Lean Six Sigma Deployment Robin Gates Asq Quality Progress Article Aug ...Robin Gates
The document provides guidance on successfully deploying Lean Six Sigma. It emphasizes the importance of:
1) Carefully planning the deployment by answering difficult questions about goals, leadership, and organizational fit before starting. In particular, identifying specific metrics and accountable stakeholders is critical.
2) Understanding internal customer requirements through tools like a "critical to" tree to ensure the deployment meets their needs.
3) Choosing an appropriate deployment model based on organizational factors and carefully mapping out the course of action.
4) Maintaining focus on high priority business goals to select relevant projects and keep the deployment meaningful over the long run. Proper planning and preparation are keys to starting the Lean Six Sigma journey on the right foot
Eating the elephant portfolio management 1 step at a time - Oracle Primave...p6academy
Portfolio management implementation requires taking small, incremental steps to avoid overwhelming users. The document recommends starting with a single process area and engaging stakeholders throughout. It also emphasizes managing expectations, establishing clear scope, and focusing on business change management to ease adoption. Continuous improvement is needed to expand functionality in a controlled manner as understanding grows.
What's Slowing You Down? Unlocking Strategic Speed in Your Learning OrganizationHuman Capital Media
In this interactive session, Tom Atkinson from Forum will provide the headlines from the new book just out from Harvard Business Press and The Forum Corp.: Strategic Speed: Mobilize People, Accelerate Execution. You'll use a diagnostic tool to pinpoint your company's specific barriers to speed of execution, and you'll work with a "speed matrix" to identify the critical few actions you should take to increase strategic speed in your learning organization. Claudine Wolfe from Morgan Stanley will share how the company unlocked speed in the organization, with a highly strategic focus and with unprecedented levels of engagement from across the firm.
Tom Atkinson, Ph.D., Director, Customer Research, The Forum Corp.
Claudine Wolfe, Managing Director, Talent Management, Morgan Stanley
The document outlines 10 common integration mistakes and provides advice to avoid them. The top mistakes include lack of pre-planning, no formal integration strategy, and failure to prioritize workstreams. Other mistakes are a senior leadership void, poor communication planning, inadequate synergy program management, lack of resources, and no defined end state or measurements. Proper planning, leadership, communication, resources, and oversight can help integrations be successful.
Seven core factors are key to counteracting the frequently encountered pitfalls to change management. These include: clarity of purpose and direction; engagement of stakeholders; allocation of necessary resources; alignment of systems and processes; leadership commitment at all levels; effective two-way communication; and tracking of goals and progress. Addressing these factors helps ensure change initiatives stay on track.
This document provides information about the Corporate Performance Management Training Forum 2010, which will take place from January 20-22, 2010 in Arlington, VA. The forum will provide up to 18 CPE credits and feature step-by-step training on building strategy maps, balanced scorecards, and performance reporting. Participants will learn skills for implementing performance management and applying strategies to improve organizational results. The agenda outlines sessions on various performance management topics each day, including strategy mapping, measure identification, reporting, and becoming a strategy-focused organization.
Lean Six Sigma Deployment Robin Gates Asq Quality Progress Article Aug ...Robin Gates
The document provides guidance on successfully deploying Lean Six Sigma. It emphasizes the importance of:
1) Carefully planning the deployment by answering difficult questions about goals, leadership, and organizational fit before starting. In particular, identifying specific metrics and accountable stakeholders is critical.
2) Understanding internal customer requirements through tools like a "critical to" tree to ensure the deployment meets their needs.
3) Choosing an appropriate deployment model based on organizational factors and carefully mapping out the course of action.
4) Maintaining focus on high priority business goals to select relevant projects and keep the deployment meaningful over the long run. Proper planning and preparation are keys to starting the Lean Six Sigma journey on the right foot
Eating the elephant portfolio management 1 step at a time - Oracle Primave...p6academy
Portfolio management implementation requires taking small, incremental steps to avoid overwhelming users. The document recommends starting with a single process area and engaging stakeholders throughout. It also emphasizes managing expectations, establishing clear scope, and focusing on business change management to ease adoption. Continuous improvement is needed to expand functionality in a controlled manner as understanding grows.
What's Slowing You Down? Unlocking Strategic Speed in Your Learning OrganizationHuman Capital Media
In this interactive session, Tom Atkinson from Forum will provide the headlines from the new book just out from Harvard Business Press and The Forum Corp.: Strategic Speed: Mobilize People, Accelerate Execution. You'll use a diagnostic tool to pinpoint your company's specific barriers to speed of execution, and you'll work with a "speed matrix" to identify the critical few actions you should take to increase strategic speed in your learning organization. Claudine Wolfe from Morgan Stanley will share how the company unlocked speed in the organization, with a highly strategic focus and with unprecedented levels of engagement from across the firm.
Tom Atkinson, Ph.D., Director, Customer Research, The Forum Corp.
Claudine Wolfe, Managing Director, Talent Management, Morgan Stanley
The document outlines 10 common integration mistakes and provides advice to avoid them. The top mistakes include lack of pre-planning, no formal integration strategy, and failure to prioritize workstreams. Other mistakes are a senior leadership void, poor communication planning, inadequate synergy program management, lack of resources, and no defined end state or measurements. Proper planning, leadership, communication, resources, and oversight can help integrations be successful.
Seven core factors are key to counteracting the frequently encountered pitfalls to change management. These include: clarity of purpose and direction; engagement of stakeholders; allocation of necessary resources; alignment of systems and processes; leadership commitment at all levels; effective two-way communication; and tracking of goals and progress. Addressing these factors helps ensure change initiatives stay on track.
This document provides information about the Corporate Performance Management Training Forum 2010, which will take place from January 20-22, 2010 in Arlington, VA. The forum will provide up to 18 CPE credits and feature step-by-step training on building strategy maps, balanced scorecards, and performance reporting. Participants will learn skills for implementing performance management and applying strategies to improve organizational results. The agenda outlines sessions on various performance management topics each day, including strategy mapping, measure identification, reporting, and becoming a strategy-focused organization.
The document discusses performance consulting, which seeks to develop holistic strategies to improve performance through changes in measurement, education, staffing, and tools. Performance consulting can be divided into organizational development, professional development, and personal coaching. It is needed due to challenges like globalization and rapid change that demand broader skills from managers, leaders, and workers. As a result, human resources staff must become performance consultants who improve individual, team, departmental, and organizational performance through expertise, tools, and skills. The role of consultants is to partner with clients to define needs, develop responses, and implement and measure actions for performance improvement.
The Gate Gourmet production facility at LAX implemented a new Performance Management system over 12 weeks. An initial diagnostic identified issues with leadership skills, performance management, and training. A team designed solutions focusing on leadership development activities, standardized performance boards to measure and display KPIs, and training everyone on using the boards and conducting performance dialogues. The new system aimed to generate quick, substantial and sustainable improvements by ensuring what gets measured gets done.
The document summarizes an upcoming conference on Six Sigma excellence. The three day conference will be held in Washington D.C. from July 13-15, 2010. It will provide tools and techniques for effectively managing, measuring, and sustaining Lean Six Sigma initiatives. Attendees will learn how to streamline processes, identify performance measures, garner company-wide support, and create an infrastructure for deployment. A pre-conference workshop on July 13th will provide white belt certification training.
The document discusses several challenges facing today's turbulent business environment, including greater uncertainty, increased competition, changing customer demands, and new technologies. It also identifies weaknesses in how many companies approach IT, such as not adequately including IT in business plans and strategies. A second section discusses barriers to effective strategy implementation, including people not understanding the strategy and a lack of alignment between strategies and budgets/incentives. The final sections provide frameworks for developing business strategies and conducting a SWOT analysis of an organization's IT capabilities.
The document summarizes questions and answers from a webinar on applying the Pereira benefits management model. Key points include:
- The Pereira model can partially be applied to public sector organizations, focusing on costs and efficiency. A social ROI model is being developed.
- Benefits estimation should prioritize legal compliance, business growth, cost reduction, then efficiency increase.
- Revenue-generating projects fall under the business growth dimension but cost reductions also directly impact results.
- Benefits have dynamic behavior over a project lifecycle so cannot be considered fully achieved/not achieved without ongoing tracking.
- Organizations should be benefits-driven, not cost-driven, though cost estimation is
How to prevent your tpm project from failingTradeInsight
This document discusses common pitfalls that can cause trade promotion management (TPM) projects to fail and provides recommendations to avoid them. Some key pitfalls include lack of sales involvement, poor change management, inadequate training, IT or data constraints, and complex processes. The document recommends engaging sales leadership, aligning goals and incentives, tailoring training, simplifying processes, and ensuring data integrity. Following these best practices can help TPM projects succeed in improving compliance, reducing costs and optimizing trade effectiveness and savings.
The document discusses adoption and change execution as a way to improve project success rates and organizational performance. It notes that over half of IT and process initiatives fail due to issues like ineffective leadership, employee resistance, and poor planning. The document introduces PeopleFirm's adoption and change execution framework, which assesses readiness for change, develops customized implementation plans, executes change management strategies, and measures adoption success. The framework aims to engage leaders, align the organization, prepare stakeholders, and connect people to changes in order to realize the full value of initiatives and make changes stick long-term.
This document provides information about a Lean Six Sigma Yellow Belt Certification training program. The two-day training will:
1) Teach participants to apply Six Sigma tools and methodologies like DMAIC (Define, Measure, Analyze, Improve, Control) to solve organizational challenges and improve projects.
2) Provide an introduction to Lean Six Sigma concepts and help participants understand how to use processes like DMAIC to improve quality, reduce costs and cycle times.
3) Equip professionals with techniques to continuously improve work through problem solving projects.
The document discusses the results of a study on the effects of a new drug on memory and cognitive function in older adults. The double-blind study involved giving either the new drug or a placebo to 100 volunteers aged 65-80 over a 6 month period. Testing showed those receiving the drug experienced statistically significant improvements in short-term memory retention and processing speed compared to the placebo group.
The document provides information about the Succession Planning Summit 2010 conference to be held June 28-30 in Arlington, VA. The conference will focus on developing effective succession plans to strengthen organizations and enhance leadership through various economic conditions. Sessions over the three days will address creating results-driven succession plans, retaining top employees, developing strong employer brands, and identifying high potential candidates. Attendees can earn up to 15 CPE credits for the conference and workshop.
The document discusses how project management offices (PMOs) evolve through three stages - project management, program management, and portfolio management - as business needs change.
At the project management stage, the PMO focuses on implementing project management processes, tools, and developing project managers. At the program management stage, the PMO coordinates related business and IT projects and ensures resources are used efficiently. At the portfolio management stage, the PMO optimizes all project and program investments to contribute to business growth.
Chief information officers play a key role in ensuring PMOs master the basics at each stage before evolving, and in matching the PMO's stage to changing business needs. PMOs must demonstrate improvements at each stage to justify further
This document discusses Lean Six Sigma and how it can be used for business process improvement. It notes that while Lean Six Sigma has been successfully used in manufacturing and other industries, many companies struggle to achieve expected benefits from their Lean Six Sigma programs. This is often due to poor implementation planning and project selection. The document introduces the SystemCPi roadmap as a proven approach to overcome these implementation issues. SystemCPi provides an integrated toolbox to plan, implement, and sustain process improvement initiatives. It helps organizations choose the right projects and tools to achieve operational excellence and competitive advantage through Lean Six Sigma.
Celerant Consulting recommends a 7-point plan for GRIDS corporations to improve operational performance:
1. Embed project teams in the field to motivate local teams.
2. Establish direct links between leadership and field operations to improve understanding of performance issues.
3. Involve local managers centrally to identify problems and solutions.
4. Take a holistic view of corporate functions to address underlying issues restricting performance.
5. Develop local solutions through pilot programs and test improvements.
6. Identify and engage best practices and key stakeholders to accelerate change.
7. Embed continuous improvement approaches through training to sustain changes over time.
Implementing a Work Out Program Using The General Electric ApproachAndre Persad
WorkOut is a structured methodology developed by General Electric for improving business efficiency and solving organizational problems. It involves engaging employees to identify unnecessary work, create solutions, and immediately implement approved recommendations within 90 days. Key elements include empowering employees closest to the work to contribute ideas and solutions. Companies that have used WorkOut, such as GE, GM, Walmart, and IBM, have experienced benefits like reduced costs, improved customer service and profitability, and increased employee retention. The six step process includes selecting a business challenge, forming a planning team, holding a WorkOut session to generate recommendations, getting immediate approval from sponsors, and overseeing 90 day implementation.
Solleva Group provides expertise in change management and helps organizations successfully implement changes. It uses a proven change management methodology combined with strategic communications, tools, and training. Solleva helps clients navigate change, sustain results long-term by integrating change management capabilities, and create infrastructure to support behavioral changes. Its approach provides flexibility to adapt to project realities.
Recurring obstacles I\'ve seen working with large organizations:
1) Naive Resource Management, 2) Teams Organized by Functional Specialization, 3) Teams Organized by Architectural Components, 4) Distraction, 5) Reluctance to Continuously Refine, Reprioritize and Rescope, 6) Rampant Technical Debt, 7) Lack of Commitment to Transformation
This document provides information about a two-day conference on developing and implementing rolling forecasts to improve business performance. The conference will teach attendees how to design effective rolling forecast processes, lead successful forecasting implementation efforts, and integrate rolling forecasts into management processes. Attendees will learn from case studies of prominent companies and gain tools for developing better forecasting techniques. The agenda covers topics such as aligning forecasts with strategic plans, incorporating key business drivers, and measuring forecast accuracy. The conference aims to help participants build accurate forecasts in today's uncertain business environment.
This two-day Lean Six Sigma Yellow Belt Certification course provides an overview of Six Sigma concepts and the DMAIC process. Attendees will learn techniques to continuously improve processes and apply these skills to solve business challenges. The goal is for professionals to support improvement opportunities, document best practices, and work to ensure gains from successful projects are sustained.
Closing the Gap Between Project Management and Governance
In today’s increasingly competitive marketplace, budgets are tight and resources are limited. Consequently, making decisions about which projects to pursue is vital in supporting an organization’s growth, vision, and value. For this dilemma, there is a powerful cost containment and risk mitigation strategy—a combination of IT governance and portfolio management. This approach is highly relevant for budget issues state agencies and departments currently face. With the proliferation of technology at greater and greater speed, the options that could bring potential benefit are seemingly endless. Gone are the days when a great technological idea was an end in itself. Technology has truly become an enabler across all sizes and types of organizations. The challenge now is to understand which business goals can be enabled by a technology and choose the best projects to accomplish those goals. The best way to ensure and demonstrate value to the organization is to know how these projects are supporting the organization financially and operationally. Implementing sound project management practices along with a governance framework can enable this kind of visibility and control.
The 2010 HR Summit will be held June 28-30 in Arlington, VA. The summit will focus on succession planning and workforce management strategies to help organizations sustain knowledge and performance during turbulent economic times. Sessions over the three days will provide best practices for developing results-oriented HR departments, engaging employees, and attracting and retaining top talent. Attendees will learn how to create robust succession plans aligned with business goals and strengthen their employer brand. The summit offers 12 CPE credits and a post-conference workshop on building effective succession management processes.
This is a presentation that I gave at the 2011 Middle School Conference at the Gold Coast. I was presenting about how to create sustainable change within a school. It using the diffusion of innovations as a framework and focuses on getting the teachers involved in the process of deciding on the relevance of the innovation and implementing the innovation.
This document outlines a model for a sustainable agile transformation within an organization. It begins with an overview of agile basics and scaling agile approaches. It then discusses why agile transformations are difficult, focusing on achieving safety from different stakeholder perspectives. The model proposes defining an operational framework structured around teams, products, and services. It recommends introducing change incrementally, starting with independent pilot teams, and measuring improvement through coaching and assessment. The transformation aims to tie back to business drivers like predictability, quality, and early return on investment.
The document discusses performance consulting, which seeks to develop holistic strategies to improve performance through changes in measurement, education, staffing, and tools. Performance consulting can be divided into organizational development, professional development, and personal coaching. It is needed due to challenges like globalization and rapid change that demand broader skills from managers, leaders, and workers. As a result, human resources staff must become performance consultants who improve individual, team, departmental, and organizational performance through expertise, tools, and skills. The role of consultants is to partner with clients to define needs, develop responses, and implement and measure actions for performance improvement.
The Gate Gourmet production facility at LAX implemented a new Performance Management system over 12 weeks. An initial diagnostic identified issues with leadership skills, performance management, and training. A team designed solutions focusing on leadership development activities, standardized performance boards to measure and display KPIs, and training everyone on using the boards and conducting performance dialogues. The new system aimed to generate quick, substantial and sustainable improvements by ensuring what gets measured gets done.
The document summarizes an upcoming conference on Six Sigma excellence. The three day conference will be held in Washington D.C. from July 13-15, 2010. It will provide tools and techniques for effectively managing, measuring, and sustaining Lean Six Sigma initiatives. Attendees will learn how to streamline processes, identify performance measures, garner company-wide support, and create an infrastructure for deployment. A pre-conference workshop on July 13th will provide white belt certification training.
The document discusses several challenges facing today's turbulent business environment, including greater uncertainty, increased competition, changing customer demands, and new technologies. It also identifies weaknesses in how many companies approach IT, such as not adequately including IT in business plans and strategies. A second section discusses barriers to effective strategy implementation, including people not understanding the strategy and a lack of alignment between strategies and budgets/incentives. The final sections provide frameworks for developing business strategies and conducting a SWOT analysis of an organization's IT capabilities.
The document summarizes questions and answers from a webinar on applying the Pereira benefits management model. Key points include:
- The Pereira model can partially be applied to public sector organizations, focusing on costs and efficiency. A social ROI model is being developed.
- Benefits estimation should prioritize legal compliance, business growth, cost reduction, then efficiency increase.
- Revenue-generating projects fall under the business growth dimension but cost reductions also directly impact results.
- Benefits have dynamic behavior over a project lifecycle so cannot be considered fully achieved/not achieved without ongoing tracking.
- Organizations should be benefits-driven, not cost-driven, though cost estimation is
How to prevent your tpm project from failingTradeInsight
This document discusses common pitfalls that can cause trade promotion management (TPM) projects to fail and provides recommendations to avoid them. Some key pitfalls include lack of sales involvement, poor change management, inadequate training, IT or data constraints, and complex processes. The document recommends engaging sales leadership, aligning goals and incentives, tailoring training, simplifying processes, and ensuring data integrity. Following these best practices can help TPM projects succeed in improving compliance, reducing costs and optimizing trade effectiveness and savings.
The document discusses adoption and change execution as a way to improve project success rates and organizational performance. It notes that over half of IT and process initiatives fail due to issues like ineffective leadership, employee resistance, and poor planning. The document introduces PeopleFirm's adoption and change execution framework, which assesses readiness for change, develops customized implementation plans, executes change management strategies, and measures adoption success. The framework aims to engage leaders, align the organization, prepare stakeholders, and connect people to changes in order to realize the full value of initiatives and make changes stick long-term.
This document provides information about a Lean Six Sigma Yellow Belt Certification training program. The two-day training will:
1) Teach participants to apply Six Sigma tools and methodologies like DMAIC (Define, Measure, Analyze, Improve, Control) to solve organizational challenges and improve projects.
2) Provide an introduction to Lean Six Sigma concepts and help participants understand how to use processes like DMAIC to improve quality, reduce costs and cycle times.
3) Equip professionals with techniques to continuously improve work through problem solving projects.
The document discusses the results of a study on the effects of a new drug on memory and cognitive function in older adults. The double-blind study involved giving either the new drug or a placebo to 100 volunteers aged 65-80 over a 6 month period. Testing showed those receiving the drug experienced statistically significant improvements in short-term memory retention and processing speed compared to the placebo group.
The document provides information about the Succession Planning Summit 2010 conference to be held June 28-30 in Arlington, VA. The conference will focus on developing effective succession plans to strengthen organizations and enhance leadership through various economic conditions. Sessions over the three days will address creating results-driven succession plans, retaining top employees, developing strong employer brands, and identifying high potential candidates. Attendees can earn up to 15 CPE credits for the conference and workshop.
The document discusses how project management offices (PMOs) evolve through three stages - project management, program management, and portfolio management - as business needs change.
At the project management stage, the PMO focuses on implementing project management processes, tools, and developing project managers. At the program management stage, the PMO coordinates related business and IT projects and ensures resources are used efficiently. At the portfolio management stage, the PMO optimizes all project and program investments to contribute to business growth.
Chief information officers play a key role in ensuring PMOs master the basics at each stage before evolving, and in matching the PMO's stage to changing business needs. PMOs must demonstrate improvements at each stage to justify further
This document discusses Lean Six Sigma and how it can be used for business process improvement. It notes that while Lean Six Sigma has been successfully used in manufacturing and other industries, many companies struggle to achieve expected benefits from their Lean Six Sigma programs. This is often due to poor implementation planning and project selection. The document introduces the SystemCPi roadmap as a proven approach to overcome these implementation issues. SystemCPi provides an integrated toolbox to plan, implement, and sustain process improvement initiatives. It helps organizations choose the right projects and tools to achieve operational excellence and competitive advantage through Lean Six Sigma.
Celerant Consulting recommends a 7-point plan for GRIDS corporations to improve operational performance:
1. Embed project teams in the field to motivate local teams.
2. Establish direct links between leadership and field operations to improve understanding of performance issues.
3. Involve local managers centrally to identify problems and solutions.
4. Take a holistic view of corporate functions to address underlying issues restricting performance.
5. Develop local solutions through pilot programs and test improvements.
6. Identify and engage best practices and key stakeholders to accelerate change.
7. Embed continuous improvement approaches through training to sustain changes over time.
Implementing a Work Out Program Using The General Electric ApproachAndre Persad
WorkOut is a structured methodology developed by General Electric for improving business efficiency and solving organizational problems. It involves engaging employees to identify unnecessary work, create solutions, and immediately implement approved recommendations within 90 days. Key elements include empowering employees closest to the work to contribute ideas and solutions. Companies that have used WorkOut, such as GE, GM, Walmart, and IBM, have experienced benefits like reduced costs, improved customer service and profitability, and increased employee retention. The six step process includes selecting a business challenge, forming a planning team, holding a WorkOut session to generate recommendations, getting immediate approval from sponsors, and overseeing 90 day implementation.
Solleva Group provides expertise in change management and helps organizations successfully implement changes. It uses a proven change management methodology combined with strategic communications, tools, and training. Solleva helps clients navigate change, sustain results long-term by integrating change management capabilities, and create infrastructure to support behavioral changes. Its approach provides flexibility to adapt to project realities.
Recurring obstacles I\'ve seen working with large organizations:
1) Naive Resource Management, 2) Teams Organized by Functional Specialization, 3) Teams Organized by Architectural Components, 4) Distraction, 5) Reluctance to Continuously Refine, Reprioritize and Rescope, 6) Rampant Technical Debt, 7) Lack of Commitment to Transformation
This document provides information about a two-day conference on developing and implementing rolling forecasts to improve business performance. The conference will teach attendees how to design effective rolling forecast processes, lead successful forecasting implementation efforts, and integrate rolling forecasts into management processes. Attendees will learn from case studies of prominent companies and gain tools for developing better forecasting techniques. The agenda covers topics such as aligning forecasts with strategic plans, incorporating key business drivers, and measuring forecast accuracy. The conference aims to help participants build accurate forecasts in today's uncertain business environment.
This two-day Lean Six Sigma Yellow Belt Certification course provides an overview of Six Sigma concepts and the DMAIC process. Attendees will learn techniques to continuously improve processes and apply these skills to solve business challenges. The goal is for professionals to support improvement opportunities, document best practices, and work to ensure gains from successful projects are sustained.
Closing the Gap Between Project Management and Governance
In today’s increasingly competitive marketplace, budgets are tight and resources are limited. Consequently, making decisions about which projects to pursue is vital in supporting an organization’s growth, vision, and value. For this dilemma, there is a powerful cost containment and risk mitigation strategy—a combination of IT governance and portfolio management. This approach is highly relevant for budget issues state agencies and departments currently face. With the proliferation of technology at greater and greater speed, the options that could bring potential benefit are seemingly endless. Gone are the days when a great technological idea was an end in itself. Technology has truly become an enabler across all sizes and types of organizations. The challenge now is to understand which business goals can be enabled by a technology and choose the best projects to accomplish those goals. The best way to ensure and demonstrate value to the organization is to know how these projects are supporting the organization financially and operationally. Implementing sound project management practices along with a governance framework can enable this kind of visibility and control.
The 2010 HR Summit will be held June 28-30 in Arlington, VA. The summit will focus on succession planning and workforce management strategies to help organizations sustain knowledge and performance during turbulent economic times. Sessions over the three days will provide best practices for developing results-oriented HR departments, engaging employees, and attracting and retaining top talent. Attendees will learn how to create robust succession plans aligned with business goals and strengthen their employer brand. The summit offers 12 CPE credits and a post-conference workshop on building effective succession management processes.
This is a presentation that I gave at the 2011 Middle School Conference at the Gold Coast. I was presenting about how to create sustainable change within a school. It using the diffusion of innovations as a framework and focuses on getting the teachers involved in the process of deciding on the relevance of the innovation and implementing the innovation.
This document outlines a model for a sustainable agile transformation within an organization. It begins with an overview of agile basics and scaling agile approaches. It then discusses why agile transformations are difficult, focusing on achieving safety from different stakeholder perspectives. The model proposes defining an operational framework structured around teams, products, and services. It recommends introducing change incrementally, starting with independent pilot teams, and measuring improvement through coaching and assessment. The transformation aims to tie back to business drivers like predictability, quality, and early return on investment.
This presentation captures some of my current thoughts on how to promote sustainable change within an organization. This is extremely relevant for any organization undergoing an Agile or Lean transformation as the rate of change expected is generally high. If we realize that we may need to throttle the rate of change to ensure it is sustainable and also how we can create capacity to take on more change, then we're one step ahead of helping an organization undergo its transformation.
Please note: this material is going into a book I am preparing and is under a different license than others I have prepared.
2013 opex ivan broodryk_measuring kpi rightIvan Broodryk
OPEXCON 2013, Measuring Right: Case Study: KPI's & Performance metrics to sustain change. Operational Excellence. KPIs and Performance metrics to sustain change. Choosing the right KPIs and Metrics for your transformation. Tracking your performance and adjusting accordingly to sustain change.
This document provides an overview of a workshop on intentional leadership and interpersonal effectiveness. The workshop contains two parts, with Part One focusing on personal and intentional leadership using the Intentional Leadership Model. This model examines a person's vision, values, self-awareness, and balance. It emphasizes that leadership skills are developed intentionally through self-reflection, feedback, and understanding how leadership demands change over time. Part Two will describe models for effective interpersonal communication and understanding assumptions. The full workshop is designed to help participants reflect on their own leadership abilities and communication styles.
8 essential ingredients of sustainable changeClaude Emond
This table presents 8 of the ingredients that have to be in place to ensure your organisational change projects work out and that the implemented changes are sustainable. it also shows what can happen when on ingredient is missing (black cell=missing ingredient and the last column lists the effects associated with those missing elements)
Leading Change for Sustainability: Oct 2013 Sasin SEC
The document summarizes a presentation by Robert Steele on leading change for sustainability. It discusses how the world system is changing rapidly and humanity has exceeded several planetary boundaries. It defines sustainability and sustainable development. It presents tools for assessing current realities, developing strategies, and embedding change, including the sustainability compass and amoeba model. It outlines a seven-step process for sustainability transformation and emphasizes credibility, collaboration, meeting stakeholders where they are, and influencing influencers. The overall message is about the urgent need for systemic change towards sustainability and approaches for driving that transformation.
This document provides resources for developing a global and Asian perspective in teaching. It includes links to curriculum materials on teaching about China and discusses strategies for including an Asian perspective in the teaching of Human Society and Its Environment (HSIE) subjects. The links also reference videos about the slow uptake of Asian languages in Australia and discussing whose responsibility developing Asia literacy is.
Here you will find an introduction to the course which I have already used in class. Please take note of the topics and start considering the one(s) that you will be working on.
The document discusses patterns of change and the process of change management. It describes two paradigms of change - the gradualist paradigm of incremental change and the punctuated equilibrium paradigm of long periods of stability punctuated by revolutionary change. It also discusses anticipating and reacting to change, different types of organizational change, implications for change efforts, and impact on organizational members. Key steps in the change management process include assessing the current state, envisioning the preferred future state, and planning strategies to transition from current to preferred state.
Ed Batista, Interpersonal Dynamics (aka Touchy Feely) @StanfordBiz, Class 10:...Ed Batista
This is a condensed slide deck from the tenth (and final) class in my section of Interpersonal Dynamics (aka Touchy Feely) at the Stanford Graduate School of Business in Winter Quarter 2017.
Introduction and concepts of change, nature, forces and types of changeDr. Ajith Sundaram
The document discusses organizational change and the management of change. It defines organizational change as the process by which organizations modify their structures, strategies, operations, technologies or cultures. Organizational change can be continuous or occur over distinct periods of time. The goal is to find improved ways of using resources and capabilities to increase an organization's ability to create value. There are many types and approaches to managing organizational change effectively.
Change agents are responsible for managing planned change activities in organizations. Change agents can be internal, such as managers appointed to oversee change, or external, such as outside consultants. Change agents can help analyze problems, train employees in new skills, and research the effectiveness of changes. The success of any change effort depends on the relationship between the change agent and organizational decision makers.
Obtaining a green audit for your organization is a great step in a sustainable direction. But often a company finds that moving beyond this point is difficult. Identifying a specific route to take can be challenging with so many options of change available. But have no fear...this Slideshare will allow you to review your audit, and use it to propel you forward. It prepares you for both the pros and cons of change so that you can easily overcome obstacles when they arise.
The steps that Sustainability Change Management lays out are geared for both formal and informal leaders, who are ready to involve their employee base beyond just their green team. While getting a team rallied behind sustainable initiatives is not a simple task, it is a feasible one when leaders are aware of how to educate their peers, communicate plans, and positively address resistance to their efforts.
Another often neglected but important step in managing change is rewarding good behavior. This Slideshare brings this element to the forefront and examines how to successfully reward employees. Even simple recognition can give your employees a major boost.
Embrace the change for a greener business market and hear all that Sustainability Change Management has to say!
Interpersonal and group process interventionsgaurav jain
The document discusses four main interpersonal and group process interventions: T-groups, process consultation, third-party intervention, and team building. T-groups are designed to provide experiential learning about group dynamics, leadership, and interpersonal relations. Process consultation helps groups assess and improve processes like communication and decision-making to help themselves. Third-party intervention addresses conflicts between two or more people. Team building examines elements of work groups like goals, structure, and relationships to improve effectiveness.
The document discusses group dynamics and key concepts related to groups such as types of groups, reasons for joining groups, group structure, stages of group formation, and principles of group dynamics. It provides definitions for group dynamics and explains that groups are concerned with interactions and forces among members. It also summarizes various aspects of group structure including norms, roles, status, and cohesiveness.
This document discusses the role of change agents and leadership. It describes change agents as people who act as catalysts to manage change. It lists the skills required for change agents, such as being able to sense the business environment and maximize information flow. It then discusses the concepts of Level 5 Leadership from the book "Good to Great", where Level 5 leaders channel their ego away from themselves and into building a great company. The rest of the document outlines the key concepts from "Good to Great" that led to breakthrough results, including getting the right people first, confronting brutal facts, having a hedgehog concept, creating a culture of discipline, using technology accelerators, and pushing the flywheel of success through consistent efforts over time.
The document discusses the history and development of transformational leadership theory. It was first mentioned in a 1973 sociological study and later expanded upon by several authors in the following decades. Transformational leadership is defined as a process that engages others to create connections that increase motivation and morality in both leaders and followers. It involves developing a vision, empowering followers, and acting as a role model for change. The theory emphasizes the needs of followers and inspiring them to achieve higher-level goals.
The document discusses three main leadership styles: autocratic, where the leader makes all decisions with little group input; democratic, where the leader involves the group in decision-making and values their opinions; and laissez-faire, where the leader provides little guidance and allows the group to make decisions independently. It also analyzes when each style is most effective in different contexts like teaching, parenting, and managing based on the level of guidance and involvement needed from the leader.
This document provides an overview of organizational change. It discusses the concept of organizational change, forces for change, levels of change, types of change, steps in managing change, and resistance to change. It also outlines methods for successfully implementing change and making changes permanent, such as using group forces, leadership, shared rewards, and showing concern for employees. The overall document serves to introduce the topic of organizational change.
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2. The balanced scorecard is presented as a tool that can help organizations overcome strategy execution challenges by linking strategy to budgets, making strategy a continual process, and creating "strategy-focused organizations."
3. Organizations that have implemented the balanced scorecard approach have achieved breakthrough results such as significant increases in profitability, market capitalization, stock price, customer satisfaction, and cost reduction.
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Weathering a Recession Driven Economy - Project Portfolio Management and Busi...Saji Madapat
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Slide Deck for The Balanced Scorecard - Implementing Strategy Webinar conducted by BMGI India Consultants in Feb 2010.
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1) TOMAS.BSC is a software tool that allows companies to implement a balanced scorecard for strategic and operational management.
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3) Dashboards in the software allow users to monitor progress towards goals and receive alerts about underperforming business units, products, or markets.
This document summarizes a tool called TOMAS.BSC that provides strategic and operational management through a balanced scorecard approach. It allows users to define visions, perspectives, strategies and key performance indicators to measure strategic goals. The tool provides dashboards, detailed analysis, and automated reporting to monitor performance and ensure continuous improvement.
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View this excerpt of a live webinar by Jay Hoskins, PowerSteering Business PPM Consultant, and David Boghossian, Founder of PowerSteering Software, as they walk through how to achieve sustained change, ensure executive support and avoid internal politics that can impede success.
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The Balanced Scorecard overcomes barriers to strategic execution by translating strategy into measurable
objectives. It includes financial measures, customer perspectives, internal business processes, and learning
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This document provides an introduction and overview of the Balanced Scorecard approach presented by Ravi Parthasarathy. It includes:
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Trepend Simplifying Business is an Business Management Consulting firm assists Business Owners/Entrepreneurs in their business excellence by providing Business consulting, HR consulting, Start- up business consulting.
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2. From Strategy Formulation to
Execution
An Integrated Strategy Management Approach
PRESENTED TO: PRESENTED BY:
Naveen Narayanan
JMD | SSA Business Solutions
21st Feb 2012, Cape Town
Tuesday, February 21, 12
4. SOME INTERESTING FACTS
- 90% of well-formulated strategies fail due to
poor execution
- 85% percent of management teams spend less
than one-hour a month on strategy issues
- 92% of organizations do not report on lead
performance indicators
- 60% of typical organizations do not link their
strategic priorities to their budget
- 70% of middle managers and more than 90% of
front-line employees have compensation that is
not linked to the strategy
- Most devastating, 95% of employees do not
understand their organization's strategy
Source: "The Shocking Stats On Why Strategy Execution Fails." Total Performance Excellence | Performance
Excellence. Web. 19 Feb. 2012. <http://www.sixdisciplines.com/_blog/The_Six_Disciplines_Blog/post/
Why_Strategy_Execution_Fails/>.
Tuesday, February 21, 12
5. Putting it in Context:
Present State of CI/
Excellence Initiatives
Tuesday, February 21, 12
6. NEED OF THE HOUR
PROCESS EXCELLENCE PEOPLE ENROLLMENT
CONTINUAL IMPROVEMENT | FACT
EVERYONE COMMITTED &
BASED MANAGEMENT
INVOLVED | PROACTIVE PROBLEM
SOLVING
NEED OF THE HOUR
OPERATIONAL EFFICIENCY
WASTE ELIMINATION REDUCE COST | IMPROVE EFFICIENCY
REDUCE PROFIT LEAKAGE |
ENHANCE EFFICIENCY
Tuesday, February 21, 12
7. TYPICAL CI INITIATIVES
7 QC Tools Quality Circles Six Sigma
5‘S’ Daily Work Management TPM
ALIGNED WITH STRATEGY? | ARE THEY SUSTAINABLE?
Tuesday, February 21, 12
8. TYPICAL DEPLOYMENT MODEL
PILOT SCALE UP SUSTAIN
PILOT WAVE SCALE-UP INTERNALIZE
(6 MONTHS) (1 YEAR) (3 YEARS)
- CREATE BUZZ - COMPANY-WIDE ROLLOUT - INTERNALIZE KNOWLEDGE
- PROJECT REPOSITORY - SUPPORT FUNCTIONS - INTERNAL MBBs
- LEADERSHIP BUY-IN - FINANCIAL FOCUS - ALIGN WITH BUSINESS
PLANNING
Tuesday, February 21, 12
10. UNSUSTAINABLE SUCCESS
Peak
Launch Decline
Success story / scale up
Internal Resistance
Tuesday, February 21, 12
11. AND WHY THEY FAIL?
Web
Hype Not Linked with Vague ₹ Gains Limited Tool Obsession
Strategy Leadership
‣ Not piloting first ‣ Project gains not Support ‣ Obsession to apply
‣ Big-Bang rollout
‣ Project not linked ratified by CFO every possible
with strategy ‣ Champions not tool/software etc.
‣ Black belts involved at early
‣ Charters not claiming
‣ Tools ahead of
ratified by stages business result
unrealistic
champions savings/
‣ Leaders not
improvements Trained/certified
‣ Lack of Employee
Engagement &
support
Tuesday, February 21, 12
13. THE EXECUTION CHALLENGE
SENIOR LEADERSHIP TEAM
STRATEGY/GOALS | BUSINESS
PERFORMANCE METRICS
BUSINESS EXCELLENCE TEAM
LINE STAFF
CONTINUOUS IMPROVEMENT |
DAILY FIREFIGHTING | WASTE ELIMINATION
CUSTOMER MANAGEMENT
Tuesday, February 21, 12
14. THE EXECUTION CHALLENGE
SENIOR LEADERSHIP TEAM
STRATEGY/GOALS | BUSINESS
PERFORMANCE METRICS
BUSINESS EXCELLENCE TEAM
LINE STAFF
EXECUTION?
CONTINUOUS IMPROVEMENT |
DAILY FIREFIGHTING | WASTE ELIMINATION
CUSTOMER MANAGEMENT
Tuesday, February 21, 12
15. SUSTAINING THE CI INITIATIVE
‣ Improvement initiatives
(Six Sigma, Lean, etc.)
not aligned with corporate
objectives and goals
‣ Bottom-up instead of top-
down initiatives
‣ Project pipeline dries up
over time
‣ Unable to sustain benefits
over time
Tuesday, February 21, 12
17. INTEGRATED STRATEGY MANAGEMENT
‣ ISM: INTEGRATED STRATEGY
MANAGEMENT SYSTEM
✓ Visioning & Strategizing
✓ Program Management
✓ Project Management
✓ Process Management
✓ Performance Management
“ISM® aligns people and the processes with the corporate objectives and goals”
- NC
Tuesday, February 21, 12
18. 1. VISIONING & STRATEGIZING
‣ Objective: Institutionalize the
annual planning & improvement
projects as an integrated
management system
‣ Deliverables:
✓ Strategy workshop
✓ Strategy Management Structure
✓ Project Repository
✓ KPI Monitoring System
Tuesday, February 21, 12
19. 2. PROGRAM MANAGEMENT
‣ Objective: Create framework for
translating boardroom strategies
into implemented solutions
‣ Deliverables:
✓ Team Formation
✓ Project Linkages w/ Strategy
✓ Governance Structure
✓ Belt training (YB, GB, BB, MBB)
✓ Automated Project Management
Tuesday, February 21, 12
20. 3. PROJECT MANAGEMENT
‣ Objective: to ensure industry best
practices are adhered to during
project execution and roadblocks
if any are removed in a timely
manner
‣ Deliverables:
✓ Handholding of teams for execution
✓ Project/account management
✓ Enterprise-wide knowledge
repository creation
Tuesday, February 21, 12
21. 4. PROCESS MANAGEMENT
‣ Objective: to create and
standardize robust business
processes, which have the ability
to meet the customer commitments
consistently
‣ Deliverables:
✓ Enterprise-wide process repository
✓ Adoption of international standards
9001/27001 etc.
✓ Process Audits & Improvement
✓ Process KPI monitoring &
improvement
Tuesday, February 21, 12
22. 5. PERFORMANCE MANAGEMENT
‣ Objective: to identify and monitor
organizational KPIs and drill them
down into department and
employee level KPI
‣ Deliverables:
✓ KPI identification from strategic
objective
✓ Drill-down KPIs to grass root level
✓ Data capture system to track KPIs
✓ Automation of performance
monitoring
Tuesday, February 21, 12
23. ISM STRUCTURE
Strategy
Committee
Focus Group Focus Group KPI Secretary to
Focus Group Focus Group
Internalization & Development & Strategy
Project Mgmt Process Mgmt
Communication KRA / KRG Committee
Master Black Second Layer
Belts Group (SLG)
HRM
Co-opted
PEx
Communication
SLG
Consultants
(SSA)
!
Tuesday, February 21, 12
24. 30,000 FT. VIEW
ANNUAL GOAL
SETTING DEPARTMENT STRATEGY
- OWNED BY ‘PERFORMANCE BUSINESS VERTICAL PLAN
FOCUS GROUP’ LEADER STRATEGY PLAN (BVSP)
- OVERALL BUSINESS - OWNED BY DEPARTMENT
PERFORMANCE ANALYSIS - OWNED BY ‘BVSP’ LEADER HEADS
- GOAL SETTING, STRATEGIC - DRILL-DOWN CORPORATE GOALS TO - DRILL-DOWN BVSP TO
BUSINESS VERTICAL LEVEL GOALS DEPARTMENT LEVEL GOALS
THEMES & OBJECTIVES
- DRILL-DOWN TO BUSINESS - STRATEGIC THEMES OBJECTIVES & - STRATEGIC THEMES,
INITIATIVES OBJECTIVES & INITIATIVES
VERTICAL &
DEPARTMENTAL STRATEGY - INTEGRATION OF DSP W/ BVSP
PLANS
Tuesday, February 21, 12
25. 30,000 FT. VIEW
EXTERNAL INTERNAL CUSTOMER POLICY DEPLOYMENT
CUSTOMER SURVEY
EXTERNAL SURVEY
INTERNAL CUSTOMER - KRA LINKAGE WITH STRATEGIC
POLICY DEPLOYMENT
-CUSTOMERSURVEY
ANNUAL CSAT SURVEY - ANNUAL INTER-DEPARTMENTAL
SURVEY - INITIATIVES WITH STRATEGIC
KRA LINKAGE
- ANNUAL CSAT SURVEY
- DRILL-DOWN CUSTOMER - SURVEY INTER-DEPARTMENTAL
ANNUAL - INITIATIVES
PERFORMANCE OF PROJECTS
- DRILL-DOWN CUSTOMER
VOICE INTO IMPROVEMENT - SURVEY
IMPROVEMENT PROJECTS
- PERFORMANCE OF PROJECTS
REVIEWED BY PROJECT FOCUS
VOICE INTO IMPROVEMENT - IMPROVEMENT PROJECTS REVIEWED BY PROJECT FOCUS
GROUP
INITIATIVES IDENTIFIED BASED ON SURVEY
INITIATIVES IDENTIFIED BASED ON SURVEY GROUP
Tuesday, February 21, 12
26. GOVERNANCE
PROJECT MANAGEMENT PROCESS MANAGEMENT PERFORMANCE REVIEW
- ROBUST PROJECT - ORGANIZATION WIDE - OVERALL PERFORMANCE
PIPELINE BASED ON CSAT, PROCESS REPOSITORY EVALUATED ANNUALLY
DEPARTMENT PROBLEMS, - IMPLEMENTATION OF KPI
BUSINESS VERTICAL
- STRATEGY PLANNING
- PROCESS AUDITS HELD AT BEGINNING OF
GOALS YEAR
- CHAMPION LEVEL - REPORT PERFORMANCE
OWNERSHIP TO STRATEGY COMMITTEE - ONLINE KPI TRACKING &
MONITORING
- LINKAGE TO KRA
- ROBUST MONITORING
MECHANISMS
Tuesday, February 21, 12
28. TOP DOWN PROJECT SELECTION
MISSION: “A Great Place to Work”
VISION:
“Role Model for Environmental, Health, & Safety Performance”
“Consistently Most Profitable, and Reliable Refinery”
“Market Responsive”
STRATEGIC THEMES:
1) Environment & Safety Performance
2) Market Responsive/ Customer Focus
3) Resource Optimization
4) Great Place to Work
STRATEGIC INITIATIVES:
1) Six Sigma Projects
2) Other Strategic Projects
3) People & Process Alignment
Tuesday, February 21, 12
29. PROJECT SELECTION: AN EXAMPLE
MISSION:
“A GREAT PLACE TO WORK”
REFINERY VISION:
ROLE MODEL FOR EHS | CONSISTENTLY MOST PROFITABLE AND RELIABLE REFINERY | MARKET RESPONSIVE
ENVIRONMENT & MARKET
RESOURCE GREAT PLACE TO
SAFETY RESPONSIVE/
OPTIMIZATION WORK
PERFORMANCE CUSTOMER FOCUS
✓ Improve Reliability of ✓ Bitumen Lorry TAT < ✓ Maintain FO line ✓ Reduce Wastage in
Fire Extinguishers 2hr. sample viscosity Canteen
✓ Bring Down Number of ✓ Product Availability for
between 150-180 ✓ Minimize complaints in
Fires MMPL ✓ Increase Power estate
✓ Biturox Production (All
Reliability ✓ Increase number of
3 Grades Availability) ✓ Minimize variation in suggestions
✓ Minimize fill weight
LPG Filling ✓ Minimize electricity
variation of LPG ✓ Sustain Yield as per consumption in estate
✓ Minimize losses during
VDU Column ✓ Optimize overtime in
ATF production ✓ Reducing Tankage TAT canteen
✓ Minimizing Crude Loss
Tuesday, February 21, 12
30. PROJECT HOPPER
3
‣ Align LSS with annual
strategy planning/Balanced
2 4 1 Scorecard
Projects based on data and
5
‣
Business Intelligence
‣ Monthly steering committee
meetings to review progress/
identify projects
‣ Customer voice as a source of
projects
‣ Linkages with KRA
Tuesday, February 21, 12
31. IN SUMMARY
Performance Management: Strategy Planning: Strategy
Customer Touchpoint Analysis, KPI workshop, Strategy Management
drill-down, Dashboard Creation, Structure, Project Repository, KPI
KRA/KRG Linkages, KPI Monitoring Monitoring Structure
Program Management: Team
Selection, Governance Structure,
Project Linkage w/ Strategic
Objectives, Continuous Improvement
Process Management: Process Structure
Mapping, Process Repository,
Process Monitoring Metrics,
Change Management System Project Management: Clearly
Defined Goals, Project Monitoring/
Tracking, Process Documentation
Tuesday, February 21, 12
35. PURPOSE & VISION
Purpose:
To enhance Stakeholder’s Value through partnering for growth; our
journey will continue as long as there is a passion for perfection.
Vision:
To become the No.1 Business excellence solutions provider in India
by 2015 with 20% revenue from overseas consulting.
Tuesday, February 21, 12
36. HISTORY
1999 2001 2006 2011
Six Sigma Alchemy®(P) Ltd.
Business Excellence Enablers
SSA IS BORN MANAGEMENT SYSTEMS PROCESS EXCELLENCE STRATEGIC ALIGNMENT
- BORN WITH A - ISO 9001, QS 9000, ISO - ENTERPRISE-WIDE - INTEGRATED STRATEGY
MISSIONARY ZEAL 14000, ISO 27001 PROCESS MODELING & PERFORMANCE
- PROCESS REPOSITORY MANAGEMENT SYSTEM
- VISION: ‘MAKE MADE IN - HRMS
INDIA SYNONYMOUS TO CREATION
- BPMS
QUALITY’ - KPI DASHBOARDS
- SIX SIGMA
- LEAN DEPLOYMENT
- GLOBAL ALLIANCES
- GLOBAL DEPLOYMENTS
Tuesday, February 21, 12
37. ACCREDITATIONS
RATED SE-2A BY CRISIL | HIGH PERFORMANCE
CAPABILITY HIGH FINANCIAL STRENGTH
ISO 9001 CERTIFIED
ANSI IACET 1-2007 ISO 27001 ISMS CERTIFIED
AUTHORIZED PROVIDER
Tuesday, February 21, 12
40. BASKET OF OFFERING
Lean Six Sigma
IT & ITES Support Lean Management
Performance Management BPMS Solutions
Design for Six Sigma (DFSS) TPM
Project Management ISO/ISMS/EMS/OHSAS
Daily Work Management Process Simulation
Tuesday, February 21, 12