Lundbeck is transitioning from a European single-product company to a global multiple product company. It aims to expand into new markets, deliver its late-stage pipeline, execute new product launches, and diversify its portfolio.
Over eight years, Lundbeck underwent a cultural transformation to embed operational excellence principles. It progressed through four phases - "Better for Less" focused on lean tools, "Create Results Together" developed leadership, "Own the Future" empowered employees, and the current "Principle-Driven Culture".
As a result, Lundbeck improved delivery performance, quality, costs and productivity over time. It also received the Shingo Silver Medallion, recognizing its progress in establishing a culture
A Power Point package designed to allow organisations to run internal lean and continuous improvement training. The package is comprehensive containing 157 slides detailing continuous improvement strategy and tools. Topics include; introduction, change management, team development, facilitation, voice of the customer, the seven wastes, strategy deployment, data collection, metrics, flow, levelling, cell layout, quick changeover, just in time, root cause analysis, 5s, autonomation, error proofing, visual management, standard work, value stream mapping, A3 thinking, PDCA, kaizen, office TPM, and sustainment. Unlike other lean introductory courses, this is not solely aimed at the factory floor.
Terms are defined in English and if Japanese, Romaji and Kanji are also included.
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.
Agile is actually an approach and a Mindset, whereas most people misunderstand it as a set of practices. There are umpteen examples of people implementing the Agile practices and artefacts, but are failing to get the intended positive results. This is a classic problem of ‘doing Agile’ as opposed to aiming to ‘be Agile’. The key to getting the optimal benefits is having the Agile Mindset.
Mindset is abstract and hence one needs to understand it based on what is visible in behaviours, policies etc. The talk is about not only what these visible characteristics are, but also about what can be some of the enablers to move towards achieving the Agile Mindset. It has been proven that Leadership of an organization plays a key role in enabling the right Mindset, and hence this talk is meant for Leaders.
Video link:
https://vimeo.com/album/3674400/video/147609195
Scrum Day Perú 2020 - Agilidad de Negocios: abordando la incertidumbre. Como mapear y conocer los principales desafÍos y beneficios de la agilidad de negocios, sintetizando la necesidad de la agilidad y la innovación dentro de las organizaciones en el contexto actual. Alex Canizales - Agilisters.
http://www.agilisters.org/2020/11/agilidad-de-negocios-abordando-la.html
"One key to successful leadership is continuous personal change. Personal change is a reflection of our inner growth and empowerment."
— Robert E. Quinn
Statistical Process Control (SPC) is an industry-standard methodology for measuring and controlling quality during the manufacturing process. Quality data in the form of Product or Process measurements are obtained in real-time during manufacturing. This data is then plotted on a graph with pre-determined control limits. Control limits are determined by the capability of the process, whereas specification limits are determined by the client's needs.
Why Agile is Failing in Large EnterprisesLeadingAgile
Agile works. We get it. You don’t have to sell people on the underlying principles anymore. Even so, many large-scale agile transformations are struggling. Some have failed. Others can’t figure out why things aren't working after multiple attempts. It’s easy to blame the people, the process, and the culture. And it’s especially easy to blame management. However, the underlying problem is that most large organizations weren’t built to be agile. You need a way to safely and pragmatically refactor your company into an organization that can adopt agile and sustain the transformation. Mike Cottmeyer introduces a framework for understanding the type of company in which you work, its delivery constraints, and likely challenges you’ll face in your agile transformation. Mike shares a strategy for establishing an end-state vision and operational model to guide your transformation. Finally, he defines an approach for incrementally introducing change, measuring outcomes, and sustaining those changes.
A Power Point package designed to allow organisations to run internal lean and continuous improvement training. The package is comprehensive containing 157 slides detailing continuous improvement strategy and tools. Topics include; introduction, change management, team development, facilitation, voice of the customer, the seven wastes, strategy deployment, data collection, metrics, flow, levelling, cell layout, quick changeover, just in time, root cause analysis, 5s, autonomation, error proofing, visual management, standard work, value stream mapping, A3 thinking, PDCA, kaizen, office TPM, and sustainment. Unlike other lean introductory courses, this is not solely aimed at the factory floor.
Terms are defined in English and if Japanese, Romaji and Kanji are also included.
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.
Agile is actually an approach and a Mindset, whereas most people misunderstand it as a set of practices. There are umpteen examples of people implementing the Agile practices and artefacts, but are failing to get the intended positive results. This is a classic problem of ‘doing Agile’ as opposed to aiming to ‘be Agile’. The key to getting the optimal benefits is having the Agile Mindset.
Mindset is abstract and hence one needs to understand it based on what is visible in behaviours, policies etc. The talk is about not only what these visible characteristics are, but also about what can be some of the enablers to move towards achieving the Agile Mindset. It has been proven that Leadership of an organization plays a key role in enabling the right Mindset, and hence this talk is meant for Leaders.
Video link:
https://vimeo.com/album/3674400/video/147609195
Scrum Day Perú 2020 - Agilidad de Negocios: abordando la incertidumbre. Como mapear y conocer los principales desafÍos y beneficios de la agilidad de negocios, sintetizando la necesidad de la agilidad y la innovación dentro de las organizaciones en el contexto actual. Alex Canizales - Agilisters.
http://www.agilisters.org/2020/11/agilidad-de-negocios-abordando-la.html
"One key to successful leadership is continuous personal change. Personal change is a reflection of our inner growth and empowerment."
— Robert E. Quinn
Statistical Process Control (SPC) is an industry-standard methodology for measuring and controlling quality during the manufacturing process. Quality data in the form of Product or Process measurements are obtained in real-time during manufacturing. This data is then plotted on a graph with pre-determined control limits. Control limits are determined by the capability of the process, whereas specification limits are determined by the client's needs.
Why Agile is Failing in Large EnterprisesLeadingAgile
Agile works. We get it. You don’t have to sell people on the underlying principles anymore. Even so, many large-scale agile transformations are struggling. Some have failed. Others can’t figure out why things aren't working after multiple attempts. It’s easy to blame the people, the process, and the culture. And it’s especially easy to blame management. However, the underlying problem is that most large organizations weren’t built to be agile. You need a way to safely and pragmatically refactor your company into an organization that can adopt agile and sustain the transformation. Mike Cottmeyer introduces a framework for understanding the type of company in which you work, its delivery constraints, and likely challenges you’ll face in your agile transformation. Mike shares a strategy for establishing an end-state vision and operational model to guide your transformation. Finally, he defines an approach for incrementally introducing change, measuring outcomes, and sustaining those changes.
This Hands-on Agile webinar addresses the agile maturity and a possible agility assessment of organizations before the start of an agile transition.
Moreover, learn about the survey results what indicates an agile organization, whether agile maturity is a fad, and what the open source project of the ‘Agility Assessment Framework’ is about.
BLOG: https://age-of-product.com/webinar-agile-maturity/
YOUTUBE: Tba.
An Introduction to SAFe: The Scaled Agile FrameworkTechWell
Many organizations have achieved agility at the team level only to be unable to achieve it across teams. The Scaled Agile Framework (SAFe) provides both a vision and method for how to achieve this. SAFe is the first documented framework that can be used to scale agile throughout an organization. It is a combination of lean, kanban, and Scrum—lean to provide a context for an organization, kanban to manage the flow of projects, and Scrum to provide agile at the team level. Beginning with an introduction to lean and kanban, Ken Pugh explains why they are required for agile at scale. Ken then describes the framework of SAFe—specifically how it creates a structure to manifest the behaviors required for agile at scale. In particular, learn how to coordinate your organization’s portfolio, programs, and projects. Ken concludes by discussing when it is advisable to use the framework and when a more emergent method is preferable.
This guide summaries a successful Agile transformation in Telco with a related case study.
Do not take the described steps of this guide as the only way to be successful, there can be many other alternatives for sure. However, this guide explains a way thats experienced to be successful in many companies and under different circumstances.
Looking forward to hear your comments & suggestions
Thanks
Presentation describes how to recognize resistance to change and barriers to change. How to increase receptivity to change and how different generations view change. Ends with John Kotter's process of creating major change.
Effective change management provides organizations with a mechanism whereby value is added and realized through reduced costs. Cost reductions are realized because change is implemented more effectively, causes fewer disruptions, and customer confidence is raised.
The purpose of this webinar is to give a clear picture of change management and its role in the organization. This webinar will explain the importance of change management, give an overview of how it works, and how it creates and adds value to the organization.
Additionally, this webinar seeks to demonstrate the extent to which change management can enhance organizational objectives and goals, how properly implemented change management enables the furtherance of the organizational strategy, and how it contributes to organizational planning.
This webinar will explain how change management is an essential part of a holistic, results-driven approach that reflects business initiatives. It also seeks to show the inter-relatedness between change management and varied business activities as well as the value-add it brings by enabling organizations to respond to needed business changes.
Areas covered:
1. Purpose, Objectives and Definitions
2. Value to the business
3. Change Authorities
4. Strategic-tactical-operational change
- 7 R’s of change management
5. Change processes, Roles, Activities, Interfaces
6. Change Management is the authority
- Service Asset & Configuration Management (SACM) works to assist in administering change
- Configuration Management is key
- Release & Deployment Management (RDM) executes change
7. RDM is the operational side of change
8. Assessment and Evaluation occurs at multiple points and levels
9. Change Advisory Board
10. Interfaces (Change is multi-faceted and multidisciplinary)
- Interrelatedness of change management
11. Measuring change from different perspectives
12. Challenges and Summary
About Invensis Learning:
Invensis Learning is a pioneer in providing globally-recognized certification training courses for individuals and enterprises worldwide. We have trained and certified 15,000+ professionals from 50+ courses through multiple training delivery modes. This ITIL® Foundation training from Invensis Learning is ideal for professionals who are looking to gain a deep understanding of the globally-recognized ITSM framework and clear your ITIL Foundation exam in the first attempt.
For more information on Change Management Certification Training and other courses, please visit our website: https://www.invensislearning.com
Value Stream Transformation: Achieving Excellence through Leadership Alignmen...TKMG, Inc.
To subscribe: http://ksmartin.com/subscribe
To purchase the book: http://bit.ly/VSMbk
These are slides from a talk given on 1/8/14 in San Diego, California at SME Connect's Operations Roundtable.
Too many organizations today suffer from silo-centric behavior and intra-organizational conflict. And yet most don’t understand what’s holding them back from achieving outstanding performance. This is where Karen Martin’s new book Value Stream Mapping comes into play.
Value stream mapping can unleash the full potential of an organization and deliver greater customer value, increased profit margins, and create fulfilling work environments.
In this talk, Karen discussed how to:
• Prepare and engage your leadership team in the transformation process
• Gain a deep understanding about your current work systems and the related barriers to delivering value
• Design a future state that enables outstanding performance on all fronts
• Adopt a new design and lay the foundation for continued improvement
The first stage of this is brainstorm who your stakeholders are. The next step is to prioritise them by power and interest, and to plot this on a Power/Interest grid. The final stage is to get an understanding of what motivates your stakeholders and how you need to win them around.
Over the years, you have been told that management of the stakeholders is crucial to your project. You have been presented with tools and techniques to achieve this goal! Are they really working? Are you getting the result you were hoping to get; positive stakeholder participation? If not, this is the presentation for you!
A short talk that explains a little of what Agile is; where it originated and how it works. This talk is applicable whatever method you use - scrum, XP, DSDM etc. Concludes by introducing ICAgile (the International Consortium of Agile).
The Power of an Agile Mindset - Linda RisingAgileSparks
I've wondered for some time whether much of Agile's success was the result of the placebo effect, that is, good things happened because we believed they would. The placebo effect is a startling reminder of the power our minds have over our perceived reality. Now cognitive scientists tell us that this is only a small part of what our minds can do. Research has identified what I like to call "an agile mindset," an attitude that equates failure and problems with opportunities for learning, a belief that we can all improve over time, that our abilities are not fixed but evolve with effort. What's surprising about this research is the impact of an agile mindset on creativity and innovation, estimation, and collaboration in and out of the workplace. I'll relate what's known about this mindset and share some practical suggestions that can help all of us become even more agile.
Presentation by Em Campbell-Pretty & Adrienne Wilson at the Global SAFe Summit 2021
Mob Programming thought leader, Woody Zuill, suggests that instead of always focusing on solving problems, we also take the time to notice the things that are going well and amplify them, thereby "turning up the good". When it comes to SAFe Dean Leffingwell perhaps said it best: "There is no magic in SAFe . . . except maybe for PI Planning." I suspect most of you agree that PI Planning is the magic in SAFe. There is nothing quite like the energy created by bringing a group of 100+ people together to build a collaborative plan over a couple of days every 10 to 12 weeks. So what would it mean to "turn up the good in PI Planning"? If we focused on what is good and what we want more of, would we get more magic?! For Em and Adrienne, the answer is a resounding "Yes!" In this session, they will take the "The Facilitator’s Guide to PI Planning" and illustrate how turning up the good can bring your PI Planning magic to the next level.
This Hands-on Agile webinar addresses the agile maturity and a possible agility assessment of organizations before the start of an agile transition.
Moreover, learn about the survey results what indicates an agile organization, whether agile maturity is a fad, and what the open source project of the ‘Agility Assessment Framework’ is about.
BLOG: https://age-of-product.com/webinar-agile-maturity/
YOUTUBE: Tba.
An Introduction to SAFe: The Scaled Agile FrameworkTechWell
Many organizations have achieved agility at the team level only to be unable to achieve it across teams. The Scaled Agile Framework (SAFe) provides both a vision and method for how to achieve this. SAFe is the first documented framework that can be used to scale agile throughout an organization. It is a combination of lean, kanban, and Scrum—lean to provide a context for an organization, kanban to manage the flow of projects, and Scrum to provide agile at the team level. Beginning with an introduction to lean and kanban, Ken Pugh explains why they are required for agile at scale. Ken then describes the framework of SAFe—specifically how it creates a structure to manifest the behaviors required for agile at scale. In particular, learn how to coordinate your organization’s portfolio, programs, and projects. Ken concludes by discussing when it is advisable to use the framework and when a more emergent method is preferable.
This guide summaries a successful Agile transformation in Telco with a related case study.
Do not take the described steps of this guide as the only way to be successful, there can be many other alternatives for sure. However, this guide explains a way thats experienced to be successful in many companies and under different circumstances.
Looking forward to hear your comments & suggestions
Thanks
Presentation describes how to recognize resistance to change and barriers to change. How to increase receptivity to change and how different generations view change. Ends with John Kotter's process of creating major change.
Effective change management provides organizations with a mechanism whereby value is added and realized through reduced costs. Cost reductions are realized because change is implemented more effectively, causes fewer disruptions, and customer confidence is raised.
The purpose of this webinar is to give a clear picture of change management and its role in the organization. This webinar will explain the importance of change management, give an overview of how it works, and how it creates and adds value to the organization.
Additionally, this webinar seeks to demonstrate the extent to which change management can enhance organizational objectives and goals, how properly implemented change management enables the furtherance of the organizational strategy, and how it contributes to organizational planning.
This webinar will explain how change management is an essential part of a holistic, results-driven approach that reflects business initiatives. It also seeks to show the inter-relatedness between change management and varied business activities as well as the value-add it brings by enabling organizations to respond to needed business changes.
Areas covered:
1. Purpose, Objectives and Definitions
2. Value to the business
3. Change Authorities
4. Strategic-tactical-operational change
- 7 R’s of change management
5. Change processes, Roles, Activities, Interfaces
6. Change Management is the authority
- Service Asset & Configuration Management (SACM) works to assist in administering change
- Configuration Management is key
- Release & Deployment Management (RDM) executes change
7. RDM is the operational side of change
8. Assessment and Evaluation occurs at multiple points and levels
9. Change Advisory Board
10. Interfaces (Change is multi-faceted and multidisciplinary)
- Interrelatedness of change management
11. Measuring change from different perspectives
12. Challenges and Summary
About Invensis Learning:
Invensis Learning is a pioneer in providing globally-recognized certification training courses for individuals and enterprises worldwide. We have trained and certified 15,000+ professionals from 50+ courses through multiple training delivery modes. This ITIL® Foundation training from Invensis Learning is ideal for professionals who are looking to gain a deep understanding of the globally-recognized ITSM framework and clear your ITIL Foundation exam in the first attempt.
For more information on Change Management Certification Training and other courses, please visit our website: https://www.invensislearning.com
Value Stream Transformation: Achieving Excellence through Leadership Alignmen...TKMG, Inc.
To subscribe: http://ksmartin.com/subscribe
To purchase the book: http://bit.ly/VSMbk
These are slides from a talk given on 1/8/14 in San Diego, California at SME Connect's Operations Roundtable.
Too many organizations today suffer from silo-centric behavior and intra-organizational conflict. And yet most don’t understand what’s holding them back from achieving outstanding performance. This is where Karen Martin’s new book Value Stream Mapping comes into play.
Value stream mapping can unleash the full potential of an organization and deliver greater customer value, increased profit margins, and create fulfilling work environments.
In this talk, Karen discussed how to:
• Prepare and engage your leadership team in the transformation process
• Gain a deep understanding about your current work systems and the related barriers to delivering value
• Design a future state that enables outstanding performance on all fronts
• Adopt a new design and lay the foundation for continued improvement
The first stage of this is brainstorm who your stakeholders are. The next step is to prioritise them by power and interest, and to plot this on a Power/Interest grid. The final stage is to get an understanding of what motivates your stakeholders and how you need to win them around.
Over the years, you have been told that management of the stakeholders is crucial to your project. You have been presented with tools and techniques to achieve this goal! Are they really working? Are you getting the result you were hoping to get; positive stakeholder participation? If not, this is the presentation for you!
A short talk that explains a little of what Agile is; where it originated and how it works. This talk is applicable whatever method you use - scrum, XP, DSDM etc. Concludes by introducing ICAgile (the International Consortium of Agile).
The Power of an Agile Mindset - Linda RisingAgileSparks
I've wondered for some time whether much of Agile's success was the result of the placebo effect, that is, good things happened because we believed they would. The placebo effect is a startling reminder of the power our minds have over our perceived reality. Now cognitive scientists tell us that this is only a small part of what our minds can do. Research has identified what I like to call "an agile mindset," an attitude that equates failure and problems with opportunities for learning, a belief that we can all improve over time, that our abilities are not fixed but evolve with effort. What's surprising about this research is the impact of an agile mindset on creativity and innovation, estimation, and collaboration in and out of the workplace. I'll relate what's known about this mindset and share some practical suggestions that can help all of us become even more agile.
Presentation by Em Campbell-Pretty & Adrienne Wilson at the Global SAFe Summit 2021
Mob Programming thought leader, Woody Zuill, suggests that instead of always focusing on solving problems, we also take the time to notice the things that are going well and amplify them, thereby "turning up the good". When it comes to SAFe Dean Leffingwell perhaps said it best: "There is no magic in SAFe . . . except maybe for PI Planning." I suspect most of you agree that PI Planning is the magic in SAFe. There is nothing quite like the energy created by bringing a group of 100+ people together to build a collaborative plan over a couple of days every 10 to 12 weeks. So what would it mean to "turn up the good in PI Planning"? If we focused on what is good and what we want more of, would we get more magic?! For Em and Adrienne, the answer is a resounding "Yes!" In this session, they will take the "The Facilitator’s Guide to PI Planning" and illustrate how turning up the good can bring your PI Planning magic to the next level.
This presentation aims to signify how Vision, Strategy and Organisational values are deeply connected to Operational Excellence and where companies should begin their journey to excellence.
Operational Excellence Series IV : LEANErdem Dursun
Operational Excellence and Continuous Improvement have become pillar functions to find a remedy for today's issues. These functions are based on a combination of
benchmarking, innovations and Lean/Lean Six Sigma methodologies. In this context it is crucial to define the value created for customers then refine the processes
of creating this value by simply applying Lean methodology. Briefly, in order to achieve concrete and sustainable solutions to respond today’s and future’s requirements, we need
operational excellence therefore lean.
Operational Excellence Series III Continues Improvement Deployement Erdem Dursun
In the previous chapter of our OPEX approach, we emphasized the importance of continuous improvement. In this chapter we will go deeper in CI and study how to deploy it successfully.
Operational Excellence Series Corporate CultureErdem Dursun
Without understanding corporate culture, it becomes very difficult to design and run OpEx projects. In the end, all these efforts require employees to adapt their way of thinking and behaviours to new and better ways of doing the company’s job. Therefore, we will briefly introduce the concept of corporate culture in this document.
Lean supply chain management une étude dans l'industrie chimiqueErdem Dursun
Toutefois, comparée aux industries d’assemblage, l’industrie chimique a commencé tardi-vement à adopter le Supply Chain Management ainsi que le Lean Management. L’intégration des perspectives de l'usine et de l'entreprise est primordiale à la gestion effi-cace de la supply chain. Dans ce contexte, l'industrie de la chimie bénéficierait du dévelop-pement d'outils lean, qui lui permettrait de mieux représenter les procédés dans les pro-blèmes de la supply chain. Grâce à l'application des outils lean, il est tout à fait possible d'améliorer la rentabilité des opérations de la supply chain en réduisant les gaspillages.
Outline of unique leadership development process for organizations - not training, not consulting, but how we coach/facilitate people in achieving specific measurable personal and professional goals
Webinar: Engaging Leaders and the Baldrige Framework to Advance Excellence at...KaiNexus
Presented by
Karen Kiel Rosser, MHA, CLSSGB
Vice President of Quality
Mary Greeley Medical Center
Ron Smith, MPA, CLSSGB
Process Improvement Coordinator
Mary Greeley Medical Center
Hosted by Mark Graban and KaiNexus
In this webinar, you will learn:
How MGMC combines various methodologies to improve
A high-level view of MGMC’s improvement journey
Ways in which MGMC engages leaders in Lean
Tips for increasing the sustainability of improvement work
Lessons learned through a Lean transformation
Leadership That Drives Organizational Results- Leland SandlerLeland Sandler
Executive Director Leland Sandler has created real sustainable change for Amylin Pharmaceuticals, developing strong leaders and an innovation driven business that will lead to ultimate long-term success.
Follow Leland:
WEBSITE: http://lelandsandler.com/
THE SANDLER GROUP: http://sandlergroup.net/
TWITTER: https://twitter.com/lelandsandler
FACEBOOK: http://facebook.com/thesandlergroup
Know the difference between the failure of Change Management and the success of Organization Development. Why does 70% of Change Management initiatives fail? And what's the answer to turn this around?
Blended threads: Global leadership development at Coats Kineo
How does a large global manufacturing organization up skill it's front line and middle managers on core leadership skills? By finding the right blends of approaches and partners! Check out this presentation from Learning Solutions 2014 with Kineo's Cammy Bean and Coat's Gary Droghini.
Blended threads: Global leadership development at CoatsCammy Bean
How does a large global manufacturing organization up skill it's front line and middle managers on core leadership skills? By finding the right blends of approaches and partners! Check out this presentation from Learning Solutions 2014 with Kineo's Cammy Bean and Coat's Gary Droghini.
Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
https://www.youtube.com/@jenniferschaus/videos
A process server is a authorized person for delivering legal documents, such as summons, complaints, subpoenas, and other court papers, to peoples involved in legal proceedings.
Presentation by Jared Jageler, David Adler, Noelia Duchovny, and Evan Herrnstadt, analysts in CBO’s Microeconomic Studies and Health Analysis Divisions, at the Association of Environmental and Resource Economists Summer Conference.
Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
https://www.youtube.com/@jenniferschaus/videos
This session provides a comprehensive overview of the latest updates to the Uniform Administrative Requirements, Cost Principles, and Audit Requirements for Federal Awards (commonly known as the Uniform Guidance) outlined in the 2 CFR 200.
With a focus on the 2024 revisions issued by the Office of Management and Budget (OMB), participants will gain insight into the key changes affecting federal grant recipients. The session will delve into critical regulatory updates, providing attendees with the knowledge and tools necessary to navigate and comply with the evolving landscape of federal grant management.
Learning Objectives:
- Understand the rationale behind the 2024 updates to the Uniform Guidance outlined in 2 CFR 200, and their implications for federal grant recipients.
- Identify the key changes and revisions introduced by the Office of Management and Budget (OMB) in the 2024 edition of 2 CFR 200.
- Gain proficiency in applying the updated regulations to ensure compliance with federal grant requirements and avoid potential audit findings.
- Develop strategies for effectively implementing the new guidelines within the grant management processes of their respective organizations, fostering efficiency and accountability in federal grant administration.
Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
https://www.youtube.com/@jenniferschaus/videos
ZGB - The Role of Generative AI in Government transformation.pdfSaeed Al Dhaheri
This keynote was presented during the the 7th edition of the UAE Hackathon 2024. It highlights the role of AI and Generative AI in addressing government transformation to achieve zero government bureaucracy
Understanding the Challenges of Street ChildrenSERUDS INDIA
By raising awareness, providing support, advocating for change, and offering assistance to children in need, individuals can play a crucial role in improving the lives of street children and helping them realize their full potential
Donate Us
https://serudsindia.org/how-individuals-can-support-street-children-in-india/
#donatefororphan, #donateforhomelesschildren, #childeducation, #ngochildeducation, #donateforeducation, #donationforchildeducation, #sponsorforpoorchild, #sponsororphanage #sponsororphanchild, #donation, #education, #charity, #educationforchild, #seruds, #kurnool, #joyhome
Russian anarchist and anti-war movement in the third year of full-scale warAntti Rautiainen
Anarchist group ANA Regensburg hosted my online-presentation on 16th of May 2024, in which I discussed tactics of anti-war activism in Russia, and reasons why the anti-war movement has not been able to make an impact to change the course of events yet. Cases of anarchists repressed for anti-war activities are presented, as well as strategies of support for political prisoners, and modest successes in supporting their struggles.
Thumbnail picture is by MediaZona, you may read their report on anti-war arson attacks in Russia here: https://en.zona.media/article/2022/10/13/burn-map
Links:
Autonomous Action
http://Avtonom.org
Anarchist Black Cross Moscow
http://Avtonom.org/abc
Solidarity Zone
https://t.me/solidarity_zone
Memorial
https://memopzk.org/, https://t.me/pzk_memorial
OVD-Info
https://en.ovdinfo.org/antiwar-ovd-info-guide
RosUznik
https://rosuznik.org/
Uznik Online
http://uznikonline.tilda.ws/
Russian Reader
https://therussianreader.com/
ABC Irkutsk
https://abc38.noblogs.org/
Send mail to prisoners from abroad:
http://Prisonmail.online
YouTube: https://youtu.be/c5nSOdU48O8
Spotify: https://podcasters.spotify.com/pod/show/libertarianlifecoach/episodes/Russian-anarchist-and-anti-war-movement-in-the-third-year-of-full-scale-war-e2k8ai4
Donate to charity during this holiday seasonSERUDS INDIA
For people who have money and are philanthropic, there are infinite opportunities to gift a needy person or child a Merry Christmas. Even if you are living on a shoestring budget, you will be surprised at how much you can do.
Donate Us
https://serudsindia.org/how-to-donate-to-charity-during-this-holiday-season/
#charityforchildren, #donateforchildren, #donateclothesforchildren, #donatebooksforchildren, #donatetoysforchildren, #sponsorforchildren, #sponsorclothesforchildren, #sponsorbooksforchildren, #sponsortoysforchildren, #seruds, #kurnool
2. VISION, MISSION & VALUES
2
OUR VISION OUR MISSION OUR VALUES
is to become a world leader
in psychiatry and neurology
is to improve the quality of
life of people suffering from
psychiatric and neurological
disorders
Imaginative – Dare to be different
Passionate – Never give up
Responsible – Do the right thing
3. LUNDBECK’S TRANSITION
3
FROM …
EUROPEAN
“ONE PRODUCT”
COMPANY
TO THE NEW LUNDBECK
GLOBAL GROWTH PLATFORM
• Expand in new geographic markets
A MULTIPLE PRODUCT COMPANY
• Deliver on late-stage pipeline
• Execute new product launches
• Drive growth of diversified portfolio
4. NOT FOR PROMOTIONALUSE
Lundbeck’s focus areas rank high
in terms of burden to society
Lundbeck has products within 7 of the 25 most burdensome illnesses
The world’s most burdensome illnesses
1. Cancer 14. Osteoarthritis
2. Depression and anxiety 15. Bipolar disorder
3. Ischaemic heart disease 16. Liver cimhosis
4. Cerebrovascular disease 17. Dementia
5. Chronic obstructive pulmonary disease 18. Endocrine disorders
6. Refractive errors in the eye 19. Macular degeneration
7. Hearing loss 20. Nephritis and nephrosis
8. Congential anomalies 21. Drug abuse
9. Alcohol dependence 22. Hypertensive heart disease
10. Diabetes mellitus 23. Epilepsy
11. Cataracts 24. Migraine
12. Schizophrenia 25. Rhematic heart disease
13. Asthma
*) Disability adjusted life years, Source: Lundbeck based on Global Burden of Disease 2004, WHO
7. 7
Ambition of Supply Operations & Engineering
In order to improve the overall competitiveness of Lundbeck
the ambition for Supply Operations & Engineering is to create:
The Best Supply Chain in
The Pharmaceutical Industry
8. NOT FOR PROMOTIONALUSE
2013
8 Years towards excellence…
Phase 1: Better for Less
Phase 2: Create Results – Together
Phase 3: Own the Future
Phase 4: Principle Driven Culture
Results: Be Ambitious and Take Action
2006
2008
2010
9. Phase 1: 2006
BETTER FOR LESS
Flow and Pull Value
Focus on Processes
Embrace Scientific Thinking
Assure Quality at the Source
Seek Perfection
10. 10
Value Stream Analysis (VSA) and Kaizen Events
Value Stream Analysis: Mapping of processes and activities across
departments (Current, Ideal and Future State)
Purpose: Create transparency and flow, visualize activities, identify what adds
value to your business – and what does not.
Bring attention to areas of improvements
11. 11
Value Stream Analysis (VSA) and Kaizen Events
EventEvent EventEvent
Kaizen Events: A group of employees across departments are dedicated for 3 -
5 days to solve a specific issue and/or constraints
Purpose: Secure continuous improvements by finding real solutions and
implementing them
12. 12
Example of a Kaizen Event
Reduction of setup time by 40%
70 Kaizen Events in 2007
13. 13
Establish Lean Support & Lean Academy
Project Organization established to facilitate Lean initiatives
All managers received training in Lean tools (mistake)
Lean Ambassador Program established to train employees in:
the ability to execute Lean events
systems
principles
tools
change management
14. 14
Implementation of Control Boards and Board
Meetings
Visualizing status, activities and results in all
departments
Short and frequent meetings with focus on
delegation of assignments
15. 15
Close link between training and learning by doing
Lean transformation was driven by events rather than daily
management
What characterized the “Better for Less” phase
Lean
Academy and
coaches
Lean Coaches as the driving force in implementing Lean
rather than Line organization
16. Phase 2: 2008
CREATE RESULTS – TOGETHER
Respect Every Individual
Lead with Humility
17. 17
What is good Leadership
Identification of:
Success stories involving good leadership
Good leadership characteristics
More than 100
carateristics
17 categories 24 behavioural
descriptions
18. 18
Developing Lundbeck Lean Leadership (3L)
Leadership Model
Lundbeck Lean Leadership
The Lean
Leadership
Foundation
Lean People
Leadership
Lundbeck
Lean
Acceleration
Sustaining
Lean
1 2 3 4
115 Leaders received 12 days training
during 2008 split on 4 modules
Personal
leadership
Relations
Business focus
Execution
Internal Leadership Program that
integrated traditional Leadership
development techniques with the
Lean principles
19. 19
Lundbeck Lean Leadership Style
Group Facilitator
”You have the
responsibility”
Bureaucratic Leader
”follow the rules”
Task manager
”This is what you need
to do and in this order”
Leadership Focus
ProcessesGeneral Management
Leadership
Style
Control
Employee
Involvement
The creator of a
Learning organization
”This is our goal: I will coach as
we go along”
A Lundbeck Lean Leader
should:
Have the combination of
detailed knowledge of the
processes and the ability
to develop the employees
Be coaching and asking
questions not giving
solutions
Learn others to learn
through their own
experiments and errors
20. 20
Two roles of the Lundbeck Lean Leader
Strategic
• Vision
• Values
• Goals
• Policy Deployment
• Innovation
• Breakthroughs
• Customer focus
Mentor
• Tolerance
• Learning
• Coaching
• Reflection
• Role model
• Challenge
21. 21
Increased Leadership commitment and motivation for Lean
Created a strong network among managers
Increased knowledge and best-practice sharing
What characterized the “CREATE RESULTS –
TOGETHER” Phase
Managers became the driving force in implementing Lean
22. 22
”Business Week referred to the program as the
Nobel prize of manufacturing because it
establishes a standard for world-class excellence”
The Shingo Prize
The Shingo Prize is awarded to organizations that demonstrate a
culture where principles of operational excellence are deeply
embedded into the thinking and behavior of all leaders, managers
and associates
23. 23
We decided to face reality
“The first responsibility of a leader is to
define reality.” – Max DePree
The Shingo Prize is a powerful way to
help your organization “tell the truth”
about itself (define reality) and know as
well as they can about where they really
are on their journey of continuous
improvement!
24. Phase 3: 2010
OWN THE FUTURE
Create Constancy of Purpose
Think Systemically
25. 25
Self-inspection based on the Shingo model
Process
All managers were trained in assessment using the principles in the
Shingo Model of Operational Excellence
Managers paired up and assessed areas outside own division
Each assessment concludes with feedback on principles and systems,
and concrete “Strengths” and “Opportunities”
26. 26
Supply Operations & Engineering
Division
Department
Team
Development of Policy Deployment
Clear link between target of
SOE and targets/activities at
division, department and
team level
Targets and activities are
prioritized across functions
and departments
27. 27
So how do we use Policy Deployments?
Supply Operations
& Engineering
Divisions
Departments
Teams
1. Top down break down
2. Bottom up review
28. 28
All About People 2011 – teams took ownership
of the Business System
Change
Readiness
Driving
Change
2006 2011
29. 29
Ideas and Improvement Boards
Idea Boards: All departments
implemented idea boards.
Structured work with a target
for number of implemented
ideas
Purpose: Improve idea
generation and
implementation. The
employees are responsible for
improving their everyday work
”We need a routine not just for doing the work, but
for continually improving the work”
Source: Liker & Rother
31. 31
What characterized the “OWN THE FUTURE” Phase
”Just Do It” environment
Empowered the employees to drive improvements and take
initiatives
All employees became the driving force in implementing
Lean
33. OWN THE FUTURE
OPERATING PRINCIPLES SOE SUPPORTING PRINCIPLES
BE AMBITIOUS AND
TAKE ACTION
CREATE RESULTS –
TOGETHER
BETTER FOR LESS
Create Constancy of Purpose
Think Systemically
Create Value for the Customer
Respect Every Individual
Lead with Humility
Flow and Pull Value
Focus on Processes
Embrace Scientific Thinking
Assure Quality at the Source
Seek Perfection
34. 2013: Monthly Living Principles Process
Extended Management
Group: Align the message
Explain in
Departments/Teams
Video: Leadership
explanation of the monthly
principle
Improvement of the Month
VP/DD/HoD/HoS/
TL
13.000 Ideas implemented in 2013
35. SOE STRATEGIC PRIORITIES 2014 - 2015
OUR VISION
is to become a world leader in psychiatry and
neurology
OUR MISSION
is to improve the quality of life of people suffering from
psychiatric and neurological disorders
OUR VALUES
Imaginative – Dare to be different
Passionate – Never give up
Responsible – Do the right thing
People We want a safe workplace with good working environment and a no blame culture. A
workplace where personal development and continuous improvements are high on the agenda.
Fundamentals : Implemented improvements, Lost time accidents
Reliability We secure high delivery performance in all areas of SOE. Throughout the supply
chain we deliver the expected output on time.
Fundamentals: Fill Rate, Stock Outs
Quality Patients and their safety depend on us making things right. We continuously pursue that
quality is built in to our processes in order to secure a robust supply chain
Fundamentals: Complaints, Recalls, Major observations
Cost We manufacture Lundbeck’s products at the lowest price possible without compromising our
high quality and supply standards.
Fundamentals: Cost of Sales, Stock Value
BETTER FOR LESS
Flow and Pull Value
Focus on Processes
Embrace Scientific Thinking
Assure Quality at the Source
Seek Perfection
OWN THE FUTURE
Create Constancy of Purpose
Think Systemically
CREATE RESULTS
– TOGETHER
Respect Every Individual
Lead with Humility
BE AMBITIOUS AND
TAKE ACTION
Create Value for the Customer
OPERATING PRINCIPLES
In order to become the best, we focus on more than mere results. The way
we act and behave in our daily life will determine whether we achieve our
ambitions or not. With Operating Principles and SOE Supporting Principles
we secure that we have the right behavior – and with the right behavior, we
improve our chances of achieving our ambition.
Launch New Products We face many new launches that are key to Lundbeck’s future
success. SOE plays a significant role in the planning and execution of the launches. In SOE we
prepare robust supply chains and launch with no delays.
Increase Productivity The production task will change dramatically in the coming years.
The forecast predicts an overall decline in volume primarily due to patent loss of Cipralex. On the
other hand the number of batches and process orders will increase due to the new product launches.
We prioritize initiatives that secure high productivity despite the more complex product portfolio.
Increase Contract Manufacturing The contract manufacturing business is
important for SOE to maximize the capacity utilization and thereby reduce fixed costs for our internal
production facilities. The external business can help us increase the turnover and cover our fixed
costs.
Reduce Spend The loss of exclusivity for Cipralex and Ebixa will decrease our revenue in the
coming years, and at the same time significant costs are needed to develop and market our new
products . In this period Lundbeck must carefully control the spend base, and in SOE we will prioritize
spend reduction initiatives.
SUCCESS FACTORS / FUNDAMENTALS MUST-WIN BATTLES
The Best Supply Chain in the Pharmaceutical Industry
37. 37
Value Stream Thinking
Solution Mode
TrustLack of Trust
PEOPLE
The greatest result was overcoming the wall of:
”...a very large percentage of those we had evaluated were experts at
implementing tools of Lean but had not deeply embedded them into their culture”
Robert Miller, Executive Director of the Shingo Prize, 2010
Blame Culture
Silo Thinking
39. 39
Cost - Cost of Sales as % of revenue
10%
11%
12%
13%
14%
15%
16%
17%
18%
19%
20%
Cost of sales as % of revenue
Excl. One-off items, trading goods & Inc.
40. 40
Quality – Diviations per batch
0
10
20
30
40
50
60
70
80
90
100
2005 2006 2007 2008 2009 2010 2011
Index on Non-Planned Deviations per Batch
41. 41
25%
16%
Pharmaceutical Industry
20%
21%
Lundbeck
Cost of Sales
percentage
R&D
percentage
Adding value to patients
Source: Future Pharma – Five Strategies to Accelerate
the Transformation of the Pharmaceutical Industry by
2020. KPMG 2010
Source: H. Lundbeck A/S Annual Report 2011
42. NOT FOR PROMOTIONALUSE
2013
8 Years towards excellence…
Phase 1: Better for Less
Phase 2: Create Results – Together
Phase 3: Own the Future
Phase 4: Principle Driven Culture
Results: Be Ambitious and Take Action
2006
2008
2010
44. NOT FOR PROMOTIONALUSE
FGP set to win its OEE MWB
44
Support management in building
stronger Lean systems, thinking
and behaviour
Approach is guided by shared
commitment to ambitious business
goals
45. Linking Operating Principles to the daily work
Articulate living by the Principles
Articulate principle based behaviour
To give recognition
Living Principles 2014
Recognition of Principle Based Behavior
47. Living Principles 2014 - TOOLS
Overview of the principles.
Can also be accompanied by the 10 descriptions of the
principles
Support to articulations and
discussions about the good
behaviour,
- and to recognition of it!
Support to collection of the good examples.
Can also be used to collect recognition from other teams and
employees
Support to structured recognition of the good behaviour.
Make sure relevant teams/persons recieve the recognition.
Support to the discussion about witch principles links to the
good example.
It was kind of you to help me
finalize my task even though
you had done your part..
Henrik
Anne
48. 1
What went
well since our
last meeting?
Hm…
2
What have
made you
happy?
The other day I got
help to complete my
tasks so I didn’t
have to work
overtime
Why?
What happend –
Who helped you?
Henrik helped me, he
helped me getting the
task done instead of
going home early
EXAMPLE ON RECOGNITION BASED ON LIVING PRINCIPLES
(example on how to use the Living Principles 2014)
Manager
Employee
49. 3 4
What principle(s)
relate(s) to this
behaviour?
Hm.. There are
more than one..
Which
principles
are
relevant?
At least Respect
every individual and
Think systemically
Which is the
most relevant? That must be
Respect every
individual
It was kind of you to help
me finalize my task even-
though you had done your
part..
Henrik
Anne
Please, Henrik –
This is for you!
Thanks Anne
– I had already
forgotten that
EXAMPLE ON RECOGNITION BASED ON LIVING PRINCIPLES
(example on how to use the Living Principles 2014)