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About IIMM
About RIMSR-Brenau University, PMI USA
Project Management
Supply Chain Management
Interdependence of PM & SCM
Skill sets of Project \ Purchase Professionals
Training & Certification by RIMSR & IIMM
It addresses few relevant questions like
Top reasons for cost overrun & project delays,
National Board of Accreditation has prescribed 12
Graduate Attributes for the Engineering students, they
are 1) Engineering knowledge 2) Problem analysis 3)
Design of solutions 4) Conduct investigations of
complex problems 5) Modern tool usage 6) The
engineer & society 7) Environment & sustainability 8)
Ethics 9) Individual & team work 10) Communication 11)
Project management 12) Life-long learning
when you recruit Procurement \ Project Manager will
you Hire Character; Train Skills." or 'Hire Skills, Character
can be moulded
Rangnekar Institute of Management Studies and Research (RIMSR), is a
dedicated center for quality management education. Visit www.rimsr.in
It is an affiliate of Brenau University, Gainesville, Georgia, USA. Visit www.brenau.edu
RIMSR offers Post Graduate Diploma in Project Management recognized by PMI USA, MBA from Brenau University, Georgia USA, Study Abroad program on International Business for PG students, Final year UG Students, Professionals, MSME
RIMSR also conducts regular Corporate training programs, EDPs,
This a presentation developed for following questions.
1. Compare and contrast formal leadership development and informal development at GE.
2. Analyse the cost and benefits of GE’s overall effort in leadership development.
For the Case Study Training and Development: The GE way.
Its not a presentation with lot of facts and all, just the relevant, important facts are mentioned. if you have any questions, or interested to download it, just drop me a message.
Lavacon 2012: Building Profitability into your ProcessEmmelyn Wang
Technical content is a commodity that leads the post-capitalistic society. Technical Writers must think of themselves as Knowledge Brokers and communicate the value they provide which includes increased revenue and improved customer retention. Christopher Ward (WebWorks Software) and Emmelyn Wang (STC Austin / Hoover's Software) provide real world examples of business strategies and the procedures that can align. This presentation will help you build business cases for your company to invest in Technical Communication/Publications as a revenue generator.
Project management and scm training & certification by RIMSR Brenau Universit...Prof. Harsha Kestur
Project Management and Supply chain Management Interdependence and training & certification of respective professionals by PMI & IIMM. It covers briefly
About IIMM
About RIMSR-Brenau University, PMI USA
Project Management
Supply Chain Management
Interdependence of PM & SCM
Skill sets of Project \ Purchase Professionals
Training & Certification by RIMSR & IIMM
It addresses few relevant questions like
Top reasons for cost overrun & project delays,
National Board of Accreditation has prescribed 12
Graduate Attributes for the Engineering students, they
are 1) Engineering knowledge 2) Problem analysis 3)
Design of solutions 4) Conduct investigations of
complex problems 5) Modern tool usage 6) The
engineer & society 7) Environment & sustainability 8)
Ethics 9) Individual & team work 10) Communication 11)
Project management 12) Life-long learning
when you recruit Procurement \ Project Manager will
you Hire Character; Train Skills." or 'Hire Skills, Character
can be moulded
Rangnekar Institute of Management Studies and Research (RIMSR), is a
dedicated center for quality management education. Visit www.rimsr.in
It is an affiliate of Brenau University, Gainesville, Georgia, USA. Visit www.brenau.edu
RIMSR offers Post Graduate Diploma in Project Management recognized by PMI USA, MBA from Brenau University, Georgia USA, Study Abroad program on International Business for PG students, Final year UG Students, Professionals, MSME
RIMSR also conducts regular Corporate training programs, EDPs,
This a presentation developed for following questions.
1. Compare and contrast formal leadership development and informal development at GE.
2. Analyse the cost and benefits of GE’s overall effort in leadership development.
For the Case Study Training and Development: The GE way.
Its not a presentation with lot of facts and all, just the relevant, important facts are mentioned. if you have any questions, or interested to download it, just drop me a message.
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Are training methods, which increase productivity at a
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Ledelse af fagprofessionelle: Brug af enkle principper for produktionsstyring fra industrien og systematisk oplæring af medarbejdere har betydet mindre tidsforbrug, bedre sagsbehandling og medarbejdertrivsel i Odense Kommune.
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To understand the different recruitment strategies adopted by the organization
To determine how sourcing of employees is done in the organization
To assess the importance of recruitment and selection in the HRM
To analyze the challenges encountered by the recruiters and the employees while recruitment.
Aviation training and development competenciessameh shalash
Aviation is changing rapidly, and aviation training and instructors must continue to develop their functions and competencies in order to train successfully in this changing environment.
Are training methods, which increase productivity at a
window factory, USEABLE in a public administration? And when work deals with people and professional evaluations, are industrial experiences then applicable? Is it at all possible to standardize public management?
Ledelse af fagprofessionelle: Brug af enkle principper for produktionsstyring fra industrien og systematisk oplæring af medarbejdere har betydet mindre tidsforbrug, bedre sagsbehandling og medarbejdertrivsel i Odense Kommune.
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www.seribangash.com
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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
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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:
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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.
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Toward A Knowledge Based Organization, Varanor, 28 Dec 08
1. Toward a Knowledge – based
Organization
The Foundation of Operational Excellence
and Sustainable Competitive Advantage in
the North American Automotive Industry
A Case Study
Norm Nopper, MA, BBA
Director, Varanor International
1
2. Objectives & Topics
Obj ti Ti
• Background
– The Client
– Auto Industry Trends: Strategic and Operational
– Automotive Parts Industry: Challenges
• Client R
Cli t Response to Challenges
t Ch ll
– Become a Knowledge – based Organization
• Building a Curriculum for Sustainable Competitive Advantage
– Manager/Supervisor Development Program
a age /Supe so e e op e t og a
– Team Leader Development Program
– Employee Skill Development Program
• Implementing Support Strategies
– Evaluation of Training
– Talent Management System
• A Few Details
• Next Steps/Year 10 and Beyond
Toward a Knowledge - based Organization 2
3. The Client
Th Cli t
• The client is an automotive parts manufacturer specializing in
engines, transmissions and fuel systems. It has 8 factories located
in North America.
• Profile of North American employees:
– Each factory has between 150 – 250 front line employees.
– Average length of service: 20 years.
– Average age: 45
A
– Education:
• In most factories, less than High School Diploma.
• In factories with large populations of recent immigrants Bachelor and even
immigrants,
Masters degrees.
– Language barriers.
• Most people speak English as a Second Language.
• Substantial number of employees speak little or no English.
Toward a Knowledge - based Organization 3
4. Auto Industry Trends:
y
Strategic
• Gl b l S
Global Supply D
l Development and P h i
l t d Purchasing
• Developments in Automotive Technology
• Changes to the Traditional Automotive Business Model
– Need to manage the relentless price pressure from customers.
– Traditional Customers (GM, Ford, Chrysler) may exit permanently from
automotive assembly.
assembly
– Need to develop immediate business and long term relationships with
non – traditional customers (e.g., Toyota, Nissan, Honda, Peugeot).
– Geo – economically, the need to develop business and long term
y, p g
relationships in countries and regions where existing and emerging
automotive companies are establishing manufacturing facilities.
Toward a Knowledge - based Organization 4
5. Auto Industry Trends:
y
Operational
• It
Integration of Automation and Process Controls into the
ti fA t ti dP C t l i t th
Production Process
• Developments in Process Technology
p gy
Toward a Knowledge - based Organization 5
6. The Automotive Parts Industry:
Challenges
• At
Automotive P t I d t Ch ll
ti Parts Industry Challenges:
– Assist our existing customers
– Win business with new customers
• How?
– Traditional Methods:
• Lower costs Given the present state of the auto
industry, these tactics have proven not
• Improve quality
sufficient.
• Improve delivery
– Innovative Methods:
This is a core value for organizations that
• Ideas/Suggestions
are built to last.
– from ALL employees
Toward a Knowledge - based Organization 6
7. The Automotive Parts Industry:
Client’s Response to Challenges
•BBecome a K Knowledge – b
ld based O
d Organization
i ti
• A Knowledge – based Organization focuses on aligning
Five Critical Factors:
1) Making sure the right Information
2) Flows to the right People
3) At the right Time
4) To make the right Decisions
5) To satisfy the right Stakeholders.
Toward a Knowledge - based Organization 7
8. A Knowledge – based Organization:
The Vision & Philosophy
The right Information = Key Metrics
The right People = Preparation through Training, Education and Personal
and Professional Development
The right Time = Engagement; each employee has the confidence to act,
and the leadership support; if an employee acts in good
faith, but makes a mistake, there will be no negative
consequences.
The right Decisions = Knowledge Applied
The right Stakeholders = Customer Delight
Employee Delight
Shareholder Delight
Do no harm to unrelated third parties
Toward a Knowledge - based Organization 8
9. The Vision
Th Vi i
Present State Future State
• Metal “bashing and forming” • Development, assembly and
delivery of complete
• Component assembly
automotive systems
• Mass Production
• Modern manufacturing
• Employees are machine
practices (e.g., Toyota
operators, assemblers,
Production System)
cleaners, trades people, etc.
• Employees see themselves as
fully engaged businesspersons
Toward a Knowledge - based Organization 9
10. Building a Curriculum for Sustainable
Competitive Advantage
Comprehensive
Organization – wide
learning assessment
(Year 8)
Launch of Operator Skill
Development Program
(Year 6)
President Announces Competitive
Mandate: “To thrive, our company must
become a Knowledge – based
Organization.” (
g (Year 3)
)
Launch of Team Leader Development Program (Year 2)
Launch of Manager/Supervisor Development Program (Year 1)
Comprehensive Organization – wide learning assessment (Pre - launch)
Toward a Knowledge - based Organization 10
11. Curriculum for Sustainable Competitive
Advantage
Program Focus
Employee Skill Development Promote Engagement and Interest in the business;
Program Change the front line employee’s view of him/herself: “I am
g py
a businessperson. I am part owner of MPT, and I produce
components, systems and solutions for our customers in
the Auto Industry.”
Team Leader Development Lead through Influence
Program (without resorting to Formal Authority)
Management/Supervisor Lead through Influence, and use Authority Responsibly
Development Program
Toward a Knowledge - based Organization 11
12. Support St t i
S t Strategies
Comprehensive
Evaluation Talent Management
Organization – wide
learning assessment
(Year 8)
Participant Learning: Paper & Launch of Talent Evaluation
Launch of Operator Skill
Pencil and Performance and Succession Planning
Development Program
Testing (Year 8)
T ti (Y Systems (Y
St (Year 9)
(Year 6)
President Announces Competitive
Participant Satisfaction Talent Management
Mandate: “To thrive, our company must
Surveys (Year 1) Systems also served to
become a Knowledge – based
evaluate Participant
a ua a pa
Organization.” (
g (Year 3)
)
Job Performance
Improvement
Launch of Team Leader Development Program (Year 2)
Launch of Manager/Supervisor Development Program (Year 1)
Comprehensive Organization – wide learning assessment (Pre - launch)
Toward a Knowledge - based Organization 12
13. Becoming a Knowledge – based
Organization: Stages
Stage 1: Training Culture
– Management views training and development as a critical investment in the
future of the business.
– Management views soft skills – interpersonal skills, relationship building
skills building,
emotional intelligence – as critical success factors, on par with technical
skills.
Stage 2: Learning Culture
– Employees view training and development as a critical investment in them.
– They actively seek learning and developmental opportunities.
Stage 3: Knowledge Based Organization
Toward a Knowledge - based Organization 13
14. Implementing the Vision: A Ten Year
Journey
•D
Develop a T i i C lt
l Training Culture: Y
Years 1 – 5
• Develop a Learning Culture: Years 5 - 9
• Knowledge – based Organization: Years 9 +
Toward a Knowledge - based Organization 14
15. Employee Skill Development Program:
Sample Course Topics
Level 1
1) Understanding Business Operations: Your Job Matters!
2) Effective Communications
3) Team Skills
4) Decision Making and Problem Solving
Level 2
1) Six Sigma Awareness
2) Business Values
3) Decision Making & Problem Solving
4) Effective Communication
5) Team Skills
Level 3
1) On the Job Training
Toward a Knowledge - based Organization 15
16. Team Leader Development Program:
Sample Course Topics
1) The Role of the Team Leader
2) Reviewing Job Progress
3) Health, Safety and Environmental
4) Effective Communication 1: Basic Principles
5) Effective Communication 2: Skill Practice
6)
) Coaching Team Members
g
7) On the Job Training
8) Team Motivation
9) Leading a Diverse Team
10) Problem Solving & Decision Making
11) Personal Effectiveness (Personality Resources International)
Toward a Knowledge - based Organization 16
17. Manager/Supervisor Development Program:
Sample Course Topics
1) The Role of the Manager & Supervisor
2) Managing the Employee’s Charter
3) Effective Communication 1: Basic Principles
4) Performance Appraisal and Review Meetings
) pp g
5) Principles of Motivation
6) Fair and Effective Discipline
7) Effective Communication 2: Skill Practice
8) Coaching for Performance Improvement
9) Managing Diversity
10) The Manager/Supervisor and the Law
11) S
Successfully M
f ll Managing th D t t A
i the Duty to Accommodate
dt
12) Positioning Managers & Supervisors for Successful Management of the
Workplace
Toward a Knowledge - based Organization 17
18. Evaluation P
E l ti Procedures
d
• Before Training:
– Performance: Talent Evaluation
– Knowledge: Pre – test
• During Training:
g g
– Performance: Participant In – class Performance Assessment
– Performance: On the job assignments
– Knowledge: Module Skill Reviews
• After Training
– Knowledge: Post – test
– Performance: Talent Evaluation
•IImmediately upon completion of all program modules
di t l l ti f ll dl
• Six months after completing the program
• Twelve months after completing the program
• Thereafter annually
Thereafter,
Toward a Knowledge - based Organization 18
19. Locking in Progress
and Continuing Development
• Employee Skill Development Program:
El D l tP
– Proceed to deliver Levels 2 and 3.
– Implement the Training Within Industry courses Job Instruction and Job Methods.
• Team Leader, Manager and Supervisor Development Programs:
Leader
– Continue and reinforce use of Learning Reinforcement tools.
• Learning Plans, Journals, on the job assignments.
– Continue evaluation strategy; refine and improve its application.
– Begin providing evaluation data to factory management.
• Factory managers need relevant, accurate information to make staffing decisions
regarding their Leadership and Management teams.
• Advanced Management Training:
– Use and improve the Talent Management/Succession Planning process.
– Develop a formal Mentoring program.
– Partner with a University to develop an Executive Development Program.
Toward a Knowledge - based Organization 19
20. Year 10 and B
Y d Beyond
d
• I year 11, th project was t
In 11 the jt transferred t the client.
f d to th li t
• Today, in – house personnel manage and continue to
develop the p
p process.
For more information, contact
f
Norm Nopper, nsnopper@varanor.com,
or visit www.varanor.com
Toward a Knowledge - based Organization 20