More Information:
https://flevy.com/browse/business-document/effective-staff-suggestion-system-kaizen-teian-157
BENEFITS OF DOCUMENT
Implement a strategy and mechanism to generate a constant flow of ideas.
Simplify the evaluation system to speed up the suggestions feedback process.
Learn effective approaches to develop creativity and improve participation rates.
DOCUMENT DESCRIPTION
Effective Staff Suggestion System is based on Kaizen Teian -- the Japanese-style proposal system for continuous improvement -- is the most direct and effective method for channeling employees' creative energies and hands-on insight.
This presentation focuses on the management, guidance, and development of an effective suggestion system. It explains the key aspects of running a suggestion system or proposal program on a day-to-day basis. This concise reference outlines the policies that support a "bottom-up" system of innovation and defines the three main objectives of a successful suggestion system: to build participation, develop individuals' skills, and achieve higher profits.
This comprehensive guide teaches the methods to plan, implement and sustain the program. It teaches strategy, mechanism, roles, process, and how employees should write good ideas.
LEARNING OBJECTIVES
1. Understand the key elements of a suggestion system
2. Define how to plan and launch an effective suggestion system
3. Describe how to set up a strategy and mechanism to generate ideas, capture quality ideas, evaluate ideas and sustain a constant flow of ideas
4. Explain how to develop employees to identify opportunities for improvement and write good quality ideas
5. Define success factors for sustaining a suggestion system
CONTENTS
1. Introduction to Kaizen
2. Introduction & Basic Concepts of a Suggestion System
3. Scope of Suggestions
4. Goals of a Suggestion System
5. Planning & Launching a Suggestion System
6. Roles & Responsibilities
7. The Suggestions Process
8. Evaluation & Award Systems
9. Examples of Effective Procedures
10. Techniques for Developing Creativity
11. Examples of Ideas for Improvement
12. Points for Improvement
13. Ways to Develop "Kaizen Eyes"
14. How to Sustain a Suggestion System
Got a question about this presentation? Email us at support@flevy.com.
Product Development with Spotify's Product ManagerProduct School
Companies treat the role of product management differently. Miles Davis, Product Manager at Spotify, shared how they articulate the product development process at Spotify and the role and expectations of a PM.
Kaizen Planning Implementing And Controlling PowerPoint Presentation SlidesSlideTeam
If you wish to give an intuitive presentation on business change then our content-ready kaizen planning implementing and controlling PowerPoint presentation can give a complete makeover to your business slides. This predesigned Kaizen strategy PPT presentation includes slides on 5s framework, 4M checklist, types of wastes, kaizen vs innovation, the PDCA Cycle, reasons for unproductivity, action plan, competitor's analysis, lead time & cycle time, data collection & analysis, cause & effect analysis, Pareto analysis, evaluation of goals, standard operating sheet, kaizen before & after, scatter chart, stacked column chart, combo charts and line charts etc. These business improvement PowerPoint templates are apt to present various topics such as organization change, process excellence, product planning & control, project inception, quality management, cost reduction & avoidance, total productive maintenance, DMAIC, lean manufacturing, six sigma productivity improvement, and project implementation. Download this predesigned kaizen planning implementing and controlling PowerPoint template to present overall improvement in productivity. Ensure folks function with the desired commitment with our Kaizen Planning Implementing And Controlling PowerPoint Presentation Slides. Establish the correct intensity.
The document discusses monitoring key manufacturing metrics like OEE, takt time, cycle times, and output using an HMI system connected to machines. It allows monitoring production data in real-time on display screens and receiving alerts. The system interfaces with multiple machines through a control unit and helps reduce downtime by notifying maintenance teams.
Este documento describe cómo alinear la estrategia de negocio especificada en OKRs (Objetivos y Resultados Clave) hacia los equipos utilizando el marco SAFe (Scaled Agile Framework). Explica cómo utilizar SAFe para descomponer los OKRs a nivel de portafolio, programa y equipo, y cómo los equipos pueden planificar sus iteraciones para contribuir a los OKRs. También describe el proceso de planificación del Incremento de Programa (PI Planning) para alinear a los equipos con los objetivos estratégicos.
The document discusses continuous improvement at DuPont through respect for people. It outlines values of safety, environmental stewardship, ethics and respect. Respect for people involves creating a respectful culture that embraces differences and individuality. The document then lists ways that people may not feel respected or included. It provides an agenda for a meeting covering continuous improvement tools and generating project ideas. The meeting reviews concepts like lean, waste elimination and goals of variability, visibility and velocity. Opportunities and tools for improvement are discussed, including 5S, visual management and autonomous maintenance.
More Information:
https://flevy.com/browse/business-document/effective-staff-suggestion-system-kaizen-teian-157
BENEFITS OF DOCUMENT
Implement a strategy and mechanism to generate a constant flow of ideas.
Simplify the evaluation system to speed up the suggestions feedback process.
Learn effective approaches to develop creativity and improve participation rates.
DOCUMENT DESCRIPTION
Effective Staff Suggestion System is based on Kaizen Teian -- the Japanese-style proposal system for continuous improvement -- is the most direct and effective method for channeling employees' creative energies and hands-on insight.
This presentation focuses on the management, guidance, and development of an effective suggestion system. It explains the key aspects of running a suggestion system or proposal program on a day-to-day basis. This concise reference outlines the policies that support a "bottom-up" system of innovation and defines the three main objectives of a successful suggestion system: to build participation, develop individuals' skills, and achieve higher profits.
This comprehensive guide teaches the methods to plan, implement and sustain the program. It teaches strategy, mechanism, roles, process, and how employees should write good ideas.
LEARNING OBJECTIVES
1. Understand the key elements of a suggestion system
2. Define how to plan and launch an effective suggestion system
3. Describe how to set up a strategy and mechanism to generate ideas, capture quality ideas, evaluate ideas and sustain a constant flow of ideas
4. Explain how to develop employees to identify opportunities for improvement and write good quality ideas
5. Define success factors for sustaining a suggestion system
CONTENTS
1. Introduction to Kaizen
2. Introduction & Basic Concepts of a Suggestion System
3. Scope of Suggestions
4. Goals of a Suggestion System
5. Planning & Launching a Suggestion System
6. Roles & Responsibilities
7. The Suggestions Process
8. Evaluation & Award Systems
9. Examples of Effective Procedures
10. Techniques for Developing Creativity
11. Examples of Ideas for Improvement
12. Points for Improvement
13. Ways to Develop "Kaizen Eyes"
14. How to Sustain a Suggestion System
Got a question about this presentation? Email us at support@flevy.com.
Product Development with Spotify's Product ManagerProduct School
Companies treat the role of product management differently. Miles Davis, Product Manager at Spotify, shared how they articulate the product development process at Spotify and the role and expectations of a PM.
Kaizen Planning Implementing And Controlling PowerPoint Presentation SlidesSlideTeam
If you wish to give an intuitive presentation on business change then our content-ready kaizen planning implementing and controlling PowerPoint presentation can give a complete makeover to your business slides. This predesigned Kaizen strategy PPT presentation includes slides on 5s framework, 4M checklist, types of wastes, kaizen vs innovation, the PDCA Cycle, reasons for unproductivity, action plan, competitor's analysis, lead time & cycle time, data collection & analysis, cause & effect analysis, Pareto analysis, evaluation of goals, standard operating sheet, kaizen before & after, scatter chart, stacked column chart, combo charts and line charts etc. These business improvement PowerPoint templates are apt to present various topics such as organization change, process excellence, product planning & control, project inception, quality management, cost reduction & avoidance, total productive maintenance, DMAIC, lean manufacturing, six sigma productivity improvement, and project implementation. Download this predesigned kaizen planning implementing and controlling PowerPoint template to present overall improvement in productivity. Ensure folks function with the desired commitment with our Kaizen Planning Implementing And Controlling PowerPoint Presentation Slides. Establish the correct intensity.
The document discusses monitoring key manufacturing metrics like OEE, takt time, cycle times, and output using an HMI system connected to machines. It allows monitoring production data in real-time on display screens and receiving alerts. The system interfaces with multiple machines through a control unit and helps reduce downtime by notifying maintenance teams.
Este documento describe cómo alinear la estrategia de negocio especificada en OKRs (Objetivos y Resultados Clave) hacia los equipos utilizando el marco SAFe (Scaled Agile Framework). Explica cómo utilizar SAFe para descomponer los OKRs a nivel de portafolio, programa y equipo, y cómo los equipos pueden planificar sus iteraciones para contribuir a los OKRs. También describe el proceso de planificación del Incremento de Programa (PI Planning) para alinear a los equipos con los objetivos estratégicos.
The document discusses continuous improvement at DuPont through respect for people. It outlines values of safety, environmental stewardship, ethics and respect. Respect for people involves creating a respectful culture that embraces differences and individuality. The document then lists ways that people may not feel respected or included. It provides an agenda for a meeting covering continuous improvement tools and generating project ideas. The meeting reviews concepts like lean, waste elimination and goals of variability, visibility and velocity. Opportunities and tools for improvement are discussed, including 5S, visual management and autonomous maintenance.
This document outlines an introductory training on the concept of Poka-Yoke, which is a Japanese term meaning "mistake-proofing". The training contains 12 sessions that cover topics such as: the paradigm shift towards zero errors, introductions to Poka-Yoke concepts and examples, process waste management, zero defect quality systems, the three qualifiers of Poka-Yoke (simple/inexpensive, 100% inspection, immediate feedback), methods and types of Poka-Yoke, principles of Poka-Yoke, and the 100-1000-10000 rule regarding increasing costs of errors. The overall aim is to teach participants how to utilize mistake-proofing approaches to prevent errors and reduce
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
In business, 'Gemba' refers to the place where value is created and improved. The 'Gemba Walk' is an activity that takes management to the front lines to look for waste (non-value added activities) and opportunities.
The objective of Gemba Walk is to grasp the situation by involving everyone touching the process to understand the Purpose, Process, and People. It is only when the situation is understood that improvement is possible and more likely to succeed.
By teaching this presentation to management teams, they will have a better understanding of the correct approach to implementing Gemba Walk and sustaining a Lean culture.
The document discusses the components of DMAIC, the methodology used in Six Sigma improvement projects. It begins by outlining some key requirements for Six Sigma projects, including leadership commitment, using facts to make decisions, and cross-functional team training. It then describes each stage of DMAIC - Define, Measure, Analyze, Improve, and Control - and lists some potential tools and activities used in each stage. The document concludes by listing several statistical tools that can be used throughout the Six Sigma improvement process.
More Information:
https://flevy.com/browse/business-document/lean-manufacturing-160
BENEFITS OF DOCUMENT
Learn how to eliminate waste to save time and make more money.
Learn how to apply simple Lean methods and tools in the workplace to improve productivity and quality.
DOCUMENT DESCRIPTION
Lean is a management philosophy based on the Toyota Production System (TPS). With Lean Manufacturing, you will be able to enhance value for your customers by improving and smoothing the process flow and eliminating waste. Simply put, with Lean, you will be able to increase productivity and create greater customer value with less resources.
By teaching this presentation, managers and employees will have a better understanding of the Lean principles and approach to eliminating waste, and will be more forthcoming to lead and participate in the Lean implementation process.
LEARNING OBJECTIVES
1. Understand the key concepts and principles of Lean
2. Acquire knowledge on the common Lean methods and tools and their applications to eliminate waste and create more value for customers
3. Identify ways to develop "Kaizen eyes" to look for improvement opportunities
4. Describe the various Lean roles
5. Define the critical success factors for sustaining a Lean culture
CONTENTS
1. Introduction to Lean Thinking
- The case for Lean Manufacturing
- Where did Lean originate?
- Toyota's philosophy
- Lean adoption in various environments
- Impact of Lean principles in industry
- Lean applications in manufacturing, process and service industries
- What is Lean?
- What Lean is not
- Traditional thinking versus Lean thinking
- Traditional culture vs. Lean culture
- Lean management framework
- Lean and six sigma
- Benefits of Lean manufacturing
Got a question about this presentation? Email us at support@flevy.com.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
The Shingo Prize (a.k.a. The Shingo Model) is the world’s highest standard for operational excellence. The prize recognizes organizations’ efforts to build cultures of operational excellence and continuous improvement.
The prize is named after Shigeo Shingo, a Japanese industrial engineer who is widely recognized for his work in developing many of the revolutionary manufacturing practices that originated at Toyota. The Shingo Prize is based on the principles, systems and tools that deliver world class levels of excellence across an enterprise.
The Shingo Model is useful for companies/organizations who have embarked on the lean journey. The model can be used to assess the level of lean maturity and identify strengths and opportunities for improvement.
This training presentation can be used to brief employees to gain buy-in to the Shingo Model and prepare them for site visit assessments.
LEARNING OBJECTIVES
1. Understand The Shingo Prize as a Model for Operational Excellence
2. Explain the Shingo Assessment Criteria for Operational Excellence
3. Define the Shingo Model Assessment and Scoring Guidelines
4. Gain an Overview of the Shingo Application Process
CONTENTS
1. Overview of the The Shingo Prize
2. Assessment Criteria
3. Assessment & Scoring System
4. Application Process
5. Shingo Award Winners
To download the complete presentation, visit:
http://www.oeconsulting.com.sg
The company aims to further develop its continuous improvement philosophy in 2006. Teams will be created across manufacturing departments to reduce costs and drive waste out of processes, giving a competitive advantage. All support and office processes will transform with the number one priority being to drive waste out for cost savings without passing costs to customers. The goal is to work with employees using their creativity and knowledge to improve processes and environments. Supplier and customer partnerships will be important to the success of the program. Continuous improvement culture will be supported using Kaizen tools by creating a specialist group to coordinate employee, customer, and supplier-led change teams.
“Lean” is a management philosophy based on the Toyota Production System (TPS). With Lean Manufacturing, you will be able to enhance value for your customers by improving and smoothing the process flow and eliminating waste. Simply put, with Lean, you will be able to increase productivity and create greater customer value with less resources.
By teaching this presentation, managers and employees will have a better understanding of the Lean principles and approach to eliminating waste, and will be more forthcoming to lead and participate in the Lean implementation process.
LEARNING OBJECTIVES
1. Acquire knowledge on the key concepts and principles of Lean
2. Describe the common Lean methods and tools for waste elimination and value creation
3. Describe the key roles in Lean deployment
4. Define the success factors for sustaining a Lean culture
CONTENTS
1. Introduction to Lean Manufacturing
2. Key Concepts of Lean
3. Lean Methods & Tools
4. Lean Roles
5. Sustaining a Lean Culture
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
KPIs and metrics for Management Consultants and ManagersAsen Gyczew
Practical guide how to use KPIs to understand & manage a business
Most businesses on the face of it look very complicated and difficult to understand. On top of that the competition is so fierce that you have to take decisions based on data and not on gut feeling (a very misleading creature). That’s why it’s crucial to define and understand the main drivers and metrics measuring those drivers. If you have properly defined Key Performance Indicators (KPIs) you can understand the mechanism behind any business, you will be able to model it in Excel and you will know how to grow it or improve it. You can also use properly defined KPIs to manage people efficiently, give them goals aligned with your goals. That’s why I have decided to create a course solely concentrated on this KPIs.
This course will give you the knowledge and insight into drivers and KPIs used in different business models that can be used for understanding the business, managing it, motivating people and improving results. The course will make your life during a consulting project much easier. If you are already a manager thanks to this course you will learn how to use the KPIs to understand and grow your business.
This course will help you drastically improve your knowledge and skills in understanding and improving your business using KPIs. It is designed for management consultants and newly appointed managers that want to excel at their work. In the course you will learn 6 things:
1. How to understand the business through KPIs
2. How to use KPIs to model the business in Excel
3. How to use KPIs to manage the business
4. How to use KPIs to motivate people
5. How to use KPIs to improve the business
6. What is a good KPI
For more check my course: http://bit.ly/KPIsCourse
This document provides an overview of the PDCA (Plan-Do-Check-Act) problem solving cycle and techniques that can be used within each step of the cycle. It describes the origins of PDCA in Deming's work helping Japanese industries rebuild after World War II. Key steps are outlined for each phase of the cycle, including defining the problem, analyzing data, developing and implementing solutions, and standardizing successful processes. Fourteen techniques are also introduced that can aid various stages of the problem solving process.
Kaizen is a Japanese philosophy that focuses on continuous improvement involving everyone. It means improving personal, home and work life constantly. When applied to work, it means managers and workers continuously improve processes together. Key principles include teamwork, eliminating waste, and empowering workers to offer improvement suggestions. Tools like PDCA cycles, 5S, quality circles and kanban help implement kaizen. While initially successful in Japanese companies, kaizen works best in collective cultures and may be resisted in more individualistic Western societies. When properly applied to work and life, kaizen can significantly improve efficiency and success over time through small, incremental changes by all.
Business Development And Operational Plan PowerPoint Presentation SlidesSlideTeam
Every organization needs to adapt to the ever-changing business environment. Sensing this need, we have come up with these content-ready change management PowerPoint presentation slides. These change management PPT templates will help you deal with any kind of an organizational change. Be it with people, goals or processes. The business solutions incorporated here will help you identify the organizational structure, create vision for change, implement strategies, identify resistance and risk, manage cost of change, get feedback and evaluation, and much more. With the help of various change management tools and techniques illustrated in this presentation design, you can achieve the desired business outcomes. This business transition PowerPoint design also covers certain related topics such as change model, transformation strategy, change readiness, change control, project management and business process. By implementing the change control methods mentioned in the presentation, you will be able to have a smooth transition in an organization. So, without waiting much, download our extensively researched change management framework presentation. With our Change Management Presentation slides, understand the need for change and plan to go through it without any hassles.
10 steps to a successsful enterprise agile transformation global scrum 2018Agile Velocity
Presented at Scrum Gathering Minneapolis, Senior Agile Coach and Trainer Mike Hall provides leaders and managers 10 steps to a successful enterprise Agile transformation.
Practical Product Management for new Product ManagersAmarpreet Kalkat
This presentation provides tips and tools for a professional who is new to Product Management function (in software).
It does not cover the full lifecycle of a product and primarily focuses on the product development/product building phase. As such, it is more usable for professionals working on existing products than for those in the process of building new products from scratch.
The document discusses the Plan-Do-Check-Act (PDCA) problem-solving cycle. It was created by W. Edwards Deming in the 1950s to help Japan rebuild its economy. The PDCA cycle involves planning a change, doing it, checking the results, and acting on what was learned. The document provides details on the origins of PDCA from Walter Shewhart and Deming. It also explains the six steps of the problem solving process and gives guidance on applying each step of the PDCA improvement cycle to identify and solve problems.
An introduction to total productive maintenance (tpmarpitmishra
This document provides an introduction to Total Productive Maintenance (TPM). TPM aims to maximize equipment effectiveness and minimize breakdowns through a multifaceted approach involving all employees. It covers safety, quality maintenance and improvement. The origins of TPM can be traced back to 1951 in Japan and focuses on achieving zero defects, breakdowns and accidents. TPM benefits include increased productivity and employee morale, improved quality and safety, and reduced costs.
Metrics That Matter: Bridging User Needs and Board Priorities for Business Su...Product School
This document discusses metrics that matter for product teams to bridge user needs and business priorities. It emphasizes starting with understanding customer pain points and desired outcomes. It also stresses measuring key metrics like retention, activation, and usage that align with operational goals and tracking progress towards business outcomes. The document provides strategies for product teams to use data and experiments to drive ROI, including identifying features that increase retention and targeting users to reach goals.
In this 1-hour webinar you’ll learn what Lean is, why Lean is good for business and how some of the basic Lean concepts like 8 Wastes and Visual Management can improve and transform your operation.
Download the slides and more at https://goleansixsigma.com/webinar-introduction-to-lean/
Start your free Yellow Belt Training at http://www.goleansixsigma.com/free-lean-six-sigma-training/
Get The 8 Wastes Poster at https://goleansixsigma.com/product/the-8-wastes-poster/
The document discusses various Lean tools that can be used to eliminate waste and improve processes, including:
- The 5S methodology for organizing and standardizing the workplace.
- Value stream mapping to visualize and improve the flow of processes.
- Kanban systems for signaling material needs and limiting work-in-progress.
- Kaizen events which implement rapid process improvements through multidisciplinary teams.
- Takt time analysis to synchronize production with customer demand.
Lean Thinking is a management philosophy based on the Toyota Production System (TPS). With Lean Thinking, you will be able to enhance value for your customers by improving service delivery and eliminating waste. Simply put, by becoming a Lean organization, you will be able to improve personal effectiveness, increase productivity and create greater customer value with less resources.
This training presentation is especially tailored for service industries. By teaching this presentation to managers and employees, they will have a better understanding of the Lean principles and approach to eliminating waste, and will be more forthcoming to lead and participate in the Lean implementation process.
LEARNING OBJECTIVES
1. Understand the principles and key concepts of Lean
2. Acquire knowledge on the key Lean methods and tools and their applications to improve personal effectiveness, value creation and waste elimination
3. Identify ways to develop “Kaizen eyes” to look for improvement opportunities
4. Describe the various Lean roles
CONTENTS
1. Introduction to Lean Thinking
2. Key Concepts of Lean Thinking
3. Overview of Lean Methods & Tools
4. Ways to develop "Kaizen Eyes"
5. Lean Roles
6. Sustaining a Lean Culture
To download this complete presentation, please visit: http://www.oeconsulting.com.sg
Yokoten: Enhancing Performance through Best Practice SharingCIToolkit
Everybody can benefit from the successes of others. Developing a best practice program for your company is an integral part of becoming a world-class performer in your industry. The more you can do to promote the creation and sharing of great ideas within your company, the better your performance will be in the long run and the more engaged your employees will be. You need also to consider what other world-class organizations are doing to become even more innovative and competitive.
We have heard about “the global economy” and the impact on a global scale of decisions made centrally and “globalization” using global methods locally. Both of these terms use the word “global” in the sense of taking something from a central location or headquarters facility and rolling it out globally. But what about taking local best practices and leveraging them to customers and clients globally? In this workshop, we will look at how best practices can emerge locally but are often ignored in a global perspective due to their local origin. Many of these best practices are developed “below the radar” and work very well for a local market; however small changes or adaptations could make them of global significance. We will examine cases of local best practices and they were promoted to improve business performance globally. We will also look at things that can go wrong if this is not done correctly and finally, we will highlight ways that a company can discover and apply these practices.
This document outlines an introductory training on the concept of Poka-Yoke, which is a Japanese term meaning "mistake-proofing". The training contains 12 sessions that cover topics such as: the paradigm shift towards zero errors, introductions to Poka-Yoke concepts and examples, process waste management, zero defect quality systems, the three qualifiers of Poka-Yoke (simple/inexpensive, 100% inspection, immediate feedback), methods and types of Poka-Yoke, principles of Poka-Yoke, and the 100-1000-10000 rule regarding increasing costs of errors. The overall aim is to teach participants how to utilize mistake-proofing approaches to prevent errors and reduce
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
In business, 'Gemba' refers to the place where value is created and improved. The 'Gemba Walk' is an activity that takes management to the front lines to look for waste (non-value added activities) and opportunities.
The objective of Gemba Walk is to grasp the situation by involving everyone touching the process to understand the Purpose, Process, and People. It is only when the situation is understood that improvement is possible and more likely to succeed.
By teaching this presentation to management teams, they will have a better understanding of the correct approach to implementing Gemba Walk and sustaining a Lean culture.
The document discusses the components of DMAIC, the methodology used in Six Sigma improvement projects. It begins by outlining some key requirements for Six Sigma projects, including leadership commitment, using facts to make decisions, and cross-functional team training. It then describes each stage of DMAIC - Define, Measure, Analyze, Improve, and Control - and lists some potential tools and activities used in each stage. The document concludes by listing several statistical tools that can be used throughout the Six Sigma improvement process.
More Information:
https://flevy.com/browse/business-document/lean-manufacturing-160
BENEFITS OF DOCUMENT
Learn how to eliminate waste to save time and make more money.
Learn how to apply simple Lean methods and tools in the workplace to improve productivity and quality.
DOCUMENT DESCRIPTION
Lean is a management philosophy based on the Toyota Production System (TPS). With Lean Manufacturing, you will be able to enhance value for your customers by improving and smoothing the process flow and eliminating waste. Simply put, with Lean, you will be able to increase productivity and create greater customer value with less resources.
By teaching this presentation, managers and employees will have a better understanding of the Lean principles and approach to eliminating waste, and will be more forthcoming to lead and participate in the Lean implementation process.
LEARNING OBJECTIVES
1. Understand the key concepts and principles of Lean
2. Acquire knowledge on the common Lean methods and tools and their applications to eliminate waste and create more value for customers
3. Identify ways to develop "Kaizen eyes" to look for improvement opportunities
4. Describe the various Lean roles
5. Define the critical success factors for sustaining a Lean culture
CONTENTS
1. Introduction to Lean Thinking
- The case for Lean Manufacturing
- Where did Lean originate?
- Toyota's philosophy
- Lean adoption in various environments
- Impact of Lean principles in industry
- Lean applications in manufacturing, process and service industries
- What is Lean?
- What Lean is not
- Traditional thinking versus Lean thinking
- Traditional culture vs. Lean culture
- Lean management framework
- Lean and six sigma
- Benefits of Lean manufacturing
Got a question about this presentation? Email us at support@flevy.com.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
The Shingo Prize (a.k.a. The Shingo Model) is the world’s highest standard for operational excellence. The prize recognizes organizations’ efforts to build cultures of operational excellence and continuous improvement.
The prize is named after Shigeo Shingo, a Japanese industrial engineer who is widely recognized for his work in developing many of the revolutionary manufacturing practices that originated at Toyota. The Shingo Prize is based on the principles, systems and tools that deliver world class levels of excellence across an enterprise.
The Shingo Model is useful for companies/organizations who have embarked on the lean journey. The model can be used to assess the level of lean maturity and identify strengths and opportunities for improvement.
This training presentation can be used to brief employees to gain buy-in to the Shingo Model and prepare them for site visit assessments.
LEARNING OBJECTIVES
1. Understand The Shingo Prize as a Model for Operational Excellence
2. Explain the Shingo Assessment Criteria for Operational Excellence
3. Define the Shingo Model Assessment and Scoring Guidelines
4. Gain an Overview of the Shingo Application Process
CONTENTS
1. Overview of the The Shingo Prize
2. Assessment Criteria
3. Assessment & Scoring System
4. Application Process
5. Shingo Award Winners
To download the complete presentation, visit:
http://www.oeconsulting.com.sg
The company aims to further develop its continuous improvement philosophy in 2006. Teams will be created across manufacturing departments to reduce costs and drive waste out of processes, giving a competitive advantage. All support and office processes will transform with the number one priority being to drive waste out for cost savings without passing costs to customers. The goal is to work with employees using their creativity and knowledge to improve processes and environments. Supplier and customer partnerships will be important to the success of the program. Continuous improvement culture will be supported using Kaizen tools by creating a specialist group to coordinate employee, customer, and supplier-led change teams.
“Lean” is a management philosophy based on the Toyota Production System (TPS). With Lean Manufacturing, you will be able to enhance value for your customers by improving and smoothing the process flow and eliminating waste. Simply put, with Lean, you will be able to increase productivity and create greater customer value with less resources.
By teaching this presentation, managers and employees will have a better understanding of the Lean principles and approach to eliminating waste, and will be more forthcoming to lead and participate in the Lean implementation process.
LEARNING OBJECTIVES
1. Acquire knowledge on the key concepts and principles of Lean
2. Describe the common Lean methods and tools for waste elimination and value creation
3. Describe the key roles in Lean deployment
4. Define the success factors for sustaining a Lean culture
CONTENTS
1. Introduction to Lean Manufacturing
2. Key Concepts of Lean
3. Lean Methods & Tools
4. Lean Roles
5. Sustaining a Lean Culture
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
KPIs and metrics for Management Consultants and ManagersAsen Gyczew
Practical guide how to use KPIs to understand & manage a business
Most businesses on the face of it look very complicated and difficult to understand. On top of that the competition is so fierce that you have to take decisions based on data and not on gut feeling (a very misleading creature). That’s why it’s crucial to define and understand the main drivers and metrics measuring those drivers. If you have properly defined Key Performance Indicators (KPIs) you can understand the mechanism behind any business, you will be able to model it in Excel and you will know how to grow it or improve it. You can also use properly defined KPIs to manage people efficiently, give them goals aligned with your goals. That’s why I have decided to create a course solely concentrated on this KPIs.
This course will give you the knowledge and insight into drivers and KPIs used in different business models that can be used for understanding the business, managing it, motivating people and improving results. The course will make your life during a consulting project much easier. If you are already a manager thanks to this course you will learn how to use the KPIs to understand and grow your business.
This course will help you drastically improve your knowledge and skills in understanding and improving your business using KPIs. It is designed for management consultants and newly appointed managers that want to excel at their work. In the course you will learn 6 things:
1. How to understand the business through KPIs
2. How to use KPIs to model the business in Excel
3. How to use KPIs to manage the business
4. How to use KPIs to motivate people
5. How to use KPIs to improve the business
6. What is a good KPI
For more check my course: http://bit.ly/KPIsCourse
This document provides an overview of the PDCA (Plan-Do-Check-Act) problem solving cycle and techniques that can be used within each step of the cycle. It describes the origins of PDCA in Deming's work helping Japanese industries rebuild after World War II. Key steps are outlined for each phase of the cycle, including defining the problem, analyzing data, developing and implementing solutions, and standardizing successful processes. Fourteen techniques are also introduced that can aid various stages of the problem solving process.
Kaizen is a Japanese philosophy that focuses on continuous improvement involving everyone. It means improving personal, home and work life constantly. When applied to work, it means managers and workers continuously improve processes together. Key principles include teamwork, eliminating waste, and empowering workers to offer improvement suggestions. Tools like PDCA cycles, 5S, quality circles and kanban help implement kaizen. While initially successful in Japanese companies, kaizen works best in collective cultures and may be resisted in more individualistic Western societies. When properly applied to work and life, kaizen can significantly improve efficiency and success over time through small, incremental changes by all.
Business Development And Operational Plan PowerPoint Presentation SlidesSlideTeam
Every organization needs to adapt to the ever-changing business environment. Sensing this need, we have come up with these content-ready change management PowerPoint presentation slides. These change management PPT templates will help you deal with any kind of an organizational change. Be it with people, goals or processes. The business solutions incorporated here will help you identify the organizational structure, create vision for change, implement strategies, identify resistance and risk, manage cost of change, get feedback and evaluation, and much more. With the help of various change management tools and techniques illustrated in this presentation design, you can achieve the desired business outcomes. This business transition PowerPoint design also covers certain related topics such as change model, transformation strategy, change readiness, change control, project management and business process. By implementing the change control methods mentioned in the presentation, you will be able to have a smooth transition in an organization. So, without waiting much, download our extensively researched change management framework presentation. With our Change Management Presentation slides, understand the need for change and plan to go through it without any hassles.
10 steps to a successsful enterprise agile transformation global scrum 2018Agile Velocity
Presented at Scrum Gathering Minneapolis, Senior Agile Coach and Trainer Mike Hall provides leaders and managers 10 steps to a successful enterprise Agile transformation.
Practical Product Management for new Product ManagersAmarpreet Kalkat
This presentation provides tips and tools for a professional who is new to Product Management function (in software).
It does not cover the full lifecycle of a product and primarily focuses on the product development/product building phase. As such, it is more usable for professionals working on existing products than for those in the process of building new products from scratch.
The document discusses the Plan-Do-Check-Act (PDCA) problem-solving cycle. It was created by W. Edwards Deming in the 1950s to help Japan rebuild its economy. The PDCA cycle involves planning a change, doing it, checking the results, and acting on what was learned. The document provides details on the origins of PDCA from Walter Shewhart and Deming. It also explains the six steps of the problem solving process and gives guidance on applying each step of the PDCA improvement cycle to identify and solve problems.
An introduction to total productive maintenance (tpmarpitmishra
This document provides an introduction to Total Productive Maintenance (TPM). TPM aims to maximize equipment effectiveness and minimize breakdowns through a multifaceted approach involving all employees. It covers safety, quality maintenance and improvement. The origins of TPM can be traced back to 1951 in Japan and focuses on achieving zero defects, breakdowns and accidents. TPM benefits include increased productivity and employee morale, improved quality and safety, and reduced costs.
Metrics That Matter: Bridging User Needs and Board Priorities for Business Su...Product School
This document discusses metrics that matter for product teams to bridge user needs and business priorities. It emphasizes starting with understanding customer pain points and desired outcomes. It also stresses measuring key metrics like retention, activation, and usage that align with operational goals and tracking progress towards business outcomes. The document provides strategies for product teams to use data and experiments to drive ROI, including identifying features that increase retention and targeting users to reach goals.
In this 1-hour webinar you’ll learn what Lean is, why Lean is good for business and how some of the basic Lean concepts like 8 Wastes and Visual Management can improve and transform your operation.
Download the slides and more at https://goleansixsigma.com/webinar-introduction-to-lean/
Start your free Yellow Belt Training at http://www.goleansixsigma.com/free-lean-six-sigma-training/
Get The 8 Wastes Poster at https://goleansixsigma.com/product/the-8-wastes-poster/
The document discusses various Lean tools that can be used to eliminate waste and improve processes, including:
- The 5S methodology for organizing and standardizing the workplace.
- Value stream mapping to visualize and improve the flow of processes.
- Kanban systems for signaling material needs and limiting work-in-progress.
- Kaizen events which implement rapid process improvements through multidisciplinary teams.
- Takt time analysis to synchronize production with customer demand.
Lean Thinking is a management philosophy based on the Toyota Production System (TPS). With Lean Thinking, you will be able to enhance value for your customers by improving service delivery and eliminating waste. Simply put, by becoming a Lean organization, you will be able to improve personal effectiveness, increase productivity and create greater customer value with less resources.
This training presentation is especially tailored for service industries. By teaching this presentation to managers and employees, they will have a better understanding of the Lean principles and approach to eliminating waste, and will be more forthcoming to lead and participate in the Lean implementation process.
LEARNING OBJECTIVES
1. Understand the principles and key concepts of Lean
2. Acquire knowledge on the key Lean methods and tools and their applications to improve personal effectiveness, value creation and waste elimination
3. Identify ways to develop “Kaizen eyes” to look for improvement opportunities
4. Describe the various Lean roles
CONTENTS
1. Introduction to Lean Thinking
2. Key Concepts of Lean Thinking
3. Overview of Lean Methods & Tools
4. Ways to develop "Kaizen Eyes"
5. Lean Roles
6. Sustaining a Lean Culture
To download this complete presentation, please visit: http://www.oeconsulting.com.sg
Yokoten: Enhancing Performance through Best Practice SharingCIToolkit
Everybody can benefit from the successes of others. Developing a best practice program for your company is an integral part of becoming a world-class performer in your industry. The more you can do to promote the creation and sharing of great ideas within your company, the better your performance will be in the long run and the more engaged your employees will be. You need also to consider what other world-class organizations are doing to become even more innovative and competitive.
We have heard about “the global economy” and the impact on a global scale of decisions made centrally and “globalization” using global methods locally. Both of these terms use the word “global” in the sense of taking something from a central location or headquarters facility and rolling it out globally. But what about taking local best practices and leveraging them to customers and clients globally? In this workshop, we will look at how best practices can emerge locally but are often ignored in a global perspective due to their local origin. Many of these best practices are developed “below the radar” and work very well for a local market; however small changes or adaptations could make them of global significance. We will examine cases of local best practices and they were promoted to improve business performance globally. We will also look at things that can go wrong if this is not done correctly and finally, we will highlight ways that a company can discover and apply these practices.
This is a presentation on the best practices of our dream company and we have to apply these best practices to solve the problems which occur in other companies.
This document summarizes a research report on delivering the promise of management practices. It finds that adopting new management practices is closely linked to productivity improvements, but UK managers have been slower and less successful than counterparts in other countries. The report challenges common assumptions about best practices, finding they are complex and context-specific. It provides recommendations for managers and policymakers on overcoming inertia to change, adapting practices to the local context, and creating supportive environments for implementing new practices to maximize benefits.
The document outlines the 14 management principles of the Toyota Way. It describes how Toyota Motor Corporation established these principles based on their philosophy and practices developed since 1940. The principles focus on long-term thinking, eliminating waste, developing people, problem-solving, and continuous improvement. Adopting these principles through a culture of respect, challenge, and teamwork can help any organization achieve success like Toyota.
Benchmarking is the systematic process of searching for and implementing best practices from other organizations. It involves understanding your own performance, studying high-performing competitors or similar organizations, and using what you learn to improve processes. There are three main types of benchmarking: internal, competitive, and process benchmarking. The benchmarking process involves deciding what to benchmark, understanding your current performance, planning a benchmarking study, collecting data on others' performance, learning from that data, and implementing findings through goal-setting and action plans. Benchmarking is an effective improvement tool but must be properly implemented and not seen as a substitute for innovation.
The document provides an overview of Toyota's business philosophy and principles known as "The Toyota Way." It discusses Toyota's company symbols and guiding principles, which focus on customer trust, technology, and growth. It also summarizes Toyota's approach to lean production, respect for people, problem-solving, and developing long-term partnerships with suppliers. The Toyota Way principles emphasize long-term vision, continuous improvement, respect for people, and eliminating waste to achieve high quality and efficiency.
The document discusses defining and innovating digital customer experiences. It provides perspectives from executives on what constitutes innovation, noting it can be both incremental improvements that meet customer needs as well as introducing needs customers didn't know they had. Successful innovation always begins with understanding customers intimately. The document outlines various hallmarks of innovative digital experiences, such as making good experiences great through small improvements or solving problems for customers. It also discusses how innovation can involve recycling, reusing or repurposing elements to add value. The document advocates starting with customers and working backwards as the core of successful innovation.
Leadership, Business Process Improvement, & Process Mapping!Ben Wann
Learn the leadership, communication, and process mapping skills to accelarate your career.
When was the last time that someone wanted to pay you more for doing the same thing? Never.
The problem with being someone who maintains the status quo is that you aren't delivering value to your organization. If you want to earn more and grow faster, you need to find ways to identify problems and then lead teams to implement solutions.
This course will transform your role and teach you how to identify opportunities, understand them fully, work together with your team to create solutions, and then implement them.
This course will teach you how to deliver value to your organization so that your company will be thrilled to pay you even more.
Business Process Improvement (BPI) is a critical skill that is always in demand.
https://benjaminwann.com/blog
Order the book here:
https://www.amazon.com/dp/B093QF4DD4
Check out my BPI- Business Process course on Udemy!
https://www.udemy.com/course/business-process-improvement-and-process-mapping/?referralCode=9A549649145AD26A9D06
The document introduces the Certified Business Innovation Manager (CBIM) certification program. It discusses that CBIM aims to provide professionals with the skills and expertise needed to drive innovation in organizations. The certification has three levels that cover innovation fundamentals, advanced techniques, and a final certification project. Level 1 introduces concepts like the innovation process and building a culture of innovation. Level 2 teaches tools for developing innovation strategies, motivating employees, and cultivating innovation. Level 3 requires candidates to submit a final project applying their innovation knowledge to a potential business idea. Completing all three levels leads to CBIM certification.
The document introduces the Certified Business Innovation Manager (CBIM) certification program. CBIM aims to teach professionals how to implement innovative approaches in the workplace to solve complex problems and increase competitive advantage. It covers three levels, with Level 1 focusing on the basics of innovation and strategy. Level 2 and 3 build on these concepts. The certification helps professionals in areas like new product development, marketing, and decision-making. Completing all three levels and an innovation project prepares one to be a leader in driving organizational innovation.
New Презентация Microsoft PowerPoint 2.pptxArzuAgayeva1
Toyota is a global automaker that began in Japan in the 1920s. It has grown to be one of the largest automakers through principles like continuous improvement (kaizen), just-in-time production, and developing employees. Toyota is known for its Toyota Production System and Toyota Way approach, which emphasize long-term thinking, problem-solving processes, adding value through developing people, and organizational learning through continuously solving root problems. Toyota has expanded internationally while maintaining its focus on quality, efficiency and respect for people.
A community of practice (CoP) is a group that shares a domain of interest and deepens their expertise through regular interaction. The CoP discussed in the document focuses on agile best practices and is comprised of scrum masters from different teams. The CoP aims to improve knowledge sharing, address challenges, and disseminate lessons learned across teams. Benefits include increased expertise, problem solving, and adoption of best practices organization-wide.
From strategic issues to practical usage of social media (c) FOMFriends of Media
How you can add value with social media for strategic organisational issues.
Facilitate adoption of internal social media platform with practical user scenarios.
The document discusses how to plan projects for long-term sustainability beyond a single champion's involvement. It recommends documenting all steps, securing formal approvals, involving stakeholders, designing for flexibility over time, and establishing governance committees to provide ongoing leadership. The goal is to establish projects that can continue evolving after a champion moves on rather than dying without their involvement.
Unit 11The TRAINER’S TOOLBOX and CORPORATE T&D BEST PRACTICES.docxmarilucorr
Unit 11:
The TRAINER’S TOOLBOX and CORPORATE T&D BEST PRACTICES
This final unit is devoted to (a) providing additional resources and tools necessary for conducing effective training and development and (b) seeing effective training and development in practice. To that end it contains two sections: The Trainer’s Toolbox and Corporate T&D Best practices. The fist provides additional tools that will round out an effective training program. The other provides a tour of some of the best practices used in corporate training and development.
The Trainer’s Toolbox
To this point, we have covered how to conduct a needs analysis, how to analyze data, how to conduct a training intervention, and how to evaluate that intervention. The trainer’s toolbox contains two important documents:
Training Plan Log
Participant’s Guide
The Training Log is a template or document that will help keep training interventions organized. See the Training Plan Log document below (double click to enlarge) to learn more. A participant’s guide is a document that helps training participants understand the process and expectations of a given training and development intervention.
The Participant’s Guide
All participants in a training session should receive a participant’s guide. The participants guide is a collection of handouts or a workbook that contains all the information, worksheets, activities, and instructions that will be used in the training.
When developing the participant’s guide consider the following:
Use the training objectives to determine what will be in the participant’s guide
Include all activities and instructions in the participant’s guide
The participant’s guide should parallel the order of the modules/units in the training intervention as closely as possible
Determine the participant guide’s format (outline versus full text, brief overview statements versus greater detail)
Number all pages
Obtain copyrights and permissions as necessary for using activities, assessment tools, etc.
Provide proper references for all sources used
No two training guides will be the same, but they will all have similar components. Thus, it is helpful to look at some specific examples. Here are three you should examine to see how the content and format varies. Double click on the icons below to open the documents.
Corporate T&D Best Practices
Earlier in the course we focused on the impact of training and reviewed the successful training practices of Disney. Now we want to broaden that net and see what other companies are doing with regard to training.
To get a “flavor” (pun intended) for some best practices use the link below to learn about McDonalds Hamburger University. This video shows how the company uses multiple methods (classroom, simulation, etc.) to train employees.
http://money.cnn.com/video/news/2010/08/30/n_hamburger_university.cnnmoney/
Now have a look at this article that talks about the investment Best Buy made in training employ ...
The Toyota Way document outlines the philosophy and principles that guide Toyota's continuous improvement system. It discusses two key areas: continuous improvement and respect for people. The 14 principles that comprise the Toyota Way are organized into four sections: philosophy, process, people and partners, and problem solving. The overarching goals are to eliminate waste, level production, build quality into processes, and develop a culture of learning and improvement.
The Toyota Way consists of principles in two key areas: continuous improvement and respect for people. It has 14 principles organized into four sections: long-term philosophy, the right process will produce the right results, add value to the organization by developing your people, and continuously solving root problems drives organizational learning. The principles emphasize challenges, teamwork, standardized processes, visual controls, reliable technology, developing leaders and teams, partner improvement, going to see problems firsthand, consensus-based decisions, and relentless learning.
The document describes a seminar on project management frameworks. It introduces key concepts that will be covered in the seminar's 10 units, including project initiation, planning, execution, monitoring and control, and closing. Attendees will learn tools and techniques to help manage projects and develop their skills through exercises and discussions. The seminar aims to provide a structured approach to thinking about and managing projects.
For the uninitiated, the Lean Startup methodology is a practice for developing products and businesses based on 'validated learning', getting customer feedback quickly and often. The objective is to eliminate uncertainty in the product development process.
How are Lilac French Bulldogs Beauty Charming the World and Capturing Hearts....Lacey Max
“After being the most listed dog breed in the United States for 31
years in a row, the Labrador Retriever has dropped to second place
in the American Kennel Club's annual survey of the country's most
popular canines. The French Bulldog is the new top dog in the
United States as of 2022. The stylish puppy has ascended the
rankings in rapid time despite having health concerns and limited
color choices.”
HR search is critical to a company's success because it ensures the correct people are in place. HR search integrates workforce capabilities with company goals by painstakingly identifying, screening, and employing qualified candidates, supporting innovation, productivity, and growth. Efficient talent acquisition improves teamwork while encouraging collaboration. Also, it reduces turnover, saves money, and ensures consistency. Furthermore, HR search discovers and develops leadership potential, resulting in a strong pipeline of future leaders. Finally, this strategic approach to recruitment enables businesses to respond to market changes, beat competitors, and achieve long-term success.
Ellen Burstyn: From Detroit Dreamer to Hollywood Legend | CIO Women MagazineCIOWomenMagazine
In this article, we will dive into the extraordinary life of Ellen Burstyn, where the curtains rise on a story that's far more attractive than any script.
Unveiling the Dynamic Personalities, Key Dates, and Horoscope Insights: Gemin...my Pandit
Explore the fascinating world of the Gemini Zodiac Sign. Discover the unique personality traits, key dates, and horoscope insights of Gemini individuals. Learn how their sociable, communicative nature and boundless curiosity make them the dynamic explorers of the zodiac. Dive into the duality of the Gemini sign and understand their intellectual and adventurous spirit.
Presentation by Herman Kienhuis (Curiosity VC) on Investing in AI for ABS Alu...Herman Kienhuis
Presentation by Herman Kienhuis (Curiosity VC) on developments in AI, the venture capital investment landscape and Curiosity VC's approach to investing, at the alumni event of Amsterdam Business School (University of Amsterdam) on June 13, 2024 in Amsterdam.
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Part 2 Deep Dive: Navigating the 2024 Slowdownjeffkluth1
Introduction
The global retail industry has weathered numerous storms, with the financial crisis of 2008 serving as a poignant reminder of the sector's resilience and adaptability. However, as we navigate the complex landscape of 2024, retailers face a unique set of challenges that demand innovative strategies and a fundamental shift in mindset. This white paper contrasts the impact of the 2008 recession on the retail sector with the current headwinds retailers are grappling with, while offering a comprehensive roadmap for success in this new paradigm.
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The APCO Geopolitical Radar - Q3 2024 The Global Operating Environment for Bu...APCO
The Radar reflects input from APCO’s teams located around the world. It distils a host of interconnected events and trends into insights to inform operational and strategic decisions. Issues covered in this edition include:
NIMA2024 | De toegevoegde waarde van DEI en ESG in campagnes | Nathalie Lam |...BBPMedia1
Nathalie zal delen hoe DEI en ESG een fundamentele rol kunnen spelen in je merkstrategie en je de juiste aansluiting kan creëren met je doelgroep. Door middel van voorbeelden en simpele handvatten toont ze hoe dit in jouw organisatie toegepast kan worden.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
Digital Marketing with a Focus on Sustainabilitysssourabhsharma
Digital Marketing best practices including influencer marketing, content creators, and omnichannel marketing for Sustainable Brands at the Sustainable Cosmetics Summit 2024 in New York
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2. www.citoolkit.com
YOKOTEN - BEST PRACTICE SHARING
2
A Best Practice is that practice that has been proved
to produce the best results consistently.
It is the best-known way
of doing something and
has the potential to be
replicated internally and
externally.
Represents creative solution to a common problem
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YOKOTEN - BEST PRACTICE SHARING
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Having a best practice program in your company is a
fast and effective way to share Lean and continuous
improvement successes and accomplishments.
It allows to highlight the many
innovations and creative
solutions that are currently in
place throughout the
company and beyond.
4. www.citoolkit.com
YOKOTEN - BEST PRACTICE SHARING
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Yokoten is a Japanese word that means best practice
sharing across functions and businesses to improve
processes and performance.
It is thoughtfully sharing of
successes, experiences and best
practices which could be useful
to others.
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YOKOTEN - BEST PRACTICE SHARING
5
The Yokoten approach was originally created by
Toyota to make everything better for everyone so that
the whole company benefits from great ideas.
Toyota expects that in order to
complete any Kaizen process,
it needs to be concluded with
a best practice sharing.
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YOKOTEN - BEST PRACTICE SHARING
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Sharing and copying best practices will duplicate the
success and directly impact the bottom line of the
business.
However, it is not enough to
copy best practices exactly as
they are. Teams must adapt and
improve the practices to fit their
own needs.
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YOKOTEN - BEST PRACTICE SHARING
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The purpose of Yokoten in not only to find creative
solutions to problems, but also to allow new ideas and
insights to emerge within the company.
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YOKOTEN - BEST PRACTICE SHARING
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Developing a best practice program for your company
is an integral part of becoming a world-class performer
in your industry.
The more you can do to promote
the creation and sharing of great
ideas within your company, the
better your performance will be
and the more engaged your
employees will be.
9. www.citoolkit.com
YOKOTEN - BEST PRACTICE SHARING
9
You need also to consider what other world-class
organizations are doing to become even more
innovative and competitive.
10. www.citoolkit.com
YOKOTEN - BEST PRACTICE SHARING
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Best Practice Program
Yokoten is a two-way exchange of best practice
information between two or more entities.
TWO PERSPECTIVES
Develop,
document and
share internal
best practices
Get access to and
implement external
best practices
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YOKOTEN - BEST PRACTICE SHARING
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Best Practice Program
Companies can learn from other successful
companies by adopting their best practices
and integrate them into their processes
without the need to reinvent the wheel.
Companies can also develop and
share their own best practices
and innovative ideas.
12. www.citoolkit.com
YOKOTEN - BEST PRACTICE SHARING
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Best Practice Program
Can be a powerful tool for driving world-class performance.
Company
PROCESS 1
Operation
PROCESS 2
Dept. 1
Dept. 2 Sister Company
Core
Benchmark
Support & governance
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YOKOTEN - BEST PRACTICE SHARING
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Best Practice Program – Benefits
Everybody can benefit
from the successes of
others
Performance gaps will
close over time
Problems, defects and
costs will be reduced
Employees will be
more aware and
skillful and therefore
more productive
Directly impacts
employees’
motivation
Promotes involvement
and participation of
employees in their
workplaces
14. www.citoolkit.com
YOKOTEN - BEST PRACTICE SHARING
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Best Practice Program – How-To
1. Get access to an
external best practice
system.
2. Search for and select a
relevant best practice.
3. Implement the best
practice.
4. Share best practice
results and lessons
learnt.
Get access to and implement
external best practices
1. Document and approve
the best practice.
2. Send it to relevant
teams internally.
3. Post it on notice boards
so everyone can see and
learn.
4. Submit it beyond your
division and across the
entire business.
Develop, document and share
internal best practices
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How to Document a Best Practice . . .
1. Use a paper form (or an electronic
form) to document the practice.
2. Write the title and the initial
condition that leads to the
development of the practice.
3. Write the solution to the initial
condition or problem and the
benefits that has been obtained.
4. Fill the other required elements.
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How to Document a Best Practice . . .
5. Attach any photos or case
studies that may be helpful.
6. Submit the information to the
appropriate parties to
validate its completeness and
correctness.
7. Share it among teams and
across the entire business.
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Best practices should be documented before being
shared with other teams.
The initial
condition or
problem
The solution
to the
problem
The benefits
obtained after
implementation
Drawings and
before and
after photos
The basic elements often include . . .
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Other information can also be included such as . . .
A reference
number (non-
duplicative)
The category
(safety, quality,
production, etc.)
The most closely
related process or
area
The dates of
submission and
approval
Whether the
best practice is a
mandatory or
recommended
The name of the
best practice
originator
The name of
person who
should validate
for content
The name of the
person who
should be
contacted for
more information
Related
documents,
reports, etc.
The name of
person who
should approve
the best practice
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Best Practice Criteria
Before you decide if the practice is a best
practice and not just a good or normal
practice, ensure that it complies with
the criteria defined by your company.
Companies must determine and agree on a
certain set of criteria for their best practices.
Unique Cost-efficient
Practical
Useful Sustainable
EXAMPLES
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Example of a Best Practice Form
SUBJECT: __________ ____
BEST PRACTICE
Process
Initial condition
Solution
Benefits/results
Before photos
After photos
Area/dept. Originated by Submitted by
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Example of a Best Practice Form
Title: Process:
Sub-process: Date:
Initial condition Solution Benefits Drawing/Photos
Originated by Submitted by Contact details
Department: Plant: Division:
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Title: Modified Trousers Process:
Sub-process: Date:
Initial condition Solution Benefits Drawing/Photos
If a machine needs any
adjustment, the
maintainer usually
takes his heavy
toolbox (an ergonomic
issue). He may forget
some tools if he hold
them by hand causing
waste of time resulting
in machine downtime.
We have provided all
maintainers with
trousers that have
two pockets (one at
each side) to hold
their most important
and used tools.
Each maintainer now
can keep his tools with
him all the time. No
need to search
toolboxes, no
ergonomic issues, and
less machine
downtime.
Originated by Submitted by Contact details
Department: Plant: Division:
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Case Studies
A best practice may be presented in a case study
format that includes . . .
The benefits in terms of
cost savings and
sustainability
Challenges and pitfalls
that had to be
overcome during
implementation
Any regulation or
requirement that has
been complied with
The cost of
implementation of the
best practice
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Using of Technology
Systems, intranets and databases
encourage documenting, submitting
and sharing best practices between
teams, departments, and divisions.
They enable teams on the opposite
side to access and implement best
practices in their own areas in an
easy manner.
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Communication
Don’t allow an improvement opportunity to slip away
because of miscommunication.
You need to communicate your best practices in a way
to promote . . .
Awareness.
Understanding.
Implementation.
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Communication
Information and notice boards
are effective ways to display
and share best practices and
lessons learned.
Use them to post best
practices so that everyone can
see, learn, and reflect.
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Sharing Hints
Don’t hold your best practices to
yourself. You are not competing
with other teams in your company.
Allow others to copy your best
practices and apply your ideas to
their own processes and areas.
Prepare reports and presentation
slides of successful practices and
invite others to attend and learn.
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Copying Hints
Keep an eye for improvements
that are taking place within your
facility and beyond.
Give your team members a
permission to actively go and see
what other teams are doing.
Visit the Gemba of the other
teams and study their practices
and learn from their mistakes.
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An Idea System
Oftentimes, a best practice is a
result from a suggestion or
recommendation.
Implement an idea system and
encourage employees to make
improvement suggestions.
Ensure that the ideas and
suggestions are well heard.
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Translation Opportunities
Think of possible translation opportunities.
Direct Translation
Implement the same idea
in a similar process,
product or service.
Adaption
Adaptation of the idea for
the same process.
Customization
Adaptation of the idea to a
different process, product
or service.
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Further Information
Best is not always best for everyone.
Every facility is different in some way
in terms of goals, regulations, culture,
environment and technology.
What is meant by ‘best’ are those
practices that have been proven to
produce great results in certain
conditions and for certain time
periods.
1
2
3
4
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Further Information
Other than products, services
and processes, Yokoten can
also be applied to best results
and successes that are related
to . . .
Health and
safety
conditions
Organization
culture
Environment
Working
conditions
Quality of life
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Further Information
Yokoten can also be applied to
failures as well as successes.
Generally, we tend to hide our
failures from others and then
no one learns from them.
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Further Information
On a periodic basis, each best
practice should be reviewed
to determine if it is still
appropriate.
As time passed, a best practice
may become outdated due to
more recent developments or
process changes.
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OBSTACLES
Being stuck in daily
firefighting and time-
wasting activities
Not having the culture
of going to the Gemba
Competing with other
teams and hiding your
best practices
Unclear definition and
criteria of what is
considered to be a
best practice
Only communicating
results and successes
up and down
Not having a
measurement system
to gauge progress