The document discusses benchmarking best practices from Japanese industries focused on continuous improvement. It examines Japanese practices in four areas: 1) People - how they select and treat employees with lifetime employment and loyalty; 2) Work style - emphasis on quality, training, consensus decision making; 3) Product quality - zero defects, prioritizing quality over production, developing suppliers; 4) Customers - global focus, attention to detail, market research. The goal is to study how Japanese companies achieved world-renowned quality and reliability.
This document discusses performance appraisals at TCS. It outlines the purposes of performance appraisals which include administrative, development, organizational, and documentation purposes. TCS conducts two appraisals annually using a balanced scorecard approach to evaluate employees on financial, customer, internal, and learning/growth metrics. Employees are rated on a 1-5 scale and those receiving low ratings in consecutive appraisals may be at risk of exit. TCS shuffles employees between projects every 18 months to prevent boredom and maintain performance.
This document contains a case study on human resources accounting and auditing. It discusses how Human Resource Accounting (HRA) measures the cost and value of employees, and how HR audits assess the effectiveness of HR functions and policies. It then provides examples of case studies where HR audits and accounting helped address challenges at different organizations. This includes improving timekeeping and attendance policies at a family-run business, providing training to address technological changes at a bank, ensuring proper fee collection records at a college, and fixing salary administration issues at a private company. The case studies demonstrate how HR audits can identify issues and help establish processes to address them.
Payroll management system thdc rishikeshSURAJ KAMBOJ
This document provides information about the Payroll Management System project report submitted by Priyanka Selwan to Hemwati Nandan Bahuguna Garhwal University. The report discusses Priyanka's 8-week summer internship at THDC India Limited where she studied their payroll management system. The report includes sections on the organization profile, payroll processes, findings from her study, and conclusions about automating the payroll system.
Microsoft focuses on recruiting intelligent staff and favors intelligence over experience. The selection process emphasizes problem solving and composure under pressure rather than technical skills. Microsoft provides employees with extensive training opportunities both online and in person to build skills for their current or future roles. It also supports diversity and inclusion through leadership, workshops, and other programs. To promote work-life balance, Microsoft offers flexible work policies, assistance programs, paid leave, on-site amenities, and other benefits. Employees are responsible for managing their own career development with manager support and access to online resources and mentoring opportunities.
The document provides information about Human Resource practices at Infosys. It discusses Infosys' sector information, company introduction, HR policies, functions, sourcing strategy, recruitment and selection process, and performance management systems. The recruitment and selection process involves defining the recruitment opportunity, advertising the opportunity, and selecting candidates through a combination of interviews, presentations, testing and group exercises. Performance is managed through methods like 360 degree feedback and a system called ICount that focuses on individual performance and continuous feedback.
This chapter discusses personnel planning and recruiting. It covers the recruitment and selection process, including forecasting personnel needs, determining internal and external candidate sources, and evaluating recruiting effectiveness. The key steps in recruitment are deciding what positions to fill, building a candidate pool through sources like referrals, screening applicants, selecting candidates through interviews, and making offers. Effective recruiting requires evaluating factors like the job market and legal compliance.
This document discusses performance appraisals at TCS. It outlines the purposes of performance appraisals which include administrative, development, organizational, and documentation purposes. TCS conducts two appraisals annually using a balanced scorecard approach to evaluate employees on financial, customer, internal, and learning/growth metrics. Employees are rated on a 1-5 scale and those receiving low ratings in consecutive appraisals may be at risk of exit. TCS shuffles employees between projects every 18 months to prevent boredom and maintain performance.
This document contains a case study on human resources accounting and auditing. It discusses how Human Resource Accounting (HRA) measures the cost and value of employees, and how HR audits assess the effectiveness of HR functions and policies. It then provides examples of case studies where HR audits and accounting helped address challenges at different organizations. This includes improving timekeeping and attendance policies at a family-run business, providing training to address technological changes at a bank, ensuring proper fee collection records at a college, and fixing salary administration issues at a private company. The case studies demonstrate how HR audits can identify issues and help establish processes to address them.
Payroll management system thdc rishikeshSURAJ KAMBOJ
This document provides information about the Payroll Management System project report submitted by Priyanka Selwan to Hemwati Nandan Bahuguna Garhwal University. The report discusses Priyanka's 8-week summer internship at THDC India Limited where she studied their payroll management system. The report includes sections on the organization profile, payroll processes, findings from her study, and conclusions about automating the payroll system.
Microsoft focuses on recruiting intelligent staff and favors intelligence over experience. The selection process emphasizes problem solving and composure under pressure rather than technical skills. Microsoft provides employees with extensive training opportunities both online and in person to build skills for their current or future roles. It also supports diversity and inclusion through leadership, workshops, and other programs. To promote work-life balance, Microsoft offers flexible work policies, assistance programs, paid leave, on-site amenities, and other benefits. Employees are responsible for managing their own career development with manager support and access to online resources and mentoring opportunities.
The document provides information about Human Resource practices at Infosys. It discusses Infosys' sector information, company introduction, HR policies, functions, sourcing strategy, recruitment and selection process, and performance management systems. The recruitment and selection process involves defining the recruitment opportunity, advertising the opportunity, and selecting candidates through a combination of interviews, presentations, testing and group exercises. Performance is managed through methods like 360 degree feedback and a system called ICount that focuses on individual performance and continuous feedback.
This chapter discusses personnel planning and recruiting. It covers the recruitment and selection process, including forecasting personnel needs, determining internal and external candidate sources, and evaluating recruiting effectiveness. The key steps in recruitment are deciding what positions to fill, building a candidate pool through sources like referrals, screening applicants, selecting candidates through interviews, and making offers. Effective recruiting requires evaluating factors like the job market and legal compliance.
Dessler ch 02-equal opportunity and the lawShamsil Arefin
This PowerPoint presentation covers key topics in equal opportunity and the law as it relates to human resource management. It discusses major federal employment discrimination laws including Title VII, the ADA, and the ADEA. Key concepts explained include adverse impact, reasonable accommodations under the ADA, and defenses against discrimination claims such as business necessity. The presentation also addresses designing affirmative action programs, avoiding reverse discrimination, and managing workplace diversity.
The Life Insurance Corporation of India (LIC) was established in 1956 and nationalized the life insurance business. LIC aims to provide affordable life insurance, mobilize savings, invest funds for policyholders and the nation, act with maximum efficiency and protect policyholders' interests. LIC provides extensive training to its agents and employees to develop skills and knowledge through in-house and external programs. It also has promotion policies and rules regarding employee conduct and discipline.
The document discusses different methods of job evaluation including ranking, classification, factor comparison, and point methods. It provides details on each method, such as how jobs are evaluated and the advantages and disadvantages of each approach. The point method uses a quantitative scheme to assign points to jobs based on compensable factors like skill, effort, responsibility, and working conditions. Higher accumulated points indicate more valuable jobs.
The document discusses the training programs at TCS, Wipro, and Infosys for new recruits. At TCS, recruits undergo a 23-day induction program followed by stream-specific training at assigned locations, with exams and performance affecting salary. TCS also launched a 7-month program to train 500 science graduates as software professionals. At Wipro, training is a 3-step program over 3 months involving fundamentals, projects, and a real-time lab project. At Infosys, recruits are divided by background and undergo a 16-week training in Mysore, with comprehensive exams impacting salary.
This document provides an overview of training and development techniques discussed in Chapter 8. It begins with an introduction to employee orientation and the training process. It then discusses various training methods like on-the-job training, apprenticeship training, lectures, and computer-based training. It also covers management development, overcoming resistance to change, and evaluating training efforts. The document is from a 10th edition human resources textbook and aims to help readers understand key concepts around employee training.
This chapter discusses various strategic management concepts including long term objectives, financial and strategic objectives, levels of strategies for large and small companies, types of strategies such as vertical integration, intensive strategies, diversification strategies, defensive strategies, and Porter's five generic strategies. It also discusses strategic management in nonprofit and governmental organizations. The chapter concludes with an exercise for groups to study the Estee Lauder case study.
This chapter discusses management control systems, including their importance, nature, types, and components. Control systems are important because they help guide employees to accomplish organizational goals and steer the organization towards its goals. They also help avoid large losses and bankruptcy that can result from defective products, poor coordination, and accounting irregularities. The chapter outlines the three levels of control - strategic, management, and operational - and describes the nature of management control systems, both formal and informal types, as well as their key subsystems and components.
Wipro spends about 1% of its total revenue on training its 145,000 employees. It has 10 dedicated learning facilities across 6 cities that can train 5,000 people per day, covering topics like leadership, behavioral skills, and cross-cultural training. Wipro's Project Readiness Program is a 68-day induction training for new recruits to prepare them technically and behaviorally for client projects, and 25% of it is now e-learning. The SEED academic program has enabled over 6,000 employees to enhance their skills in management and IT through classroom, e-learning and self-study courses. Wipro also has programs like the Manager Excellence Framework, Wipro Academy of Software Excellence, and Wipro Infotech
Infosys is an Indian global technology services company headquartered in Bangalore with over 145,000 employees worldwide. The document discusses Infosys' training and development department, which conducts various types of training need analysis and uses different training methods. It maintains a large training center campus in Mysore, which trains 12,000 new employees annually and features classrooms, halls, a food court, and employee facilities. The training programs cover induction, technical skills, soft skills, quality, and leadership.
This document discusses strategic training and development processes. It begins by explaining how a company's business strategy influences its training needs and approaches. The strategic training process involves identifying strategic initiatives to support the business strategy, implementing training and development activities, and measuring outcomes. Examples of strategic initiatives include diversifying learning, accelerating employee learning, and capturing knowledge. Metrics consider perspectives like customers, learning, and finances. Organizational characteristics like employee and manager roles also influence a company's training approach.
Job analysis is the process of determining the duties, responsibilities, skills, and qualifications required for a job. It involves collecting information about jobs through methods like interviews, questionnaires, and observation. This information is then used to write job descriptions that outline a job's duties and specifications that list required qualifications. Job analysis ensures legal and operational compliance and supports recruitment, performance evaluation, and training. It has evolved to focus more on competencies and empowering workers through enriched jobs with more responsibilities.
Talent management practices of TCS-
Recruitment and selection process
Learning and Development
Performance Management
Compensation and Benefits
Employee Retention
Succession Planning
The document provides an introduction to performance management, including its history, definitions, aims, principles, benefits and the performance management system process. It discusses factors that affect performance and characteristics of an ideal performance management system. The document also covers performance review techniques and tips for successful performance reviews.
This document contains a questionnaire on performance management systems with several sections. Section A collects general information about respondents and their organizations. Section B asks about the nature of the organizations' current performance management systems, including whether they are formal systems, which employee groups they apply to, and the techniques used for performance assessment. Section C collects perceptions of HR professionals about challenges, definitions, determinants of success, and relationships to other HR areas like compensation. Sections D-F ask about processes, issues, effectiveness evaluation, and potential changes to performance management systems. The questionnaire aims to understand current practices and perceptions around performance management.
The training process at Apex Door Company lacks structure and documentation, resulting in employees performing jobs in their own way without clear understanding of expectations. To improve training, specific steps would be taken: 1) Developing comprehensive job descriptions, 2) Implementing a standardized new employee orientation program, 3) Conducting training needs assessments, 4) Implementing tailored training methods like on-the-job training and job instruction training, 5) Developing management through on-the-job training, and 6) Evaluating training effectiveness through measuring reaction, learning, behavior, and results.
Recruitment and Selection in FMCG IndustryNahid Anjum
This document provides an overview of the FMCG sector including its characteristics, levels, job roles, requirements, and how it differs from other sectors like IT and financial. It analyzes 4 FMCG players - Cadbury, GSK, ABD, and Heinz. It discusses the FMCG sector in terms of its characteristics like stability, growth potential, and nationwide opportunities. It outlines the different levels and job roles in the sector and how one can progress between the roles. It also covers the requirements, schemes, policies, and benefits of working in the FMCG sector.
This document discusses key performance indicators (KPIs) for a financial controller position. It provides examples of KPIs, steps for creating KPIs, common mistakes to avoid, and how KPIs should be designed. The document recommends visiting kpi123.com for additional KPI samples and materials related to performance reviews, appraisal forms, and interview questions.
TCS was founded in 1968 and provides IT, BPO, and engineering services. It focuses on training employees through various programs to gain new skills and invests in talent development. The company also has policies around career management, diversity and inclusion, working hours, leaves, and learning programs to engage and develop its talent.
A study on performance appraisal conducted at hamul, hassanProjects Kart
The document provides an overview of a study on performance appraisal of employees at HAMUL in Hassan, India. It discusses the objectives of the study which are to study the existing performance appraisal system, understand and evaluate the appraisal mechanism, and assess employee satisfaction. It outlines the scope, research methodology including sampling and data collection methods. The limitations are confined sample size and being specific to HAMUL.
The document discusses best practices for continuous improvement from Japanese companies. It covers four key areas: people, work style, product quality, and customers. For people, it discusses employee selection based on potential, importance of individuals, lifetime employment, and company loyalty. For work style, it discusses topics like top management involvement in quality, job rotation, training, and consensus management. For product quality, it discusses policies like zero defects, quality over production, supplier quality, just-in-time inventory, and effective foolproofing. The overall message is that Japanese companies excel at continuous improvement through strong emphasis on people, work processes, product excellence and customer focus.
The document discusses best practices for continuous improvement from Japanese companies. It covers four key areas: people, work style, product quality, and customers. For people, it discusses employee selection based on potential, importance of individuals, lifetime employment, and company loyalty. For work style, it discusses topics like top management involvement in quality, job rotation, training, and consensus management. For product quality, it discusses policies like zero defects, quality over production, supplier quality, just-in-time inventory, and effective foolproofing. The overall message is that Japanese companies excel at continuous improvement through strong focus on people, work processes, product quality and customers.
Dessler ch 02-equal opportunity and the lawShamsil Arefin
This PowerPoint presentation covers key topics in equal opportunity and the law as it relates to human resource management. It discusses major federal employment discrimination laws including Title VII, the ADA, and the ADEA. Key concepts explained include adverse impact, reasonable accommodations under the ADA, and defenses against discrimination claims such as business necessity. The presentation also addresses designing affirmative action programs, avoiding reverse discrimination, and managing workplace diversity.
The Life Insurance Corporation of India (LIC) was established in 1956 and nationalized the life insurance business. LIC aims to provide affordable life insurance, mobilize savings, invest funds for policyholders and the nation, act with maximum efficiency and protect policyholders' interests. LIC provides extensive training to its agents and employees to develop skills and knowledge through in-house and external programs. It also has promotion policies and rules regarding employee conduct and discipline.
The document discusses different methods of job evaluation including ranking, classification, factor comparison, and point methods. It provides details on each method, such as how jobs are evaluated and the advantages and disadvantages of each approach. The point method uses a quantitative scheme to assign points to jobs based on compensable factors like skill, effort, responsibility, and working conditions. Higher accumulated points indicate more valuable jobs.
The document discusses the training programs at TCS, Wipro, and Infosys for new recruits. At TCS, recruits undergo a 23-day induction program followed by stream-specific training at assigned locations, with exams and performance affecting salary. TCS also launched a 7-month program to train 500 science graduates as software professionals. At Wipro, training is a 3-step program over 3 months involving fundamentals, projects, and a real-time lab project. At Infosys, recruits are divided by background and undergo a 16-week training in Mysore, with comprehensive exams impacting salary.
This document provides an overview of training and development techniques discussed in Chapter 8. It begins with an introduction to employee orientation and the training process. It then discusses various training methods like on-the-job training, apprenticeship training, lectures, and computer-based training. It also covers management development, overcoming resistance to change, and evaluating training efforts. The document is from a 10th edition human resources textbook and aims to help readers understand key concepts around employee training.
This chapter discusses various strategic management concepts including long term objectives, financial and strategic objectives, levels of strategies for large and small companies, types of strategies such as vertical integration, intensive strategies, diversification strategies, defensive strategies, and Porter's five generic strategies. It also discusses strategic management in nonprofit and governmental organizations. The chapter concludes with an exercise for groups to study the Estee Lauder case study.
This chapter discusses management control systems, including their importance, nature, types, and components. Control systems are important because they help guide employees to accomplish organizational goals and steer the organization towards its goals. They also help avoid large losses and bankruptcy that can result from defective products, poor coordination, and accounting irregularities. The chapter outlines the three levels of control - strategic, management, and operational - and describes the nature of management control systems, both formal and informal types, as well as their key subsystems and components.
Wipro spends about 1% of its total revenue on training its 145,000 employees. It has 10 dedicated learning facilities across 6 cities that can train 5,000 people per day, covering topics like leadership, behavioral skills, and cross-cultural training. Wipro's Project Readiness Program is a 68-day induction training for new recruits to prepare them technically and behaviorally for client projects, and 25% of it is now e-learning. The SEED academic program has enabled over 6,000 employees to enhance their skills in management and IT through classroom, e-learning and self-study courses. Wipro also has programs like the Manager Excellence Framework, Wipro Academy of Software Excellence, and Wipro Infotech
Infosys is an Indian global technology services company headquartered in Bangalore with over 145,000 employees worldwide. The document discusses Infosys' training and development department, which conducts various types of training need analysis and uses different training methods. It maintains a large training center campus in Mysore, which trains 12,000 new employees annually and features classrooms, halls, a food court, and employee facilities. The training programs cover induction, technical skills, soft skills, quality, and leadership.
This document discusses strategic training and development processes. It begins by explaining how a company's business strategy influences its training needs and approaches. The strategic training process involves identifying strategic initiatives to support the business strategy, implementing training and development activities, and measuring outcomes. Examples of strategic initiatives include diversifying learning, accelerating employee learning, and capturing knowledge. Metrics consider perspectives like customers, learning, and finances. Organizational characteristics like employee and manager roles also influence a company's training approach.
Job analysis is the process of determining the duties, responsibilities, skills, and qualifications required for a job. It involves collecting information about jobs through methods like interviews, questionnaires, and observation. This information is then used to write job descriptions that outline a job's duties and specifications that list required qualifications. Job analysis ensures legal and operational compliance and supports recruitment, performance evaluation, and training. It has evolved to focus more on competencies and empowering workers through enriched jobs with more responsibilities.
Talent management practices of TCS-
Recruitment and selection process
Learning and Development
Performance Management
Compensation and Benefits
Employee Retention
Succession Planning
The document provides an introduction to performance management, including its history, definitions, aims, principles, benefits and the performance management system process. It discusses factors that affect performance and characteristics of an ideal performance management system. The document also covers performance review techniques and tips for successful performance reviews.
This document contains a questionnaire on performance management systems with several sections. Section A collects general information about respondents and their organizations. Section B asks about the nature of the organizations' current performance management systems, including whether they are formal systems, which employee groups they apply to, and the techniques used for performance assessment. Section C collects perceptions of HR professionals about challenges, definitions, determinants of success, and relationships to other HR areas like compensation. Sections D-F ask about processes, issues, effectiveness evaluation, and potential changes to performance management systems. The questionnaire aims to understand current practices and perceptions around performance management.
The training process at Apex Door Company lacks structure and documentation, resulting in employees performing jobs in their own way without clear understanding of expectations. To improve training, specific steps would be taken: 1) Developing comprehensive job descriptions, 2) Implementing a standardized new employee orientation program, 3) Conducting training needs assessments, 4) Implementing tailored training methods like on-the-job training and job instruction training, 5) Developing management through on-the-job training, and 6) Evaluating training effectiveness through measuring reaction, learning, behavior, and results.
Recruitment and Selection in FMCG IndustryNahid Anjum
This document provides an overview of the FMCG sector including its characteristics, levels, job roles, requirements, and how it differs from other sectors like IT and financial. It analyzes 4 FMCG players - Cadbury, GSK, ABD, and Heinz. It discusses the FMCG sector in terms of its characteristics like stability, growth potential, and nationwide opportunities. It outlines the different levels and job roles in the sector and how one can progress between the roles. It also covers the requirements, schemes, policies, and benefits of working in the FMCG sector.
This document discusses key performance indicators (KPIs) for a financial controller position. It provides examples of KPIs, steps for creating KPIs, common mistakes to avoid, and how KPIs should be designed. The document recommends visiting kpi123.com for additional KPI samples and materials related to performance reviews, appraisal forms, and interview questions.
TCS was founded in 1968 and provides IT, BPO, and engineering services. It focuses on training employees through various programs to gain new skills and invests in talent development. The company also has policies around career management, diversity and inclusion, working hours, leaves, and learning programs to engage and develop its talent.
A study on performance appraisal conducted at hamul, hassanProjects Kart
The document provides an overview of a study on performance appraisal of employees at HAMUL in Hassan, India. It discusses the objectives of the study which are to study the existing performance appraisal system, understand and evaluate the appraisal mechanism, and assess employee satisfaction. It outlines the scope, research methodology including sampling and data collection methods. The limitations are confined sample size and being specific to HAMUL.
The document discusses best practices for continuous improvement from Japanese companies. It covers four key areas: people, work style, product quality, and customers. For people, it discusses employee selection based on potential, importance of individuals, lifetime employment, and company loyalty. For work style, it discusses topics like top management involvement in quality, job rotation, training, and consensus management. For product quality, it discusses policies like zero defects, quality over production, supplier quality, just-in-time inventory, and effective foolproofing. The overall message is that Japanese companies excel at continuous improvement through strong emphasis on people, work processes, product excellence and customer focus.
The document discusses best practices for continuous improvement from Japanese companies. It covers four key areas: people, work style, product quality, and customers. For people, it discusses employee selection based on potential, importance of individuals, lifetime employment, and company loyalty. For work style, it discusses topics like top management involvement in quality, job rotation, training, and consensus management. For product quality, it discusses policies like zero defects, quality over production, supplier quality, just-in-time inventory, and effective foolproofing. The overall message is that Japanese companies excel at continuous improvement through strong focus on people, work processes, product quality and customers.
Creating effective collaboration within and between groups is the most important job of a change agent. A change agent must ensure that the key results of each individual are aligned with the overall vision and objectives of the organization. They should also directly talk to customers and frontline employees to understand challenges and opportunities for improvement. Estimating costs of poor quality and doing nothing can help build the case for change.
FICCI outlines steps for continuous improvement including employing a consistent organization-wide approach, making continual improvement an objective for individuals, establishing goals and measures, and providing training. Guidelines include finding strengths and weaknesses through assessment, keeping regular PDCA cycles, making it a team effort, building partnerships, setting priorities, working with enthusiasts, achieving small successes, and providing resources. The document focuses on addressing high priority issues like customer relationships, employees, processes, and measurements. Setbacks may occur due to lack of management support, goals, complacency, incorrect assessment, or prioritization.
The 2008 ICF Annual Report summarizes the organization's activities and accomplishments that year. It notes that despite economic uncertainties, the coaching profession appeared to be growing. Key accomplishments included:
- Opening regional service centers in Brussels and Sydney
- Expanding virtual education and chapter leadership webinars
- Granting over 1,000 credentials for a total of nearly 4,600 credential holders
- Conducting the largest global coaching client study to date with over 2,100 respondents
- Making progress on ISO compliance for the credentialing program
- Holding a successful annual conference in Montreal with over 1,500 attendees from 51 countries
The report outlines the ICF's continued efforts to advance the
Toyota works hard to develop exceptional people through extensive training. People development is critical to Toyota's success. Toyota selects capable people with problem-solving and teamwork skills, and provides standardized training to develop their fundamental skills. Toyota teaches skills in a generic way initially, then provides job-specific training. Their focus on training develops highly talented employees and allows Toyota to achieve results even with a global workforce.
This document discusses the importance of employee recognition and outlines best practices for an effective recognition process. It states that recognition acknowledges and rewards superior performance, which is a key motivator as people strive to feel valued. An ideal recognition process has six objectives, including providing appreciation for outstanding contributions and ensuring communication highlights recognized individuals. There are also different types of recognition such as financial compensation, monetary rewards, and public acknowledgment of individuals or groups. Categories of exceptional contributions that deserve recognition include activities that increase savings or income, managerial excellence, engineering innovations, new concepts, commercial achievements, and improvements in quality or productivity.
Toyota Material Handling Europe (TMHE) draws its inspiration from the Toyota Production System (TPS). TPS strives for constant process improvement to benefit staff, customers & production whilst enhancing forklift truck quality, durability & safety.
To read more, visit www.toyota-forklifts.eu
The document provides tips for motivating employees. It suggests defining goals but allowing managers creativity in achieving them. Identify each employee's strengths and assign suitable jobs. Treat employees as individuals by genuinely sharing in their successes and challenges. Motivate high performance by demonstrating how an employee's best work helps the organization. Encourage continuous improvement and team-based rewards. Create an open, creative culture that values new ideas. Compensation alone does not motivate; a great workplace culture is most impactful.
Innoesis Business Management Presentation February 2012kiranajwani
Innoesis Business Management specializes in helping small and medium businesses build high-quality organizations through workshops and coaching programs. Their methods include executive coaching, business workshops, and customized programs addressing areas like leadership, teamwork, and business planning. Innoesis has worked with over 35 companies across various industries to improve performance through organizational development.
6Managing Change in the WorkplaceIn any given scenario the nor.docxevonnehoggarth79783
Toyota is undergoing a major change by integrating all of its systems with its parent company. This discontinuous change impacts every department and requires changes to processes, training, and policies. There are two types of change agents for this project - external agents from the parent company who are experts in each area, and internal agents from Toyota who have organizational knowledge. Using both internal and external agents has advantages, as the external agents avoid "blindness" to current processes, while internal agents have acceptance from employees and understand the organization. For changes to be successful, change agents must have credibility through employee participation.
Operational Excellence Series Corporate CultureErdem Dursun
This document discusses the relationship between corporate culture and operational excellence. It defines corporate culture as the shared values and practices of a company's employees. Transforming corporate culture is critical for operational excellence efforts to succeed. The document outlines steps to transform culture, including figuring out what needs to change, identifying influencers, and communicating the new culture. It also discusses creating a continuous improvement culture and getting employee involvement, and relates this to the Shingo principles of respecting individuals, leading with humility, and seeking perfection.
The document discusses the importance of execution in business planning and activities. It notes that over 70% of executives fail to create and effectively execute strategic plans, and less than 15% of formulated strategies are effectively implemented. The document advocates for becoming "execution based" and provides statistics on the benefits of executive coaching, such as improved productivity, relationships, and bottom-line profitability. It recommends that business leaders consider hiring an executive coach as one of the "best practices" used by the 9% of most profitable companies. The document promotes the services of the Executive Peer Forum for peer advisory groups, in-house forums, and individual executive coaching.
- Edward Deming taught Japanese business leaders about quality management in the 1950s, emphasizing that quality must be a top priority led by senior management.
- Following Deming's teachings, Japanese companies flourished internationally by focusing on high quality, outcompeting American firms that prioritized quantity over quality.
- Deming's 14 Points for management transformation centered on continuous improvement, cooperation across departments, and making quality everyone's responsibility. These principles can guide IT organizations to build quality into systems from the start.
The International Coach Federation celebrated its 15th anniversary in 2010. That year saw over 1,570 credential applications received, reduced turnaround times for credentialing, and the highest membership retention rate since 2008 at over 76%. A global consumer awareness study surveyed 15,000 people in 20 countries, showing over 50% were aware of professional coaching. The ICF also launched its I Care For campaign and recognized outstanding chapters and companies. It was a successful year of advancing the coaching profession despite economic challenges.
Vijay Anand led efforts to transform Intuit India into one of the best companies to work for in India. He focused on empowering employees and enabling a culture of learning, recognition, and innovation. This led to employee engagement increasing by 10 points to 83, and Intuit India ranking #8 on India's Best Companies to Work for. Customers and shareholders also benefited, with customers delighted by Intuit's impactful offerings and Intuit enjoying premier innovative growth in global markets.
The document discusses creating a culture of continuous improvement through engaging employees. It emphasizes that implementing lean tools alone is not sufficient for sustainable change and that building a supportive culture is essential. A key part of developing this culture involves using a "learn by doing" approach to give employees hands-on experience and education in problem solving. The document also provides a framework for assessing organizational progress towards a culture of continuous improvement, including a 10x6 matrix to evaluate behaviors within different categories.
Juran predicted in the 1970s that Japan would become the world leader in quality within two decades due to its focus on continuous quality improvement. This prediction came true as Japanese companies embraced total quality management approaches developed by quality experts like Deming and Juran. Key aspects of the Japanese quality movement included the establishment of organizations like JUSE to promote quality, Deming's emphasis on statistical process control and quality circles, and Juran's plan-do-check-act cycle. Japanese companies also utilized techniques like kaizen, 5S, and lean manufacturing to drive never-ending incremental improvements in quality, efficiency and customer satisfaction. As a result, Japanese automakers like Toyota rose to dominate global markets by the 1980s due to their
Similar to Benchmarking best practices of japan (20)
This document compares and contrasts the key differences between prison and work. In prison, inmates spend most of their time in small cells, receive meals and have expenses paid for, and can engage in recreational activities. In contrast, at work employees spend long hours in cubicles, have to pay for meals and expenses, and could lose their job for non-work activities. Overall, the document suggests that while prison provides for basic needs, work requires greater personal responsibility and freedom comes with greater cost.
The document discusses word of mouth marketing and influencers. It identifies six core human instincts that drive word of mouth, including to survive, connect, make sense of the world, reduce risk/uncertainty, benefit economically, and relieve tension. It then discusses Agent Wildfire's word of mouth success formula and identifies 10 audience attributes that influence word of mouth, including being passionate about a topic, seeking knowledge, and having an altruistic nature.
The document discusses the benefits of exercise for mental health. It states that regular physical activity can help reduce anxiety and depression and improve mood and cognitive function. Exercise causes chemical changes in the brain that may help protect against developing mental illness and improve symptoms for those who already have a condition.
1) The document presents concerns from educators over many decades about students' dependence on new technologies for writing, calculating, and learning.
2) Each excerpt expresses doubt that the technologies students were beginning to use (such as paper, pencils, ink, calculators, computers, and mobile devices) would last or be useful for the future.
3) However, the technologies that were once considered luxuries or fads ultimately became integrated into modern education.
This short document discusses the importance of having a clear vision in order to define the mission and ensure passion for achieving goals. It states that without a clear vision, the mission cannot be defined and without a defined mission, passion for action and achievement cannot be ensured.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise stimulates the production of endorphins in the brain which elevate mood and reduce stress levels.
Trust is like the feeling a one-year-old baby has when thrown in the air, laughing because they know their parent will catch them. The document draws a comparison between trust and the carefree feeling of a baby being tossed up and down, confident their caregiver will prevent them from falling. In a few short sentences, it conveys the message that trust is having complete faith that someone has your best interests and safety in mind.
Total productivity maintenance techniqueMohit Singla
Total Productive Maintenance (TPM) aims for zero defects, breakdowns, and losses through total employee participation in maintenance to increase productivity. TPM is productive maintenance that seeks to eliminate downtime through breakdowns and setups, speed losses from idling or reduced speeds, and defects from rework or unstable production, by maintaining equipment, operating conditions, restoring deterioration, improving skills, and identifying hidden problems. TPM requires maintaining basic equipment, operating conditions, restoring deterioration, correcting design weaknesses, improving technical skills, and exposing hidden defects.
This document outlines a six-step process for effective time management: 1) Connect goals to your mission and vision, 2) Identify your roles and responsibilities, 3) Select high-impact goals for each role, 4) Organize your weekly schedule around priority goals, 5) Exercise integrity by adjusting plans based on what's important, and 6) Evaluate your progress weekly. The process aims to spend time on important but not urgent "Quadrant II" activities by prioritizing goals aligned with one's values over reactive tasks. Regular evaluation helps improve goal-setting and maintain a long-term perspective.
The document discusses three types of Shakti or powers that can help a person succeed: Iccha Shakti which is the power of desire, Gyan Shakti which is the power of knowledge, and Kriya Shakti which is the power of skills.
The document outlines 14 management principles of the Toyota Way. The principles focus on long-term philosophy over short-term goals, continuous process improvement, pull-based production systems to avoid overproduction, leveling workload, stopping to fix all problems the first time, standardized processes for continuous improvement, visual controls, reliable technology, developing leaders and exceptional people, respecting suppliers, and leaders directly observing situations.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms for those who already suffer from conditions like anxiety and depression.
The Partition of India in 1947 divided the subcontinent along religious lines into the secular states of India and Pakistan. Centuries of tensions between Hindus and Muslims escalated in the early 20th century, with calls for separate states by Muslim and Hindu nationalist groups. The British government approved the Mountbatten Plan, which divided British India into India and Pakistan. The rushed Partition resulted in mass violence and displacement, with over 15 million people forced to relocate across the new borders. India and Pakistan achieved independence on August 15, 1947 but the legacy of division continued to impact the relationship between the two newly formed nations.
The document summarizes the key concepts of the "One Minute Manager" approach. It discusses three types of managers: autocratic, democratic, and the One Minute Manager. The One Minute Manager utilizes three secrets - one minute goals for clear expectations, one minute praising for immediate feedback, and one minute reprimands delivered respectfully. The approach aims to improve employee performance and satisfaction through simple, timely communication between managers and their teams.
The document provides details about various locations in Mumbai, India from the past, including railway stations like Churchgate, Ballard Pier, Colaba, and Dadar, as well as other landmarks like Apollo Bunder, Asiatic Town Hall, Oval Maidan, Marine Drive, Victoria Terminus (now Chhatrapati Shivaji Terminus), and Girgaum Chowpathy. It also contains photographs of steam engines, local trains, and trains passing through areas like Elphinstone, Dadar, Mumbai Central, Bhayandar Bridge, and the Parsik Tunnel in Thane from the early to mid-20th century.
The document outlines a goal of zero defects by not making defects during production, not passing defects to downstream processes, and not accepting defective products or components from suppliers.
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This document discusses the future of marketing and advertising. It argues that modern marketing involves embedding marketing into products through innovation, in order to make people's lives better. Brand loyalty is earned through positive experiences. The document also emphasizes creating valuable content and engaging consumers in order to establish brands as useful utilities. It suggests observing customers and collaborating with them to develop insights that can lead to improved products and marketing. The overarching message is that modern marketing should focus on enhancing people's lives.
The document provides an overview of the digestive system and its role in breaking down foods into smaller molecules through physical and chemical digestion. It discusses the importance of a balanced diet that provides all necessary vitamins, minerals, and energy requirements. Deficiency in certain vitamins can lead to diseases like scurvy or rickets. The document also outlines daily recommended intake of vitamins, minerals, and energy for males and females of different ages.
2. FICCI CE
Quality wave began with Japan
• Japan can be considered as one of the best examples for
benchmarking continuous improvement practices.
The whole world has seen their rags to riches story. Within no
time the country has transformed its “Made in Japan” label from
cheap to the one signifying quality, reliability and
preference.
3. FICCI CE
Benchmarking Best practices of Japan
It will be interesting to study the best practices of their industries for
making continuous improvement under the following 4 sections:-
I. People
II. Work style
III. Product Quality
IV. Customers
5. FICCI CE
Employee selection based on potential
Selection of personnel is the most important phase for quality &
continuous improvement. Screening of people is done on 2
principle criteria:
1. Does the person really want to work for the organization.
2. What is the applicants potential.
6. FICCI CE
Importance of the individual
Japanese organizations have true & genuine concern for people. This
is reflected in most of their organizations and is the first & foremost
objective for achieving continuous improvement. Besides healthy
bonus, the perks include housing for unmarried, home loans for newly
weds, promise of upward mobility within the company, access to
employee cafeteria and holiday trips.
7. FICCI CE
Lifetime employment
Once accepted for employment, the Japanese workers are
guaranteed employment for lifetime with the company. The
employees do not consider leaving an organization even if he
could get a substantially better position & salary. This gives the
organization the advantage of stable & experienced workforce.
8. FICCI CE
Company loyalty
Many mistakenly believe that company loyalty is achieved by much
publicized Japanese exercises, motto repetition or vision
statements. It goes much deeper & broader. It consists of a working
relationship in which workers recognize that the company is
concerned not only about customers, products, bottom-line & share
holders but also about them.
10. FICCI CE
Top management involved in quality
The top executives of all Japanese firms wear the same uniform
as their workers. The top management is personally involved in
all the areas of quality improvement. Many times the top
management is on the shop floor, they meet their workers,
observe what they are doing & converse and resolve their
problems.
11. FICCI CE
Job rotation
In Japan workers are rotated in different jobs irrespective of their
qualifications. This is beneficial both for the management & the employees.
The employees tend to view all the problems with a fresh perspective and do
not have a biased attitude. This also relieves monotony and instills fresh
enthusiasm in the employees which is regarded as an important motivating
factor to obtain continuous good performance.
12. FICCI CE
Very important to have an inquiring mind
The Japanese organizations inculcate in their employees the
quality of an inquiring mind. They believe that unless you have
an inquiring mind, continuous improvement is not possible.
Thinking about new ideas in most of the organizations is
thoroughly encouraged.
13. FICCI CE
Attitude to Excel under challenge
Japan with its limited space & scarcity of resources has been able to make
the most of whatever it has. Space, people and other natural resources in
Japan are so limited that all Japanese workers have been taught to exploit
them with great care & diligence. This colors the Japanese workers efforts
to excel with whatever little they have - A classical example of the positive
influence of adversity.
14. FICCI CE
Commitment to training
Formal training is a way of life in Japan & Japanese industry
provides resources for this vital area to ensure that workers know
what they are doing. The company believes that as you invest
more & more in training, the employees become more & more
living assets who can be shifted to new responsibilities & higher
positions.
15. FICCI CE
Financial incentive to be innovative
The organizations in Japan give adequate financial incentive for
employees who come up with innovative ideas for improving
quality & productivity.
16. FICCI CE
Consensus management
Japanese managers do not make unilateral decisions effecting
production, quality and improvements. An idea or concept is aired for
comment by workers & middle management and their observations &
suggestions are seriously considered by the top management. The
consensus style of management has a great advantage because if
many participants are allowed to comment on an idea or a policy
change, there will be least resistance when it is actually implemented.
17. FICCI CE
Long term management outlook
Most of the decisions taken by the Japanese organizations are
long term in nature. Their investments aim for growth over a
long period of time.
18. FICCI CE
Competitive spirit
Competition in Japan is taken as an opportunity to improve.
More and more Japanese companies benchmark their products
with the global leaders in quality.
20. FICCI CE
Zero defect policy
Zero defect is a well understood & practiced quality standard of
Japanese industry. At a Sony factory one could see a color T.V
that had been operating 8 hrs a day for over 37,000 operating
hrs with no adjustments or repairs, and the T.V was still
producing an acceptable picture. The Industry standard is
10,000 hrs.
21. FICCI CE
Quality supersedes
production
In almost all the Japanese organizations quality supersedes
production. In Toyota plants every workstation has a line stop
button. Each worker is empowered to stop the production line if
something goes wrong and they do not fear reprisal for
interrupting the production line.
22. FICCI CE
Supplier quality
Poor quality work is not accepted from any supplier and
definitely means an end of relationship with the organization.
The organizations also conducts training program for their
suppliers and takes interest in continuously improving their
products & services as well. The supplier is considered to be an
integral part of the organization.
23. FICCI CE
Just in Time inventory
Japanese dedication to quality has given them the additional
advantage of low inventory which considerably reduces capital
investment in materials, storage space, material handling
equipment and labor. Toyota claims of a 2 hour inventory. The
Sony factory in Ichnomiya claims that the supplier’s truck rolls in
every 90 minutes to keep up with the production rate of Trinitron
color TV.
24. FICCI CE
Effective fool proofing
In most of the Japanese industries effective fool proofing
principles are followed. Most of the production line have a
censor which halts the machine whenever the machine begins
manufacturing parts which are outside the tolerance limits and
are defective.
25. FICCI CE
Development of suppliers
Japanese industry enjoys high vendor quality because many
suppliers are formal employees who having learnt the parent
company’s systems of quality have set their own shops. Since they
understand the requirements of parent company’s in toto, they can
provide quality components with little inspection & few rejects. Infact
many industries in Japan finance such suppliers with venture capital.
Toyota for e.g.. has grown 90% of its suppliers with such venture
capital.
27. FICCI CE
Global reach
Japanese had a very clear vision of developing products for the
global market from the very beginning. They were quick in
identifying the disadvantages of some of the important products
manufactured globally. They made fast improvements on those
products and offered to customers at the most affordable price.
Electronics and Automobiles are live examples.
28. FICCI CE
Attention to detail
The customer to most of the Japanese, is a human face with
likes & dislikes and not a faceless, formless impersonal market.
Customers, whether their employees, their suppliers or ultimate
consumers are of constant concern to the Japanese.
29. FICCI CE
Attention to detail
What are there tastes? How can we innovate to satisfy them
better? How can we assure that our product is going to give trouble
free service far beyond the warranty period? How can we be
responsive to the customer in the event of a breakdown?
From design & production to packaging & delivery the Japanese
pay lot of attention to details for customer satisfaction.
30. FICCI CE
Market research
Most of the organizations in Japan have risen to eminence because of
excellent market research - determining what consumers want and giving it to
them. The U.S auto manufacturers failed to perceive that the 1972 fuel crisis
would have a real impact on the customers and they continued to manufacture
large fuel inefficient cars. The Japanese saw the need and came out with
small fuel efficient cars which met with great success. The same thing was
also done for the Indian market.