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  • Presenter 2011-01-13 21:32:53 -------------------------------------------- Notes: There are different methods for different problems. Six of the most useful that solve most process problems are Process Management, Just Do It, Kaizen, Lean, Six Sigma DMAIC, and Design for Six Sigma (DFSS). Educating yourself about these methods is important because if you only know one way of improving processes it is like owning a sledge hammer and for every problem whether it is hitting a nail into a wall or chopping down a tree. You hit it with a sledge hammer. The key here is to choose the right method for the problem. To navigate the decision tree ask yourself if the solution to the problem is known and simple. For example you need to upgrade your software or change a code on the system. In these cases Just Do It. Don’t make a song and dance about it . So often people engage in lengthy projects for simple solutions that could have been executed in a few days. If however your solution to the problem is not known and is not simple then ask if yourself if them process has flow, cycle time or waste issues. If yes then run a Lean project. If the problem is more defect driven and the process has a lot of variation and you need to drill down into the root causes of then choose Six Sigma , DMAIC. If your problem requires a new or complete redesign then, choose Design for Six Sigma. Both of these methods Six Sigma and Design for Six Sigma are covered in other courses. If your problem cannot be solved by these 6 popular methods then you will need to explore other methodologies
  • Presenter 2011-01-13 21:32:53 -------------------------------------------- Notes:
  • When done right it impacts the annual operating budget and the annual report (reference GE's annual report for 97/98/99. See GE's website or call AAA office for a copy).
  • When done right it impacts the annual operating budget and the annual report (reference GE's annual report for 97/98/99. See GE's website or call AAA office for a copy).
  • Presentation quality conference

    1. 1. Process centric organizationsDo we need process improvement ?
    2. 2. 2 Lean management Six Sigma Business process managementDo we need :
    3. 3. 3About…MUNCA
    4. 4. 4 Indo-European “werg” (5500 years) Old German “werkan” (2500 years) Old English “weorc, worc” – something welldone, action, business, military fortificationWORK
    5. 5. 5 Sanskrit : “Rabh-ate” become military commander Latin : Labor – will to transform, to make asustainable thing, to make it last for long timeLatin family: LAVORO (italian), LABOR(spanish), LAVOR (portuguese)
    6. 6. 6The origin of Romanian word :MUNCA ?
    7. 7. 7 Old slavonian: “mąka” Megl : “moncă”MUNCA
    8. 8. 8 Slavona veche : “mąka” Megl : “moncă” Múncă – pain, torture.Cuvantul romanesc : MUNCA
    9. 9. 9 The numbers indicate the processes steps The lines show: Moving one working object (eq order,complaint, form etc) ... ... By one employee… ... At a given moment !!!;Before improvement – lot of munca
    10. 10. 10After improvement – less munca
    11. 11. 11New process 3times faster !Other examples- Number of manual activities reduced from 30 to 2- Number of decision points reduced from 27 to 5
    12. 12. 12METHODOLOGY DECISION TREE34ProcessManagement KaizenDMAICDFSSJust Do ItLeanProcessperformanceunderstood?Can theproblem besolved in lessthan 5days? Is it aprocess flow/ cycle timeproblem?Is it avariation /defect drivenproblem?Is a newprocess orredesignrequired?StartIs thesolution tothe problemsimple &known?NoYesNoExplore Other MethodologiesNoNoNoNoYesYesYesYesYesDecision tree
    13. 13. 13Organizational Index rating.40% 60%Organizational Readiness27%•Newculture•Gettingstarted•Lean•Six sigma•Word ClassEnterprise•Progress0% 20% 80% 90%Time•TraditionalEnterpriseProcess Improvement Journey
    14. 14. 14Ascendis Process Management
    15. 15. 15Ascendis Process ManagementCEE Training Center
    16. 16. 16 20 years relevantexperience Master black belt Projectmanagement innumerous processoptimisationprograms Projects in variousindustriesworldwide: Energy,Minning, Banking inUSA, ASIA,EUROPE President of LeanSix SigmaInternationalAssociation ofProfessionals( 20 years of relevantexperience LEAN Six SigmaMaster Black Belt Quality Professional Deliver LEAN andSix Sigma GreenBelt & Black Belttraining worldwide Leading LEAN SixSigma projects inthe field of energy,IT, banking, industry(France,Switzerland, UK,Nederlanden,Romania)Alexandra Niculae 8 years relevantexperience LEAN Six SigmaBlack Belt Project experienceusing LEANmethods Numerous processoptimisation projectsin various industries Relevant experiencein Chemicals, Oiland Pharma 4 years of projectexperience infinancial fieldsDolf Hannert Constantin Stan 20 year of relevantexperienceDidier Varlot 12 years relevantexperience Lean Six SigmaMaster Black Belt HR Professional Deliver Lean and SixSigma Green Belt &Black Belt training Leading Lean SixSigma projects inthe field of energy,banking, industry Managing HumanResourcesDepartmentLaura Marin 20 years of topmanagementpositions (C level) StrategyManagementProfessional Deliver processmanagementcoaching worldwide Leading processimprovementprojects in the fieldof energy,manufacturing,industry (France,Switzerland, UK,Brasil, US,Romania)
    17. 17. 17We are transforming“MUNCA” in “WORK !”
    18. 18. 18“If you cant describe what you aredoing as a process, then you dontknow what youre doing.”W. Edwards Deming
    19. 19. 19 Lean management Six Sigma Business process management WHAT NEXT ?