Lean Awareness Posters (Service Version)
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This Slideshare presentation is a partial preview of the full business document. To view and download the full document, please go here: http://flevy.com/browse/business-document/lean-awareness-posters-service-version-1485 DOCUMENT DESCRIPTION Need to create and sustain awareness on Lean? Tired of the dull and uninteresting posters in your common areas? Look no further. Here are a total of 12 crisp and cheerful Lean posters (service version) to brighten up your office and work areas and are bound to catch people's attention. HOW TO USE THE LEAN POSTERS? Copy and paste them to your emails and send them out on a monthly basis, upload them to your intranet or print them out on A4 papers. CONTENTS Each poster is designed to communicate a certain topic on Lean, Eight types of waste, 5S principles, visual management, etc. The 12 posters include: 1. Lean Thinking 2. Eight Types of Waste 3. 5S Principles 4. Visual Management 5. Kaizen 6. Quality 7. Standard Work 8. Heijunka (Load Leveling) 9. Suggestion System 10. Customer-focus 11. Poka Yoke (Mistake-proofing) 12. Root Cause Analysis
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[Whitepaper] Key Account Management: Handling Large Global Accounts the Right...Flevy.com Best Practices
More Information:
https://flevy.com/browse/flevypro/key-account-management-kam-large-global-accounts-3765
Large accounts make up a significant portion of business for most B2B companies. Therefore, losing an important customer can have detrimental effects on the organization. The significance of key accounts is urging top B2B companies to revisit their key account management approaches. Additionally, the increasing level of sophistication of the purchase process being adopted — such as, centralized procurement, competitive bidding and auctions, and laborious negotiations — by large buyers is a crucial element for B2B companies to consider to win large accounts.
Studies have shown that large buyers suggest price, product features, and reliability as the most important factors in their purchasing decisions, even more so than sales and service experience. However, detailed analysis of data into the actual purchasing decisions by buyers reveal that suppliers’ service and support capabilities mean a lot to large purchasers — in fact, almost as equal in importance as price. Large buyers often involve senior team members in procurement, which necessitates the need for inclusion of people possessing high-quality management and sales skills while serving key accounts.
With more intensifying sophistication of the procurement process at large businesses in future, the buyers will keep trying to cut costs and gain significant advantage while negotiating with procurement. The suppliers, in turn, can create a win-win situation by providing first-rate key account support and service.
Leading suppliers utilize the 4 drivers of growth to develop best-in-class key account management practices and increase their large contract win ratios. These drivers are actually the 4 imperatives that forerunners undertake to fuel their growth:
Quantified Value Proposition (QVP)
Value-based Selling
Coordinated Account Management
Negotiation Preparation
Got a question about this presentation? Email us at support@flevy.com.
[Whitepaper] Nudge Theory: An Effective Way to Transform Negative Behaviors
More Information:
https://flevy.com/browse/flevypro/nudge-theory-key-challenges-3895
Changing the behaviors of people is the foremost issue with every transformation initiative.
Nudge theory is a novel Change Management model that underscores the importance of understanding the way people think, act, and decide. The model assists in encouraging human imagination and decision making, and transforming negative behaviors and influences on people. The approach helps understand and change human behavior, by analyzing, improving, designing, and offering free choices for people, so that their decisions are more likely to produce helpful outcomes for the others and society in general.
Nudge theory helps reform existing (often extremely unhealthy) choices and influences on people. The theory is quite effective in curtailing resistance and conflict resulting from using autocratic ways to change human behavior. The model promotes indirect encouragement and enablement — by designing choices which encourage positive helpful decisions — and avoids direct enforcement. For instance, playing a ‘room-tidying’ game with a child rather than instructing her/him to tidy the room; improving the availability and visibility of litter bins rather than erecting signs with a warning of fines.
Organizations are increasingly using behavioral economics to optimize their employee and client behavior and well-being. Nudge units or behavioral science teams are being set up in the public and corporate sectors to influence people to address pressing issues. For instance, to increase customer retention by changing the language of support center staff to motivate customers to consider long-term benefits of a product; or to make employees to follow safety procedures by placing posters of watching eyes to remind them of the criticality of the measure.
An effective Nudge initiative necessitates much more than deploying a few experts in heuristics and statistics. The senior leadership should lay out a conducive environment for successful behavioral transformation. This entails assisting the Nudge unit to focus, place it appropriately, create awareness, train and de-bias people, implement effective rewards, and follow high ethical standards.
The leadership needs to think about and prepare to tackle 6 key challenges Nudge units face when implementing effective behavioral transformation initiatives:
What should be the focus of the Nudge unit?
Should the Nudge unit be placed at the headquarters or at the business unit level?
Which resources be made part of the Nudge unit?
What are the critical success factors to consider for the unit?
How to communicate the results and early wins?
What should be done to tackle skepticism and resistance to change?
Got a question about this presentation? Email us at support@flevy.com.
[Whitepaper] Business Model Innovation: Creation of Scalable Business Models ...
[Whitepaper] Business Model Innovation: Creation of Scalable Business Models ...Flevy.com Best Practices
More Information:
https://flevy.com/browse/flevypro/business-model-innovation-bmi-scalable-business-models-5182
Scalability is described as possible meaningful changes in magnitude or capacity. In business terms, it’s the capability of a system to enhance productivity upon resource augmentation. Scalability provides an organization the capabilities to develop compelling value propositions — that are hard to imitate by the rivals — and achieve profitable growth even in the wake of external threats, cut-throat competition, stringent laws, or financial downturns.
Today’s challenging business ecosystems and economic outlook demand from the enterprises to develop novel and Scalable Business Models that are able to leverage positive returns on investments. To accomplish this, leaders need to identify and eradicate any capacity issues, enhance collaboration with existing partners, build new partnerships, or develop platforms to work with their opponents.
Executives should invest in scaling options only when they are sure to boost returns. They have to be quick to exit a business when returns on investment to scale backfire.
5 Patterns of Business Model Scalability
Benchmarking a number of successful organizations reveals that their Business Models were flexible enough to sustain internal and external pressures. Business Model Scalability hinges on aligning the strategic partners and Value Propositions to serve the customers.
To drive Business Model Innovation (BMI), leading organizations consistently display 5 critical patterns of Business Model Scalability:
Operate with multiple distribution channels
Eliminate typical capacity limitations
Outsource capital investments to partners
Allow customers and partners assume multiple roles in the business
Create platform models
Got a question about this presentation? Email us at support@flevy.com.
[Whitepaper] Shareholder Value Traps: How to Evade Them and Focus on Value Cr...
[Whitepaper] Shareholder Value Traps: How to Evade Them and Focus on Value Cr...Flevy.com Best Practices
More Information:
https://flevy.com/browse/flevypro/shareholder-value-traps-5239
Changing industry ecosystems and competition today demand from the organizations to undergo strategic shifts. The purpose of a company is undergoing Business Transformation from serving the interest of shareholders to serving all stakeholders that influence the organization.
Shareholders are often considered the only stakeholders that invest in a business. Senior management needs to be cognizant of the importance of shareholders as well other stakeholders who create value for the organization. They should work on building a collaborative Organizational Culture and paying heed to the welfare of all those groups that play a role in organizational growth.
This warrants a thorough evaluation of all stakeholders, their long-term interests, and Value Creation — or Value Destruction — potential for the organization. But first, this calls for finding answers to the following key questions:
Who creates the most value for the organization?
Who among the stakeholders typically secure the best deals from the organization?
Who is the victim of having the worst deals from the organization?
Who among the stakeholders is potentially untrustworthy?
Are there any intermediaries or stakeholders fulfilling their personal agendas?
Answering these questions is critical for the executives, otherwise they may risk falling into Shareholder Value Traps. Recognizing and understanding stakeholder value traps while the managing stakeholders’ various interests helps executives achieve shared and individual long-term goals. These 5 common traps prevent stakeholders’ interests to get integrated with the interests of the organization and destroy the value of a company if overlooked:
Ignoring cash-flow driving stakeholders while distributing cash
Miscalculating reaction from stakeholders
Supporting under-performing units
Conceding to willful vulture capitalists
Misjudging intermediaries role in transactions
Got a question about this presentation? Email us at support@flevy.com.
The Top 101 Consulting Frameworks of 2020
More Information:
https://mark-bridges.medium.com/the-top-101-consulting-frameworks-of-2020-3b9be58ce18e
At the end of each year, we publish a list of the top 101 consulting frameworks from the FlevyPro Library. We add new frameworks to FlevyPro each week based on market trends (e.g. Digital Transformation, Customer-centric Design) and customer demand. (See the top 101 consulting frameworks of 2019.)
Business frameworks are powerful tools consultants leverage to address their clients’ business issues in an organized, thorough, and efficient fashion. Each of our framework guides is a detailed PowerPoint presentation that provides a structured approach to analyzing and solving a common business problem, from issues in Strategy Development to Digital Transformation to Leadership Development.
Got a question about this presentation? Email us at support@flevy.com.
Six Sigma - Statistical Process Control (SPC)
More Information:
https://flevy.com/browse/business-document/six-sigma--statistical-process-control-spc-604
DOCUMENT DESCRIPTION
The Six Sigma - Statistical Process Control (SPC) Training Module includes:
1. MS PowerPoint Presentation including 136 slides covering
- Introduction to Statistical Process Thinking,
- Basic Statistics,
- Introduction to Statistical Process Control,
- Statistical Process Control Charts,
- Sample Size & Frequency,
- Out-of-Control Action Plan, and
- Process Control Plan.
2. MS Excel Confidence Interval Analysis Calculator making it really easy to calculate confidence intervals (mean value, standard deviation, capability indices, proportion, count) and perform a Comparison of two statistics (mean values, standard deviations, proportions, counts).
"After you have downloaded the training material, you can change any part of the training material and remove all logos and references to Operational Excellence Consulting. You can share the material with your colleagues and clients, and re-use it as you need. The only restriction is that you cannot publicly re-distribute, sell, rent or license the material as though it is your own. Thank you."
Got a question about this presentation? Email us at support@flevy.com.
Lean Six Sigma - Process Risk Analysis (FMEA)
More Information:
https://flevy.com/browse/business-document/lean-six-sigma--process-risk-analysis-fmea-600
BENEFITS OF DOCUMENT
the systematic analysis of a manufacturing, service or administrative process,
the identification of critical and/or significant process characteristics, and
the identification of process deficiencies and development of an effective corrective action plan.
DOCUMENT DESCRIPTION
The Lean Six Sigma - Process Risk Analysis & Mistake-Proofing Training Module provides you with a step-by-step approach, as well as examples, exercises, and templates, to analyze and eliminate risks in your manufacturing, service or business processes. This training module includes:
1. 132 PowerPoint slides covering
- Introduction to Process Risk Analysis & Mistake-Proofing,
- Process Variables Map,
- Cause & Effect Matrix,
- Process Failure Mode and Effects Analysis,
- Sixteen Human Error Modes,
- Six Mistake-Proofing Principles,
- Seven Types of Poka-Yoke Devices and Examples,
- Process Control Plan,
- and 6 Workshop Exercises.
2. MS Excel Process Variables Map Template & Example
3. MS Excel Cause & Effect Matrix Template & Example
4. MS Excel Process FMEA Template & Example
5. MS Excel Process Control Plan Template & Example
"After you have downloaded the training material, you can change any part of the training material and remove all logos and references to Operational Excellence Consulting. You can share the material with your colleagues and clients, and re-use it as you need. The only restriction is that you cannot publicly re-distribute, sell, rent or license the material as though it is your own. Thank you."
Got a question about this presentation? Email us at support@flevy.com.
Lean Manufacturing
More Information:
https://flevy.com/browse/business-document/lean-manufacturing-160
BENEFITS OF DOCUMENT
Learn how to eliminate waste to save time and make more money.
Learn how to apply simple Lean methods and tools in the workplace to improve productivity and quality.
DOCUMENT DESCRIPTION
Lean is a management philosophy based on the Toyota Production System (TPS). With Lean Manufacturing, you will be able to enhance value for your customers by improving and smoothing the process flow and eliminating waste. Simply put, with Lean, you will be able to increase productivity and create greater customer value with less resources.
By teaching this presentation, managers and employees will have a better understanding of the Lean principles and approach to eliminating waste, and will be more forthcoming to lead and participate in the Lean implementation process.
LEARNING OBJECTIVES
1. Understand the key concepts and principles of Lean
2. Acquire knowledge on the common Lean methods and tools and their applications to eliminate waste and create more value for customers
3. Identify ways to develop "Kaizen eyes" to look for improvement opportunities
4. Describe the various Lean roles
5. Define the critical success factors for sustaining a Lean culture
CONTENTS
1. Introduction to Lean Thinking
- The case for Lean Manufacturing
- Where did Lean originate?
- Toyota's philosophy
- Lean adoption in various environments
- Impact of Lean principles in industry
- Lean applications in manufacturing, process and service industries
- What is Lean?
- What Lean is not
- Traditional thinking versus Lean thinking
- Traditional culture vs. Lean culture
- Lean management framework
- Lean and six sigma
- Benefits of Lean manufacturing
Got a question about this presentation? Email us at support@flevy.com.
Effective Staff Suggestion System (Kaizen Teian)
More Information:
https://flevy.com/browse/business-document/effective-staff-suggestion-system-kaizen-teian-157
BENEFITS OF DOCUMENT
Implement a strategy and mechanism to generate a constant flow of ideas.
Simplify the evaluation system to speed up the suggestions feedback process.
Learn effective approaches to develop creativity and improve participation rates.
DOCUMENT DESCRIPTION
Effective Staff Suggestion System is based on Kaizen Teian -- the Japanese-style proposal system for continuous improvement -- is the most direct and effective method for channeling employees' creative energies and hands-on insight.
This presentation focuses on the management, guidance, and development of an effective suggestion system. It explains the key aspects of running a suggestion system or proposal program on a day-to-day basis. This concise reference outlines the policies that support a "bottom-up" system of innovation and defines the three main objectives of a successful suggestion system: to build participation, develop individuals' skills, and achieve higher profits.
This comprehensive guide teaches the methods to plan, implement and sustain the program. It teaches strategy, mechanism, roles, process, and how employees should write good ideas.
LEARNING OBJECTIVES
1. Understand the key elements of a suggestion system
2. Define how to plan and launch an effective suggestion system
3. Describe how to set up a strategy and mechanism to generate ideas, capture quality ideas, evaluate ideas and sustain a constant flow of ideas
4. Explain how to develop employees to identify opportunities for improvement and write good quality ideas
5. Define success factors for sustaining a suggestion system
CONTENTS
1. Introduction to Kaizen
2. Introduction & Basic Concepts of a Suggestion System
3. Scope of Suggestions
4. Goals of a Suggestion System
5. Planning & Launching a Suggestion System
6. Roles & Responsibilities
7. The Suggestions Process
8. Evaluation & Award Systems
9. Examples of Effective Procedures
10. Techniques for Developing Creativity
11. Examples of Ideas for Improvement
12. Points for Improvement
13. Ways to Develop "Kaizen Eyes"
14. How to Sustain a Suggestion System
Got a question about this presentation? Email us at support@flevy.com.
Sales Excellence - Diagnostic Tool
More Information:
https://flevy.com/browse/business-document/sales-excellence--diagnostic-tool-2877
DOCUMENT DESCRIPTION
This is a comprehensive sales excellence diagnostic tool. The capability levers are classified into the following four levels:
- Champion - Few, if any, companies consistently deliver at this level for all customer segments
- Play offs - Broadly recognised as market best practice
- Survival - Below best practice, but meets minimum standard required to compete effectively
- Relegation - Below minimum standard required to compete effectively
Got a question about this presentation? Email us at support@flevy.com.
Variance Analysis
The document discusses variance analysis and provides examples of how it can be used. Variance analysis breaks down changes in financial metrics like revenue, costs, and profits into their contributing factors. This helps identify drivers of performance and areas for improvement. Examples show how variances can be calculated for changes in revenue due to shifts in volume versus price. The analysis can also be extended to multiple variables and customer segments.
Building Your Employer Brand with Social Media
Presented at The Global HR Summit, 6th June 2024
In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement – helping to position your organization as an employer of choice in today's competitive talent landscape.
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https://flevy.com/browse/flevypro/strategic-human-resources-5310
Today's information-based, knowledge intensive, and service-driven economy has forced organizations to make substantial changes to the way they do business. With talented Human Capital now becoming the key strategic resource, the locus of the battle front has shifted. Managers not only have to fight for product markets and technical expertise but also for the hearts and minds of the most talented people in the market.
This presentation discusses the 3 core processes that Human Resources (HR) must adopt to evolve into the strategic HR function that has become the new realm in this age of disruption:
1. Building
2. Linking
3. Bonding
Other topics discussed in the slide deck include the changing perspective and responsibility of top management amidst rapid Business and Digital Transformation; and the shifting role of HR from being an auxiliary function to that of a driver.
The slide deck also includes some slide templates for you to use in your own business presentations.
[Whitepaper] 8 Key Steps of Data Integration: Restructuring Redeployment Asse...
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https://flevy.com/browse/flevypro/restructuring-redeployment-assessment-management-5439
Restructuring becomes essential at some stage in the lifecycle of any organization. In order to emerge triumphant through this tumultuous challenge, it is necessary that the focus remains on the challenges impeding the organization, Strategy Development to tackle the challenges, and prioritizing Strategic Initiatives to deliver radical results that lead the organization to Operational Excellence.
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The Redeployment Assessment process has to be detailed, accurate, and prompt. Due Diligence in documenting the process, verifying particulars, and balance between Rapidity and Accurateness is essential because:
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[Whitepaper] The Definitive Guide to Strategic Planning: Here’s What You Need...
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https://flevy.com/browse/flevypro/best-practices-in-strategic-planning-2738
For many organizations, this is the time of the year is when Leadership will conduct the annual Strategic Planning process and plan the near-, mid- and long-term strategies.
This article breaks the full Strategic Planning and Execution processes into 3 sections:
Strategic Planning
Strategy Development
Strategy Execution
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1. Strategic Planning
Per Wikipedia, we can define Strategic Planning as:
Strategic Planning is an organization’s process of defining its strategy, or direction, and making decisions on allocating its resources to pursue this strategy. It may also extend to control mechanisms for guiding the implementation of the strategy. Strategic Planning became prominent in corporations during the 1960s and remains an important aspect of strategic management. It is executed by strategic planners or strategists, who involve many parties and research sources in their analysis of the organization and its relationship to the environment in which it competes.
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Encourage productive and stimulating Strategic Dialogue.
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Explore
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[Whitepaper] The “Theory of Constraints:” What’s Limiting Your Organization?
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More Information:
https://flevy.com/browse/flevypro/theory-of-constraints-1883
The Theory of Constraints (TOC) is a methodology for identifying the most important limiting factor — i.e. constraint — and systematically improving it. It was developed by Dr. Eliyahu Goldratt, introduced in 1984 book, The Goal.
TOC differs from traditional management views, in that traditional methods seek to make improvements throughout the organization. They divide the organization into smaller, more manageable pieces. The objective, thus, is to maximize the performance of each part, resulting in global improvement.
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There are 3 types of constraints that exist in an organization:
Capacity Constraint. This constraint occurs when a resource which cannot provide timely capacity as demanded by the system.
Market Constraint. This is when the amount of customers orders is not sufficient to sustain the required growth of the system.
Time Constraint. This occurs when the response time of the system to the requirement of the market is too long to the extent that it jeopardizes the system’s ability to meet its current commitment to its customers as well as the ability of winning new business.
[Whitepaper] Transportation Cost Reduction in Supply Chain Management
More Information:
https://flevy.com/browse/flevypro/supply-chain-cost-reduction-transportation-5482
Companies looking to improve efficiency and reduce costs can gain significant ground in the Supply Chain Management function by incorporating Lean Management and Six Sigma techniques.
Reason this area has gone under the radar is that companies do not consider Supply Chain to be their core competency.
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Leadership has become a usual term often misunderstood by many people even those holding the status of a leader. There is no doubt that everyone can be a leader, but not everyone can be a genius leader. Leadership is far limited to prestige, a high status, or to financial abundance; it is neither about authority nor power. Leadership starts when you go beyond the self to serve and empower others.
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More Information:
https://flevy.com/browse/flevypro/thomas-kilmann-conflict-mode-instrument-tki-3722
A major reason for employees leaving their workplaces is conflict with their bosses. To succeed in today’s fiercely competitive market, organizations need to invest in developing their leadership, such that they further develop their teams by training them on the desired competencies and create a sense of engagement in them.
A big challenge for leaders is getting their employees to believe in the organizational vision. No two personalities have the same viewpoints and aspirations, thus conflict is bound to occur between team members while they interact.
The Thomas-Kilmann Conflict Mode Instrument (TKI), developed by Dr. Ralph H. Kilmann and Dr. Kenneth W. Thomas, is an easy-to-use, online assessment tool to Conflict Management. Human Resources (HR) and Organizational Design (OD) consultants utilize the TKI tool as a mechanism to initiate discussions on differing topics and facilitate in mediation by learning how conflict-handling modes affect personal, group, and organizational dynamics.
Each of us has a predominant conflict style that we use in a particular situation. The Thomas-Kilmann Conflict Mode Instrument provides a basis to measure a person’s behavior in conflict situations, where individuals appear to be unable to get along. The individuals’ behavior in conflict situations encompasses 2 broad dimensions:
Assertiveness
Cooperativeness
These behavior dimensions define 5 predominant conflict handling styles (or modes) that we use while responding to conflict situations:
Competing
Accommodating
Avoiding
Collaborating
Compromising
Got a question about this presentation? Email us at support@flevy.com.
[Whitepaper] Key Account Management: Handling Large Global Accounts the Right...
[Whitepaper] Key Account Management: Handling Large Global Accounts the Right...Flevy.com Best Practices
More Information:
https://flevy.com/browse/flevypro/key-account-management-kam-large-global-accounts-3765
Large accounts make up a significant portion of business for most B2B companies. Therefore, losing an important customer can have detrimental effects on the organization. The significance of key accounts is urging top B2B companies to revisit their key account management approaches. Additionally, the increasing level of sophistication of the purchase process being adopted — such as, centralized procurement, competitive bidding and auctions, and laborious negotiations — by large buyers is a crucial element for B2B companies to consider to win large accounts.
Studies have shown that large buyers suggest price, product features, and reliability as the most important factors in their purchasing decisions, even more so than sales and service experience. However, detailed analysis of data into the actual purchasing decisions by buyers reveal that suppliers’ service and support capabilities mean a lot to large purchasers — in fact, almost as equal in importance as price. Large buyers often involve senior team members in procurement, which necessitates the need for inclusion of people possessing high-quality management and sales skills while serving key accounts.
With more intensifying sophistication of the procurement process at large businesses in future, the buyers will keep trying to cut costs and gain significant advantage while negotiating with procurement. The suppliers, in turn, can create a win-win situation by providing first-rate key account support and service.
Leading suppliers utilize the 4 drivers of growth to develop best-in-class key account management practices and increase their large contract win ratios. These drivers are actually the 4 imperatives that forerunners undertake to fuel their growth:
Quantified Value Proposition (QVP)
Value-based Selling
Coordinated Account Management
Negotiation Preparation
Got a question about this presentation? Email us at support@flevy.com.
[Whitepaper] Nudge Theory: An Effective Way to Transform Negative Behaviors
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https://flevy.com/browse/flevypro/nudge-theory-key-challenges-3895
Changing the behaviors of people is the foremost issue with every transformation initiative.
Nudge theory is a novel Change Management model that underscores the importance of understanding the way people think, act, and decide. The model assists in encouraging human imagination and decision making, and transforming negative behaviors and influences on people. The approach helps understand and change human behavior, by analyzing, improving, designing, and offering free choices for people, so that their decisions are more likely to produce helpful outcomes for the others and society in general.
Nudge theory helps reform existing (often extremely unhealthy) choices and influences on people. The theory is quite effective in curtailing resistance and conflict resulting from using autocratic ways to change human behavior. The model promotes indirect encouragement and enablement — by designing choices which encourage positive helpful decisions — and avoids direct enforcement. For instance, playing a ‘room-tidying’ game with a child rather than instructing her/him to tidy the room; improving the availability and visibility of litter bins rather than erecting signs with a warning of fines.
Organizations are increasingly using behavioral economics to optimize their employee and client behavior and well-being. Nudge units or behavioral science teams are being set up in the public and corporate sectors to influence people to address pressing issues. For instance, to increase customer retention by changing the language of support center staff to motivate customers to consider long-term benefits of a product; or to make employees to follow safety procedures by placing posters of watching eyes to remind them of the criticality of the measure.
An effective Nudge initiative necessitates much more than deploying a few experts in heuristics and statistics. The senior leadership should lay out a conducive environment for successful behavioral transformation. This entails assisting the Nudge unit to focus, place it appropriately, create awareness, train and de-bias people, implement effective rewards, and follow high ethical standards.
The leadership needs to think about and prepare to tackle 6 key challenges Nudge units face when implementing effective behavioral transformation initiatives:
What should be the focus of the Nudge unit?
Should the Nudge unit be placed at the headquarters or at the business unit level?
Which resources be made part of the Nudge unit?
What are the critical success factors to consider for the unit?
How to communicate the results and early wins?
What should be done to tackle skepticism and resistance to change?
Got a question about this presentation? Email us at support@flevy.com.
[Whitepaper] Business Model Innovation: Creation of Scalable Business Models ...
[Whitepaper] Business Model Innovation: Creation of Scalable Business Models ...Flevy.com Best Practices
More Information:
https://flevy.com/browse/flevypro/business-model-innovation-bmi-scalable-business-models-5182
Scalability is described as possible meaningful changes in magnitude or capacity. In business terms, it’s the capability of a system to enhance productivity upon resource augmentation. Scalability provides an organization the capabilities to develop compelling value propositions — that are hard to imitate by the rivals — and achieve profitable growth even in the wake of external threats, cut-throat competition, stringent laws, or financial downturns.
Today’s challenging business ecosystems and economic outlook demand from the enterprises to develop novel and Scalable Business Models that are able to leverage positive returns on investments. To accomplish this, leaders need to identify and eradicate any capacity issues, enhance collaboration with existing partners, build new partnerships, or develop platforms to work with their opponents.
Executives should invest in scaling options only when they are sure to boost returns. They have to be quick to exit a business when returns on investment to scale backfire.
5 Patterns of Business Model Scalability
Benchmarking a number of successful organizations reveals that their Business Models were flexible enough to sustain internal and external pressures. Business Model Scalability hinges on aligning the strategic partners and Value Propositions to serve the customers.
To drive Business Model Innovation (BMI), leading organizations consistently display 5 critical patterns of Business Model Scalability:
Operate with multiple distribution channels
Eliminate typical capacity limitations
Outsource capital investments to partners
Allow customers and partners assume multiple roles in the business
Create platform models
Got a question about this presentation? Email us at support@flevy.com.
[Whitepaper] Shareholder Value Traps: How to Evade Them and Focus on Value Cr...
[Whitepaper] Shareholder Value Traps: How to Evade Them and Focus on Value Cr...Flevy.com Best Practices
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https://flevy.com/browse/flevypro/shareholder-value-traps-5239
Changing industry ecosystems and competition today demand from the organizations to undergo strategic shifts. The purpose of a company is undergoing Business Transformation from serving the interest of shareholders to serving all stakeholders that influence the organization.
Shareholders are often considered the only stakeholders that invest in a business. Senior management needs to be cognizant of the importance of shareholders as well other stakeholders who create value for the organization. They should work on building a collaborative Organizational Culture and paying heed to the welfare of all those groups that play a role in organizational growth.
This warrants a thorough evaluation of all stakeholders, their long-term interests, and Value Creation — or Value Destruction — potential for the organization. But first, this calls for finding answers to the following key questions:
Who creates the most value for the organization?
Who among the stakeholders typically secure the best deals from the organization?
Who is the victim of having the worst deals from the organization?
Who among the stakeholders is potentially untrustworthy?
Are there any intermediaries or stakeholders fulfilling their personal agendas?
Answering these questions is critical for the executives, otherwise they may risk falling into Shareholder Value Traps. Recognizing and understanding stakeholder value traps while the managing stakeholders’ various interests helps executives achieve shared and individual long-term goals. These 5 common traps prevent stakeholders’ interests to get integrated with the interests of the organization and destroy the value of a company if overlooked:
Ignoring cash-flow driving stakeholders while distributing cash
Miscalculating reaction from stakeholders
Supporting under-performing units
Conceding to willful vulture capitalists
Misjudging intermediaries role in transactions
Got a question about this presentation? Email us at support@flevy.com.
The Top 101 Consulting Frameworks of 2020
More Information:
https://mark-bridges.medium.com/the-top-101-consulting-frameworks-of-2020-3b9be58ce18e
At the end of each year, we publish a list of the top 101 consulting frameworks from the FlevyPro Library. We add new frameworks to FlevyPro each week based on market trends (e.g. Digital Transformation, Customer-centric Design) and customer demand. (See the top 101 consulting frameworks of 2019.)
Business frameworks are powerful tools consultants leverage to address their clients’ business issues in an organized, thorough, and efficient fashion. Each of our framework guides is a detailed PowerPoint presentation that provides a structured approach to analyzing and solving a common business problem, from issues in Strategy Development to Digital Transformation to Leadership Development.
Got a question about this presentation? Email us at support@flevy.com.
Six Sigma - Statistical Process Control (SPC)
More Information:
https://flevy.com/browse/business-document/six-sigma--statistical-process-control-spc-604
DOCUMENT DESCRIPTION
The Six Sigma - Statistical Process Control (SPC) Training Module includes:
1. MS PowerPoint Presentation including 136 slides covering
- Introduction to Statistical Process Thinking,
- Basic Statistics,
- Introduction to Statistical Process Control,
- Statistical Process Control Charts,
- Sample Size & Frequency,
- Out-of-Control Action Plan, and
- Process Control Plan.
2. MS Excel Confidence Interval Analysis Calculator making it really easy to calculate confidence intervals (mean value, standard deviation, capability indices, proportion, count) and perform a Comparison of two statistics (mean values, standard deviations, proportions, counts).
"After you have downloaded the training material, you can change any part of the training material and remove all logos and references to Operational Excellence Consulting. You can share the material with your colleagues and clients, and re-use it as you need. The only restriction is that you cannot publicly re-distribute, sell, rent or license the material as though it is your own. Thank you."
Got a question about this presentation? Email us at support@flevy.com.
Lean Six Sigma - Process Risk Analysis (FMEA)
More Information:
https://flevy.com/browse/business-document/lean-six-sigma--process-risk-analysis-fmea-600
BENEFITS OF DOCUMENT
the systematic analysis of a manufacturing, service or administrative process,
the identification of critical and/or significant process characteristics, and
the identification of process deficiencies and development of an effective corrective action plan.
DOCUMENT DESCRIPTION
The Lean Six Sigma - Process Risk Analysis & Mistake-Proofing Training Module provides you with a step-by-step approach, as well as examples, exercises, and templates, to analyze and eliminate risks in your manufacturing, service or business processes. This training module includes:
1. 132 PowerPoint slides covering
- Introduction to Process Risk Analysis & Mistake-Proofing,
- Process Variables Map,
- Cause & Effect Matrix,
- Process Failure Mode and Effects Analysis,
- Sixteen Human Error Modes,
- Six Mistake-Proofing Principles,
- Seven Types of Poka-Yoke Devices and Examples,
- Process Control Plan,
- and 6 Workshop Exercises.
2. MS Excel Process Variables Map Template & Example
3. MS Excel Cause & Effect Matrix Template & Example
4. MS Excel Process FMEA Template & Example
5. MS Excel Process Control Plan Template & Example
"After you have downloaded the training material, you can change any part of the training material and remove all logos and references to Operational Excellence Consulting. You can share the material with your colleagues and clients, and re-use it as you need. The only restriction is that you cannot publicly re-distribute, sell, rent or license the material as though it is your own. Thank you."
Got a question about this presentation? Email us at support@flevy.com.
Lean Manufacturing
More Information:
https://flevy.com/browse/business-document/lean-manufacturing-160
BENEFITS OF DOCUMENT
Learn how to eliminate waste to save time and make more money.
Learn how to apply simple Lean methods and tools in the workplace to improve productivity and quality.
DOCUMENT DESCRIPTION
Lean is a management philosophy based on the Toyota Production System (TPS). With Lean Manufacturing, you will be able to enhance value for your customers by improving and smoothing the process flow and eliminating waste. Simply put, with Lean, you will be able to increase productivity and create greater customer value with less resources.
By teaching this presentation, managers and employees will have a better understanding of the Lean principles and approach to eliminating waste, and will be more forthcoming to lead and participate in the Lean implementation process.
LEARNING OBJECTIVES
1. Understand the key concepts and principles of Lean
2. Acquire knowledge on the common Lean methods and tools and their applications to eliminate waste and create more value for customers
3. Identify ways to develop "Kaizen eyes" to look for improvement opportunities
4. Describe the various Lean roles
5. Define the critical success factors for sustaining a Lean culture
CONTENTS
1. Introduction to Lean Thinking
- The case for Lean Manufacturing
- Where did Lean originate?
- Toyota's philosophy
- Lean adoption in various environments
- Impact of Lean principles in industry
- Lean applications in manufacturing, process and service industries
- What is Lean?
- What Lean is not
- Traditional thinking versus Lean thinking
- Traditional culture vs. Lean culture
- Lean management framework
- Lean and six sigma
- Benefits of Lean manufacturing
Got a question about this presentation? Email us at support@flevy.com.
Effective Staff Suggestion System (Kaizen Teian)
More Information:
https://flevy.com/browse/business-document/effective-staff-suggestion-system-kaizen-teian-157
BENEFITS OF DOCUMENT
Implement a strategy and mechanism to generate a constant flow of ideas.
Simplify the evaluation system to speed up the suggestions feedback process.
Learn effective approaches to develop creativity and improve participation rates.
DOCUMENT DESCRIPTION
Effective Staff Suggestion System is based on Kaizen Teian -- the Japanese-style proposal system for continuous improvement -- is the most direct and effective method for channeling employees' creative energies and hands-on insight.
This presentation focuses on the management, guidance, and development of an effective suggestion system. It explains the key aspects of running a suggestion system or proposal program on a day-to-day basis. This concise reference outlines the policies that support a "bottom-up" system of innovation and defines the three main objectives of a successful suggestion system: to build participation, develop individuals' skills, and achieve higher profits.
This comprehensive guide teaches the methods to plan, implement and sustain the program. It teaches strategy, mechanism, roles, process, and how employees should write good ideas.
LEARNING OBJECTIVES
1. Understand the key elements of a suggestion system
2. Define how to plan and launch an effective suggestion system
3. Describe how to set up a strategy and mechanism to generate ideas, capture quality ideas, evaluate ideas and sustain a constant flow of ideas
4. Explain how to develop employees to identify opportunities for improvement and write good quality ideas
5. Define success factors for sustaining a suggestion system
CONTENTS
1. Introduction to Kaizen
2. Introduction & Basic Concepts of a Suggestion System
3. Scope of Suggestions
4. Goals of a Suggestion System
5. Planning & Launching a Suggestion System
6. Roles & Responsibilities
7. The Suggestions Process
8. Evaluation & Award Systems
9. Examples of Effective Procedures
10. Techniques for Developing Creativity
11. Examples of Ideas for Improvement
12. Points for Improvement
13. Ways to Develop "Kaizen Eyes"
14. How to Sustain a Suggestion System
Got a question about this presentation? Email us at support@flevy.com.
Sales Excellence - Diagnostic Tool
More Information:
https://flevy.com/browse/business-document/sales-excellence--diagnostic-tool-2877
DOCUMENT DESCRIPTION
This is a comprehensive sales excellence diagnostic tool. The capability levers are classified into the following four levels:
- Champion - Few, if any, companies consistently deliver at this level for all customer segments
- Play offs - Broadly recognised as market best practice
- Survival - Below best practice, but meets minimum standard required to compete effectively
- Relegation - Below minimum standard required to compete effectively
Got a question about this presentation? Email us at support@flevy.com.
Variance Analysis
The document discusses variance analysis and provides examples of how it can be used. Variance analysis breaks down changes in financial metrics like revenue, costs, and profits into their contributing factors. This helps identify drivers of performance and areas for improvement. Examples show how variances can be calculated for changes in revenue due to shifts in volume versus price. The analysis can also be extended to multiple variables and customer segments.
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https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
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一模一样【微信：A575476】【新西兰奥塔哥大学毕业证（otago毕业证）成绩单Offer】【微信：A575476】（留信学历认证永久存档查询）采用学校原版纸张、特殊工艺完全按照原版一比一制作（包括：隐形水印，阴影底纹，钢印LOGO烫金烫银，LOGO烫金烫银复合重叠，文字图案浮雕，激光镭射，紫外荧光，温感，复印防伪）行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备，十五年致力于帮助留学生解决难题，业务范围有加拿大、英国、澳洲、韩国、美国、新加坡，新西兰等学历材料，包您满意。
【业务选择办理准则】
一、工作未确定，回国需先给父母、亲戚朋友看下文凭的情况，办理一份就读学校的毕业证【微信：A575476】文凭即可
二、回国进私企、外企、自己做生意的情况，这些单位是不查询毕业证真伪的，而且国内没有渠道去查询国外文凭的真假，也不需要提供真实教育部认证。鉴于此，办理一份毕业证【微信：A575476】即可
三、进国企，银行，事业单位，考公务员等等，这些单位是必需要提供真实教育部认证的，办理教育部认证所需资料众多且烦琐，所有材料您都必须提供原件，我们凭借丰富的经验，快捷的绿色通道帮您快速整合材料，让您少走弯路。
留信网认证的作用:
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2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
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我们所定的价格是非常合理的，而且我们现在做得单子大多数都是代理和回头客户介绍的所以一般现在有新的单子 我给客户的都是第一手的代理价格，因为我想坦诚对待大家 不想跟大家在价格方面浪费时间
对于老客户或者被老客户介绍过来的朋友，我们都会适当给一些优惠。
选择实体注册公司办理，更放心，更安全！我们的承诺：可来公司面谈，可签订合同，会陪同客户一起到教育部认证窗口递交认证材料，客户在教育部官方认证查询网站查询到认证通过结果后付款，不成功不收费！
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ModelingMarketingStrategiesMKS.CollumbiaUniversitypdf
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Lean Awareness Posters (Service Version)
- 1. © Operational Excellence Consulting. All rights reserved. Lean Posters (Service/Office Version)
- 2. 3 Instructions for disseminating the posters through emails and/or the intranet 1. Select a poster, and customize the texts or images as required. 2. Select all or press “Control-A” on your keyboard, and save the images as a .png or .jpg file. Resize the images as necessary. 3. Copy and paste the file to your email and send out to the target audience. 4. You can also upload the posters to your intranet. 5. Please note that the clip art images may not have high enough resolution for the posters to be printed larger than an A4 size. This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/lean-posters-service-version-1485
- 3. 5 What is Waste? Non-value adding activities or waste is any activity that does not add market, form, or function or is not necessary. These activities should be eliminated, simplified, reduced or combined. Eight Types of Waste 1. Waiting – Employees waiting for another process or equipment 2. Over-production – Producing more than what the customer needs 3. Motion – Extra physical/mental motion that does not add value 4. Transportation – Unnecessary movement from one place to another 5. Inventory – Building extra services the customer has not ordered 6. Defects – Reprocessing or correcting work 7. Over-processing – Adding extra value when the customer does not require it 8. Intellect – Not using employees full intellectual contribution Lean ManagementLean Management © Operational Excellence Consulting. All right reserved. This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/lean-posters-service-version-1485
- 4. 7 Visual Management What is Visual Management? Visual management is a technique where information is communicated by using visual signals instead of texts or other written instructions. Examples include signs, labels, photographs, trend charts and displays. How to practice Visual Management? Display trend charts of key performance indicators so that control measures can be quickly taken Display locations and directional signs to assist people to find their way Put up labels on shelves, cabinets and storage areas for ease of searching Lean ManagementLean Management © Operational Excellence Consulting. All right reserved. This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/lean-posters-service-version-1485
- 5. 9 Root Cause AnalysisKaizen What is Kaizen? Kaizen means continuous improvement. Kaizen is the analysis of process or system elements to understand how it works, and then discover how to improve it. How can we practice Kaizen? Contribute ideas to improve processes and the work environment Participate in continuous improvement meetings and activities Develop an improvement mindset and look for ways to eliminate waste and enhance value Lean ManagementLean Management © Operational Excellence Consulting. All right reserved. This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/lean-posters-service-version-1485
- 6. 11 Lean ManagementLean Management Root Cause Analysis What is Root Cause Analysis? Root Cause Analysis helps you to get to the factors that are causing the problem. By knowing what the real causes are, you can identify and implement effective solutions to ensure the problems do not occur again in the future. What are the steps for Root Cause Analysis? 1. Define the problem 2. Collect data 3. Identify possible causal factors 5. Implement solutions 4. Identify the root causes Man Machine Method Material © Operational Excellence Consulting. All right reserved. This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/lean-posters-service-version-1485
- 7. 13 Lean ManagementLean Management Standard Work What is Standard Work? Standard work is a set of work procedures which consist of the best and most reliable methods and sequences. Standard work aims to maximize performance while minimizing waste in each person’s process. How can we practice Standard Work? Establish clear procedures for each staff’s work process Communicate and train staffs on standard work procedures Use standard work as a baseline for continuous improvement © Operational Excellence Consulting. All right reserved. This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/lean-posters-service-version-1485
- 8. 15 Lean ManagementLean Management Poka Yoke What is Poke Yoke? Poka yoke is a Japanese term that means "mistake- proofing". Poka yoke refers to techniques that make it impossible to make mistakes. How can we practice Poka Yoke? Use “cue cards” at service points to ensure that you know what to say to customers Define necessary documents which are required for processing in the application form Use a checklist to avoid missing any steps © Operational Excellence Consulting. All right reserved. This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/lean-posters-service-version-1485
- 9. 17 Other Presentations You May Like… Check out our presentations catalog at http://www.oeconsulting.com.sg/#!training-presentations/c1les This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/lean-posters-service-version-1485
- 10. 19 About Operational Excellence Consulting • Operational Excellence Consulting is a management training and consulting firm that assists organizations in improving business performance and effectiveness. • The firm’s mission is to create business value for organizations through innovative operational excellence management training and consulting solutions. • OEC takes a unique “beyond the tools” approach to enable clients develop internal capabilities and cultural transformation to achieve sustainable world-class excellence and competitive advantage. For more information, please visit www.oeconsulting.com.sg This document is a partial preview. Full document download can be found on Flevy: http://flevy.com/browse/document/lean-posters-service-version-1485
- 11. 1 Flevy (www.flevy.com) is the marketplace for premium documents. These documents can range from Business Frameworks to Financial Models to PowerPoint Templates. Flevy was founded under the principle that companies waste a lot of time and money recreating the same foundational business documents. Our vision is for Flevy to become a comprehensive knowledge base of business documents. All organizations, from startups to large enterprises, can use Flevy— whether it's to jumpstart projects, to find reference or comparison materials, or just to learn. Contact Us Please contact us with any questions you may have about our company. • General Inquiries support@flevy.com • Media/PR press@flevy.com • Billing billing@flevy.com