I run the Red beads simulation as the basis for describing how any business is a system and the need to understand how it really works to manage it effectively.
The way to teach and deploy Lean and Six Sigma is broken. Here is how to fix this situation by applying Deming principles.
Presented at the 2015 International Deming Research Seminar, Washington, DC on 24 March 2015.
A multitude of students, instructors and practitioners of current improvement (C.I.) methods like Lean and Six Sigma learn a fraction of what they need, ignore the best ways to apply it, and dismiss whatever they have not being taught.
For example, some companies will “only do Lean” while others “will only do Six Sigma”.
This partial understanding of the C.I. methods is the natural result of fractioning a body of knowledge and the inward focus of the keepers of each method.
Thus, it is common to find a Six Sigma black belt who ignores the notion of the company as a system and a Lean practitioner who is not schooled in statistical analysis of any kind. Both miss on much useful knowledge which would make their efforts far more effective.
Worse still, managers and leaders unaware of Deming principles, launch programs of transformation which involve others in the organization while keeping themselves “safely away.”
Keywords: Lean, Six Sigma, Green belts, Deming, Ohno, W Edwards Deming, Taiichi Ohno, Shewhart, SOPK, management, project management, tribal, feuds, 2001 Space Odyssey, SIPOC, FTY, 7 wastes, 8 wastes, fear, JIT, jidoka, autonomation, gemba, teamwork, transformation, constancy of purpose, metrics, Hoshin planning, Hoshin Kanri, systems view, systemic view, training, leadership, we can do it, deadly diseases, knowledge, System of Profound Knowledge, Toyota Production System, TPS, standards, SOP
Is there a difference between Lean Six Sigma projects and 'just projects'? Yes, actually many big advantages in favor of the Lean Six Sigma approach.
Here I describe knowing by seeing, working on what matters and creating a sense of excitement for your teams.
Second in a series of executive-level messages.
Who we are and what we can do for your company.
We believe that prosperity must include company and workers.
We face every challenge with the right thinking and tool: Lean Six Sigma, simulation, design of experiments, change management, training.
It is possible to work better every day by applying Lean Six Sigma methods.
The first presentation seeks to move us from just coping to begin solving operational problems.
Aimed at managers and supervisors, because they are the ones who will energize or stifle most initiatives.
Shaped as brief, meaningful messages, this series will explain how Lean Six Sigma is vastly better than most other approaches to improving daily tasks.
Designed for impact, formatted for small screens.
I trust you'll find it useful.
The way to teach and deploy Lean and Six Sigma is broken. Here is how to fix this situation by applying Deming principles.
Presented at the 2015 International Deming Research Seminar, Washington, DC on 24 March 2015.
A multitude of students, instructors and practitioners of current improvement (C.I.) methods like Lean and Six Sigma learn a fraction of what they need, ignore the best ways to apply it, and dismiss whatever they have not being taught.
For example, some companies will “only do Lean” while others “will only do Six Sigma”.
This partial understanding of the C.I. methods is the natural result of fractioning a body of knowledge and the inward focus of the keepers of each method.
Thus, it is common to find a Six Sigma black belt who ignores the notion of the company as a system and a Lean practitioner who is not schooled in statistical analysis of any kind. Both miss on much useful knowledge which would make their efforts far more effective.
Worse still, managers and leaders unaware of Deming principles, launch programs of transformation which involve others in the organization while keeping themselves “safely away.”
Keywords: Lean, Six Sigma, Green belts, Deming, Ohno, W Edwards Deming, Taiichi Ohno, Shewhart, SOPK, management, project management, tribal, feuds, 2001 Space Odyssey, SIPOC, FTY, 7 wastes, 8 wastes, fear, JIT, jidoka, autonomation, gemba, teamwork, transformation, constancy of purpose, metrics, Hoshin planning, Hoshin Kanri, systems view, systemic view, training, leadership, we can do it, deadly diseases, knowledge, System of Profound Knowledge, Toyota Production System, TPS, standards, SOP
Is there a difference between Lean Six Sigma projects and 'just projects'? Yes, actually many big advantages in favor of the Lean Six Sigma approach.
Here I describe knowing by seeing, working on what matters and creating a sense of excitement for your teams.
Second in a series of executive-level messages.
Who we are and what we can do for your company.
We believe that prosperity must include company and workers.
We face every challenge with the right thinking and tool: Lean Six Sigma, simulation, design of experiments, change management, training.
It is possible to work better every day by applying Lean Six Sigma methods.
The first presentation seeks to move us from just coping to begin solving operational problems.
Aimed at managers and supervisors, because they are the ones who will energize or stifle most initiatives.
Shaped as brief, meaningful messages, this series will explain how Lean Six Sigma is vastly better than most other approaches to improving daily tasks.
Designed for impact, formatted for small screens.
I trust you'll find it useful.
A3 Thinking is a Lean concept intended to keep everyone in the process on the same page! At LeanCor, we use it in each department and across functions when we need a quick way to share what we're working on.
Recorded webinar: http://slidesha.re/1hT5ghk
Subscribe: http://www.ksmartin.com/subscribe
Karen’s Books: http://ksmartin.com/books
For most, problem solving and critical thinking are NOT naturally given talents. But they are skills that can be developed in anyone, with practice and adequate coaching. In this webinar, Karen shares her 12-step model for executing the PDSA (plan-do-study-adjust) cycle and give tips on how to best develop deep capabilities across the entire workforce.
Our North American Workshop catalog includes information about sessions for Problem Solving and Decision Making, Project Management, IT Problem & Incident Management, Root Cause Analysis, Implementing Lean, Analytic Troubleshooting, Leadership Development and much more.
Creative Safety Supply takes a streamlined look at some of the major principles and processes that Toyota has used, implemented and maintained, to become one the world's product and manufacturing juggernauts.
These simple 8 steps are, in reality and truly simple - you just need to make them a part of your daily ay of doing business. We have included a number of our favorite rockpets from the Zen garden to help support the message and hope you enjoy this fresh overview.
For more infographics or slideshares please feel free to stick around on our channel and check us out. If you would like more in-depth training in lean practices, you can visit our Facebook page at http://www.facebook.com/creativesafetysupply, or even some blogs that we maintain for this important subject, like www.kaizen-news.com or www.Lean-News.com.
Further reading:
https://www.creativesafetysupply.com/glossary/toyota-production-system/
https://www.creativesafetysupply.com/glossary/pdca-cycle/
https://www.kaizen-news.com/eight-steps-practical-problem-solving/
Journey to a Lean Enterprise: New FrontiersTKMG, Inc.
Recorded webinar: http://slidesha.re/1fqHvei
Subscribe: http://www.ksmartin.com/subscribe
Karen’s Books: http://ksmartin.com/books
This is material from a webinar regarding the problem with tools-centric approaches to Lean transformation, and where the opportunities lie for a more successful journey.
Over the past two years we've begun to learn more deeply about what REALLY makes the Toyota Production System tick. We've learned that, while tools are necessary, they are not sufficient for creating a Lean enterprise. Leadership, culture, and problem-solving proficiency are common missing links that slow organizational transformation, creating the need to build new skills.
Are we Prepared for Scrum Master’s Role in COVID-19 Outbreak?Invensis Learning
No one was ready for COVID19! With a back to back lockdown months affecting the entire business verse globally. According to a PwC survey, 72% of respondents believe their companies will be more Agile going forward and 68% believe they will have flexible work environment to better equip in the long run.
In this regard, know how the Scrum Masters help thousands of teams all around the globe to collaborate? Do you feel that you are prepared for Post-COVID19 changes the way we work? How to deal with the disruptive changes?
#scrummaster #agile #covid19 #agileprojectmanagement #scrum #itmanagers #projectmanager
Areas covered:
1. Who is a Scrum Master and why we need a Scrum Master
2. How Scrum Master helped the teams in COVID19 to align and maximize value.
3. Why this is the high time for us to know about the role.
4. How can you be a good Scrum Master?
Who’ll benefit:
* IT Professionals
* Project Managers
* Delivery Managers
* QA and Testing Professionals
* Scrum Team Members
* Aspiring Scrum Masters
* Anyone who might be interested to know or oppose the idea all together
Speaker Profile:
Satyavrat Nirala is one of Asia’s youngest trainer and coach with certifications of CSM, CSPO, and CAL1, CAMS certification. He has been training and coaching Project management teams, Scrum teams internationally for the last 7 years. Started his career as a project technical analyst, Satyavrat has traversed through various roles in his journey including that of a self-thought coder, software team member, Business Analyst, SME, Scrum Master, Process Consultant, Project Management and Agile guide and coach and Mentor over a span of 14+ years.
For more information please visit our website: https://www.invensislearning.com/
Cascading Strategy Through Hoshin Kanri (Strategy Deployment)KaiNexus
In this webinar you will:
- Learn about the purpose and building blocks of hoshin kanri
- Understand how health care organizations arrive at and use hoshin
- Understand why hoshin is the quintessential PDSA and how experience with small tests of change and A3s create a foundation for hoshin
- Learn about some common rocks in the hoshin road and what can be done about them
Presenters:
Joanna Omi
Principal | Rona Consulting Group, the Lean practice of Moss Adams
Craig Vercruysse
Principal, CEO | Rona Consulting Group, the Lean practice of Moss Adams
Disrupting Lean Six Sigma; How to make Lean Six Sigma relevant to Start-Ups?Ashish Michael
How to make Lean Six Sigma relevant to Start-Ups?Lean Six Sigma is slowly dying; the era of Manufacturing Service Bases Organizations where Six Sigma focus was to reduce defect rates is past challenge is to make Lean Six Sigma relevant to Start-ups.
It is difficult it is to identify companies that have scalable business models AND equally important will they be able to execute their business plans. We have been working on this challenge now for over 4 years.In the past, a few interviews and some financial analysis might have been enough. Today, markets are more complex, and businesses are harder to evaluate. To solve this challenge have recently combined over 10 years of research on more than 10,000 companies to create an assessment that objectively measures: 1/. Scalability of the business 2/. And their ability to deliver innovation consistently.
The accuracy of our assessments are very good. Right now, with a 1-hour assessment, we are able to correctly classify businesses by scalability and able to predict just under 80% of their variance of innovation success
Building the Fit Organization (with guest presenter Dan Markovitz)TKMG, Inc.
Slides for a webinar hosted by Karen Martin on January 21, 2016 and delivered by Dan Markovitz.
Video & webinar description: http://www.slideshare.net/KarenMartinGroup/building-the-fit-organization-with-guest-presenter-dan-markovitz-57375703
Subscribe: www.ksmartin.com/subscribe.
Book: http://amzn.to/1lCeAwj
Some key points if you are looking to lower costs and increase productivity. This presentation was meant to be a short one hour overview of Process Improvement.
Lean Six Sigma Course Training Part 18Lean Insight
Here is the Lean Six Sigma Course Training Part 18 presented by Lean-Insight.com
Are you looking for six sigma training classes in Bangalore, then consult Lean-Insight. For upcoming schedules visit: http://lean-insight.com/six-sigma-training-bangalore/
First in the executive series "Discovering Lean and Deming".
I seek to connect Lean to its original thinking as described by W. Edwards Deming and Taiichi Ohno.
Quick reference guide for Six Sigma Green belts doing their first projects.
Clears some confusión about which tool to use and when.
Guides along the Six Sigma way of thinking for discovery and sustainability.
A3 Thinking is a Lean concept intended to keep everyone in the process on the same page! At LeanCor, we use it in each department and across functions when we need a quick way to share what we're working on.
Recorded webinar: http://slidesha.re/1hT5ghk
Subscribe: http://www.ksmartin.com/subscribe
Karen’s Books: http://ksmartin.com/books
For most, problem solving and critical thinking are NOT naturally given talents. But they are skills that can be developed in anyone, with practice and adequate coaching. In this webinar, Karen shares her 12-step model for executing the PDSA (plan-do-study-adjust) cycle and give tips on how to best develop deep capabilities across the entire workforce.
Our North American Workshop catalog includes information about sessions for Problem Solving and Decision Making, Project Management, IT Problem & Incident Management, Root Cause Analysis, Implementing Lean, Analytic Troubleshooting, Leadership Development and much more.
Creative Safety Supply takes a streamlined look at some of the major principles and processes that Toyota has used, implemented and maintained, to become one the world's product and manufacturing juggernauts.
These simple 8 steps are, in reality and truly simple - you just need to make them a part of your daily ay of doing business. We have included a number of our favorite rockpets from the Zen garden to help support the message and hope you enjoy this fresh overview.
For more infographics or slideshares please feel free to stick around on our channel and check us out. If you would like more in-depth training in lean practices, you can visit our Facebook page at http://www.facebook.com/creativesafetysupply, or even some blogs that we maintain for this important subject, like www.kaizen-news.com or www.Lean-News.com.
Further reading:
https://www.creativesafetysupply.com/glossary/toyota-production-system/
https://www.creativesafetysupply.com/glossary/pdca-cycle/
https://www.kaizen-news.com/eight-steps-practical-problem-solving/
Journey to a Lean Enterprise: New FrontiersTKMG, Inc.
Recorded webinar: http://slidesha.re/1fqHvei
Subscribe: http://www.ksmartin.com/subscribe
Karen’s Books: http://ksmartin.com/books
This is material from a webinar regarding the problem with tools-centric approaches to Lean transformation, and where the opportunities lie for a more successful journey.
Over the past two years we've begun to learn more deeply about what REALLY makes the Toyota Production System tick. We've learned that, while tools are necessary, they are not sufficient for creating a Lean enterprise. Leadership, culture, and problem-solving proficiency are common missing links that slow organizational transformation, creating the need to build new skills.
Are we Prepared for Scrum Master’s Role in COVID-19 Outbreak?Invensis Learning
No one was ready for COVID19! With a back to back lockdown months affecting the entire business verse globally. According to a PwC survey, 72% of respondents believe their companies will be more Agile going forward and 68% believe they will have flexible work environment to better equip in the long run.
In this regard, know how the Scrum Masters help thousands of teams all around the globe to collaborate? Do you feel that you are prepared for Post-COVID19 changes the way we work? How to deal with the disruptive changes?
#scrummaster #agile #covid19 #agileprojectmanagement #scrum #itmanagers #projectmanager
Areas covered:
1. Who is a Scrum Master and why we need a Scrum Master
2. How Scrum Master helped the teams in COVID19 to align and maximize value.
3. Why this is the high time for us to know about the role.
4. How can you be a good Scrum Master?
Who’ll benefit:
* IT Professionals
* Project Managers
* Delivery Managers
* QA and Testing Professionals
* Scrum Team Members
* Aspiring Scrum Masters
* Anyone who might be interested to know or oppose the idea all together
Speaker Profile:
Satyavrat Nirala is one of Asia’s youngest trainer and coach with certifications of CSM, CSPO, and CAL1, CAMS certification. He has been training and coaching Project management teams, Scrum teams internationally for the last 7 years. Started his career as a project technical analyst, Satyavrat has traversed through various roles in his journey including that of a self-thought coder, software team member, Business Analyst, SME, Scrum Master, Process Consultant, Project Management and Agile guide and coach and Mentor over a span of 14+ years.
For more information please visit our website: https://www.invensislearning.com/
Cascading Strategy Through Hoshin Kanri (Strategy Deployment)KaiNexus
In this webinar you will:
- Learn about the purpose and building blocks of hoshin kanri
- Understand how health care organizations arrive at and use hoshin
- Understand why hoshin is the quintessential PDSA and how experience with small tests of change and A3s create a foundation for hoshin
- Learn about some common rocks in the hoshin road and what can be done about them
Presenters:
Joanna Omi
Principal | Rona Consulting Group, the Lean practice of Moss Adams
Craig Vercruysse
Principal, CEO | Rona Consulting Group, the Lean practice of Moss Adams
Disrupting Lean Six Sigma; How to make Lean Six Sigma relevant to Start-Ups?Ashish Michael
How to make Lean Six Sigma relevant to Start-Ups?Lean Six Sigma is slowly dying; the era of Manufacturing Service Bases Organizations where Six Sigma focus was to reduce defect rates is past challenge is to make Lean Six Sigma relevant to Start-ups.
It is difficult it is to identify companies that have scalable business models AND equally important will they be able to execute their business plans. We have been working on this challenge now for over 4 years.In the past, a few interviews and some financial analysis might have been enough. Today, markets are more complex, and businesses are harder to evaluate. To solve this challenge have recently combined over 10 years of research on more than 10,000 companies to create an assessment that objectively measures: 1/. Scalability of the business 2/. And their ability to deliver innovation consistently.
The accuracy of our assessments are very good. Right now, with a 1-hour assessment, we are able to correctly classify businesses by scalability and able to predict just under 80% of their variance of innovation success
Building the Fit Organization (with guest presenter Dan Markovitz)TKMG, Inc.
Slides for a webinar hosted by Karen Martin on January 21, 2016 and delivered by Dan Markovitz.
Video & webinar description: http://www.slideshare.net/KarenMartinGroup/building-the-fit-organization-with-guest-presenter-dan-markovitz-57375703
Subscribe: www.ksmartin.com/subscribe.
Book: http://amzn.to/1lCeAwj
Some key points if you are looking to lower costs and increase productivity. This presentation was meant to be a short one hour overview of Process Improvement.
Lean Six Sigma Course Training Part 18Lean Insight
Here is the Lean Six Sigma Course Training Part 18 presented by Lean-Insight.com
Are you looking for six sigma training classes in Bangalore, then consult Lean-Insight. For upcoming schedules visit: http://lean-insight.com/six-sigma-training-bangalore/
First in the executive series "Discovering Lean and Deming".
I seek to connect Lean to its original thinking as described by W. Edwards Deming and Taiichi Ohno.
Quick reference guide for Six Sigma Green belts doing their first projects.
Clears some confusión about which tool to use and when.
Guides along the Six Sigma way of thinking for discovery and sustainability.
Problem solving road map to guide anybody who must improve a process that is slow, defective, inflexible, unresponsive, costly and risky.
Do you have any like that in your organization?
Of special use for teams following Lean Six Sigma methods (green belt and black belt projects).
Follows DMAIC structure integrated with Lean thinking and tools.
ASSOCIATED KEYWORDS:
Shewhart, Deming, Ohno, Ishikawa, lean, toyota, tps, toyota kata, lean six sigma, project management, six sigma, green belt, black belt, champion, coach, master black belt, deliverables, road map, project management, project plan, DMAIC, LSS, Define, Measure, Analyze, Improve, Control, Sustain, project charter, business case, team, problem solving, milestone, tollgate, baseline, process map, SIPOC, gemba, 7 wastes, 8 wastes, gemba walk, waste walk, spaghetti chart, flow chart, RACI, swimlane, VSM, value stream map, quick wins, operational definition, gage r&r, basic quality tools, check sheet, run chart, histogram, data statification, first time yield, FTY, rolled throughput yield, RTY, COPQ, hidden factory, rework, SPC, Western Electric rules, pareto, prioritization, input, process, output, box plot, scatter plot, correlation, causation, system, 5 whys, cause effect, fishbone, FMEA, hypothesis testing, root causes, quick win, drive out fear, respect for worker, kaizen, 5S, poka yoke, brainstorm, TRIZ, roles, responsibilities, PDCA, PDSA, pilot, roll out, implementation, status, implementation plan, business process management, BPM, KPI, target, performance, response plan, control plan, SOP, inverted pyramid, organization, sustain, plan, budget, communication, training, change, management, adoption, business, capability, prosperity, value, realization, results, replicate, integrate
Stratied sampling is a sampling method that takes into
account the existence of disjoint groups within a population and produces
samples where the proportion of these groups is maintained. In
single-label classication tasks, groups are dierentiated based on the
value of the target variable. In multi-label learning tasks, however, where
there are multiple target variables, it is not clear how stratied sampling
could/should be performed. This paper investigates stratication
in the multi-label data context. It considers two stratication methods
for multi-label data and empirically compares them along with random
sampling on a number of datasets and based on a number of evaluation
criteria. The results reveal some interesting conclusions with respect to
the utility of each method for particular types of multi-label datasets.
Catapult Simulation Instructions for Lean Six Sigma Traininglumensolutions
The Lean Six Sigma catapult is a great learning tool for your problem solving, Statistical Process Control (SPC) and Design of Experiments (DOE) training.
Managerial and Technical skills of supervisorsNabila Naik
Supervisors work closely with employees of any given business. While some supervisors act as managers and tell people how to do their work, others work as part of a team and supervise with respect, loyalty and a positive tone of voice. It is often the small characteristics that define a good and enjoyable employee supervisor. Rather than telling people how to work, a good supervisor serves as an inspiration and provides guidance for hardworking employees.
A checklist as the "desired operating-pattern"Sameh Zeid
Help teams improve continuously by having a desired operating pattern for their next improvement goal. Then, experiment to reach this operating pattern while collecting data needed to acquire new knowledge.
Inspired by "Moneyball" we created a tool for measuring our employees effectiveness and engagement. Data driven approach for 1:1 sessions and yearly appraisals.
Cause and Effect Analysis is a technique for identifying all the possible causes (inputs) associated with a particular problem / effect (output) before narrowing down to the small number of main, root causes which need to be addressed.
Managing Screen Printers, Part 2: Standard ProceduresPrintavo
In Part 1 of Managing Screen Printers, we discussed why a culture of accountability is so important for your screen printing shop. Now that you understand the basics of a culture of accountability, it's time to create standardized procedures as the backbone of your shop's processes.
This is where the rubber meets the road: you are actually building systems for accountability and creating replicable steps for your screen printers to follow.
Try Printavo for free: https://www.printavo.com
Workforce analytics, also called HR analytics or people analytics is getting much attention lately. And rightly so! Research has shown that companies using data to drive their decisions and actions are more succesfull than others. With (predictive) analytics an accurate view of the future requires predictions based on data rather than personal hunches or speculation.
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
171 Red beads The company as a system - Essential Lean 2014 01
1. Concept of a System –
Fundamentals of Lean Thinking
Written by
Francisco Pulgar-Vidal, fkiQuality
fpulgarvidal@fkiquality.com
1/26/2014
171 Copyright fkiQualityLLC 2014
1
12. Willing Workers still employed,
tell us why, how did you succeed!
• We were able to achieve consistency through hard work and
dedication.
• I succeeded because of my concentration: “it’s all in the
wrist!”
• We made sure mistakes wouldn’t happen over and over.
13. How well do these workers know the
reason for their success?
• They seem to believe in themselves and
their own skills!
• Who could blame them?
• To avoid more pain, no feedback was
requested from fired workers …
14. All-observers Feedback
•
•
•
•
•
•
I felt nervous, tense.
I tried to fix my mind on the goal.
I wanted to know the logic behind this process.
I wanted to find the standard procedure, to reduce variations.
I wanted more beads to do a better job with the paddle.
I think that the process could have been improved before it
got to me.
• I didn’t want to get fired.
• I wanted to change the procedure to do the right thing.
15. Management Feedback
• The cumulative average decreased in later cycles – we are
improving!
• There is need for more training to meet customer
requirements.
• We must change the tooling to do better.
16. How well does management know the
reasons for the current situation?
• Asking for more training and technology
are sure bets …
They can‘t hurt? Can they?
• If given numbers, a person will try to see
something … perhaps an improvement?
19. Average Percent = Total red beads/(number of days*number of
operators*50) = 281/(4*8*50) = 0.1756
Average = Total red beads/(number of days*number of
operators) = 8.7812, approx. 9
UCL = Average +
3*SQRT(Average*(1-Average Percent)) = 16.85, approx. 17
LCL = Average 3*SQRT(Average*(1-Average Percent)) = 0.7696, approx. 1
Target = 5
20. SPC tells this is a system in a
state of control.
So, all recorded variation was
random,
not assignable to any causes.
SPC: statistical process control, invented by Walter Shewhart.
21. Lesson 1:
It's the system, not the workers.
If you want to improve
performance,
you must work on the system.
37. Lesson 7:
Keeping the business open with
only the "best" workers was
acting on
"superstitious knowledge.”
38. Workers still employed
were wrong to believe that
their skills were a success factor.
• We were able to achieve consistency through hard work and
dedication.
• I succeeded because of my concentration: “it’s all in the
wrist!”
• We made sure mistakes wouldn’t happen over and over.
42. •
•
•
•
I felt nervous, tense.
I didn’t want to get fired.
I tried to fix my mind on the goal.
I wanted more beads to do a better job with the
paddle.
• I wanted to know the logic behind this process.
• I wanted to find the standard procedure, to
reduce variations.
• I wanted to change the procedure to do the
right thing.
• I think that the process could have been
improved before it got to me.
I don’t like this
work arrangement.
I want more control
over my daily
work life.
I feel tricked
by others.
43. Joy in the workplace is key to
innovation and improvement.
It is also healthier.
See 170 Fundamental of Lean Thinking, slides 55-59.
71. This is a step toward awareness
of your own business.
This is a key Lean principle.
72. References:
•
•
•
Out of the Crisis, by W. Edwards Deming, 1982
Four Days with Dr. Deming, by William Latzko and David Saunders, 1995
Suckcess, by Allen Fahden.
73. Next presentations will discuss:
• Constancy of purpose.
• Quality built-in, not inspected.
1/26/2014
171 Copyright fkiQualityLLC 2014
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