough inquiring = checking with the people, getting their ideas and reactions and bringing them along.
  • The message of LThe message of Lean Thinkingean Thinking • Lean thinking is about TOOLS: ° Well over a hundred different Lean, Six Sigma, and business process management tools are available to business process excellence practitioners. ° charts, diagrams, benchmarks, failure analysis, simulation, linear programming, …
  • 77° The philosophy of Six Sigma° The philosophy of Six Sigma www.rogerclaessens.be
  • The philosophy of Six SigmaThe philosophy of Six Sigma « Six-sigma » • Motorola started the introduction of the “six sigma” concept. • Originally it is a statistical measurement encouraging to find all ways to decrease the deviation from the mean in all process. • It is about applying a structured, scientific method to improve any aspect of a business, organisation, process or person.
  • The philosophy of Six SigmaThe philosophy of Six Sigma « Six Sigma » • Is the result of the recognition that there is a statistical correlation between product complexity, process capability and system failure. • Is about determining, through data analysis, the best possible ways of meeting the customers' needs while satisfying yours, and minimising waste and optimising profits.
  • The philosophy of Six SigmaThe philosophy of Six Sigma « Six-sigma » The objective is to: ° achieve business process improvements ° reduction of process variations ° avoiding waste due to unevenness or variation ° it establishes a disciplined focus on quality and efficiency Waste and mistakes cost many organisations as much as 20% of their income!
  • The philosophy of Six SigmaThe philosophy of Six Sigma « Six-sigma » Is: ° A measure ° A goal to eliminate waste and defect ° A system of management ° It is closely related to « Lean Thinking » (eliminating waste) It is not for the faint of heart, nor the unprepared organisation. It is intense, rigorous and it entails a thorough inspection of the way everything is done. It forces accountability. It exposes waste.
  • The philosophy of Six SigmaThe philosophy of Six Sigma « Six-sigma » • Y=f(X) +ε Sometimes the error is our fault, and sometimes it’s just truly random, but either way you have a variation Sometimes you have a « black swan »!
  • The philosophy of Six SigmaThe philosophy of Six Sigma « Six-sigma » • Y=f(X) +ε •How did it happen? •Why did it happen? •What specifically caused the error to happen? •What is it going to cost? You want to know the answers to these questions, questions, questions…. Remember: Regardless of complexity, every variation has one or more causes! There lies the challenge!
  • The philosophy of Six SigmaThe philosophy of Six Sigma « Six-sigma » • Y=f(X) +ε • Reduction of unwanted variation is the key to achieving Six Sigma improvements. •Very simply, a variation is a deviation from expectation •The underlying obsession of Six Sigma is the size, trend, nature, causes, effects and control of the variations. •Note: If you measure the occurrence of something many times, it is going to vary around some average, or mean, value.
  • The philosophy of Six SigmaThe philosophy of Six Sigma « Six-sigma » • Y=f(X) +ε •Why does every output vary? •Because all input vary •Because the transformation function varies You can not eliminate it but you can do something about it
  • The philosophy of Six SigmaThe philosophy of Six Sigma « Six-sigma » • Y=f(X) +ε •« When you can measure what you are speaking about, and express it in numbers, you know something about it » (Lord Kelvin) • We should get past the Y’s and not « hope » it will change simply by measuring it! •It does not imply changing it all, as certain factors only carry the weigth to change that outcome in a significant way
  • TheThe essential of Sessential of Six Sigmaix Sigma DMAIC Define Measure Analyse Improve Control
  • TheThe domains of activitydomains of activity There are four areas of activity to which Six Sigma can be applied: 1. Thinking: focuses on improving the reasoning and efficiency of every employee 2. Processing 3. Designing of new processes 4. Managing the change
  • TheThe domains of activitydomains of activity Finally, Six Sigma requires black belts: • Energized thinking • An open mind • Thirst for truth and betterment • Seeing problems as opportunities • Questioning fundamental assumptions • Optimise • Control
  • 8° Changing attitudes in order8° Changing attitudes in order to make more moneyto make more money www.rogerclaessens.be
  • Changing AttitudesChanging Attitudes personality structure motivation opinions, principles rational Changing attitudes is a challenge confirmation, justification decisions 80% of the activities of peop
  • Changing attitudesChanging attitudes • What are obstacles to change?
  • Changing attitudesChanging attitudes • Obstacles to change! • Standards are made not just to be followed but to be improved. • Cowboy individualism • Fear of the unknown • What is in it for me only? • « Been there, done that… »
  • Changing attitudesChanging attitudes • Excellent people and companies focus primarily on beating themselves • How can we improve ourselves to do better tomorrow than we did today? •Where can we improve the end to end process? •You are the only one who can change you!
  • You are at the beginning of a personal value chain Trust Satisfaction Your know-how Professional Appreciation Status & Income Changing attitudes
  • Changing attitudesChanging attitudes • Transforming corporate performance by measuring and managing the drivers of business success •80 % of change initiatives fail due to human factors •An organisation moves slower than the individuals who make up the organisation!
  • Changing attitudesChanging attitudes •What do you and your colleagues truly value? •How can you decrease waste? •What can you do as an individual in a company that is embarking upon a lean journey?
  • Changing attitudesChanging attitudes • Lean should enable patiently, orderly and consistently change of people’s thinking and behaviours. • Lean should enable to change the culture and improve it for ever
  • Changing attitudesChanging attitudes •In the area of management, lean means the ability to listen, the ability to teach and guide, and the ability to learn and consider alternative viewpoints. •It develops the attitude that you do not always be right or have all the answers.
  • Summary : Key ideas of the workshop • You do not really know what to improve? • Look around, listen, question, advise, brainstorm…. • There must be something you can start with…look at the elements we have seen today- would you rate yourself as perfect on all those issues? •Good luck!
  • My personal learning points of the training are …  What are your key learning points of the day?  What is your next step?  How are you going to be more successful?
  • Good luckGood luck E mail: contact@rogerclaessens.be - Internet: www.rogerclaessens.be R.J.ClaessensR.J.Claessens&&PartnersPartners