This document discusses achieving delivery excellence in projects. It defines delivery excellence as going beyond just quality to be "extremely good". It identifies critical success factors for delivery excellence like customer satisfaction, employee satisfaction, and business growth. It also discusses key metrics for measuring delivery excellence like revenue growth, customer satisfaction levels, and defect density. Finally, it provides techniques for achieving delivery excellence like co-creation, automation, and competency development.
The document summarizes the consulting services of Empowered Performance, which helps companies implement continuous improvement strategies through a hands-on "Practical Lean" methodology. Their approach involves thoroughly assessing clients' operations, developing and executing tailored transformation plans, and training clients to sustain improvements. Typical results for clients include doubled profits, reduced costs and defects, and improved productivity, cash flow, and customer delivery.
Lean India Consulting Group provides continual excellence consulting services to help organizations drive business performance through lean strategies. They offer training and certification programs to develop lean practitioners, coaches, and champions. Their engagement model involves assessing needs, educating clients, selecting pilot projects, standardizing improvements, and facilitating internalization of lean thinking. Benefits include short-term wins and cost savings as well as long-term development of an improvement culture and self-directed work.
Know about the Lean common mistakes for a cultural change, and the Toyota Way model for the Lean Transformation, see a case example and some systems explanations.
The document discusses how Supply Chain Improvers' SIPP (Supply Chain Improvement Program and Project) training concept can improve organizational performance through several steps: 1) exposing managers to new ideas and learning; 2) continuously improving processes; 3) promoting quality; 4) improving managerial skills; 5) improving efficiencies. It outlines how SIPP training integrates change management and embeds continuous improvement, quality, and efficiency programs. The training matrix defines needs, and a case study example shows mapping processes and implementing a training program led to improved attitudes, behaviors, and certified processes.
IJERA (International journal of Engineering Research and Applications) is International online, ... peer reviewed journal. For more detail or submit your article, please visit www.ijera.com
Operational excellence through lean & six sigmaHarsh Upadhyay
Operational excellence focuses on continuous improvement through lean, six sigma and lean six sigma approaches. It aims to optimize processes by focusing on customer needs and empowering employees. Caterpillar deployed lean six sigma across 27 business units to regain industry leadership. PASCO trained employees in lean six sigma to drive a culture change and focus on high potential markets and product innovation. ScottishPower used lean six sigma to improve customer service and sales operations to increase its market share.
This document discusses a framework for motivating quality experts to become quality innovators. It outlines several challenges, including getting a dedicated team of innovators from a non-billable resource team, and motivating innovation that is non-technical and provides internal benefits rather than external customer value. The proposed framework includes appointing innovation champions and teams, creating a sense of competitiveness, tracking progress regularly with senior management support, rewarding and supporting creativity, utilizing employee diversity, and creating a positive work environment. The benefits discussed are improved business and quality management processes, as well as lessons learned and critical success factors.
The document summarizes the consulting services of Empowered Performance, which helps companies implement continuous improvement strategies through a hands-on "Practical Lean" methodology. Their approach involves thoroughly assessing clients' operations, developing and executing tailored transformation plans, and training clients to sustain improvements. Typical results for clients include doubled profits, reduced costs and defects, and improved productivity, cash flow, and customer delivery.
Lean India Consulting Group provides continual excellence consulting services to help organizations drive business performance through lean strategies. They offer training and certification programs to develop lean practitioners, coaches, and champions. Their engagement model involves assessing needs, educating clients, selecting pilot projects, standardizing improvements, and facilitating internalization of lean thinking. Benefits include short-term wins and cost savings as well as long-term development of an improvement culture and self-directed work.
Know about the Lean common mistakes for a cultural change, and the Toyota Way model for the Lean Transformation, see a case example and some systems explanations.
The document discusses how Supply Chain Improvers' SIPP (Supply Chain Improvement Program and Project) training concept can improve organizational performance through several steps: 1) exposing managers to new ideas and learning; 2) continuously improving processes; 3) promoting quality; 4) improving managerial skills; 5) improving efficiencies. It outlines how SIPP training integrates change management and embeds continuous improvement, quality, and efficiency programs. The training matrix defines needs, and a case study example shows mapping processes and implementing a training program led to improved attitudes, behaviors, and certified processes.
IJERA (International journal of Engineering Research and Applications) is International online, ... peer reviewed journal. For more detail or submit your article, please visit www.ijera.com
Operational excellence through lean & six sigmaHarsh Upadhyay
Operational excellence focuses on continuous improvement through lean, six sigma and lean six sigma approaches. It aims to optimize processes by focusing on customer needs and empowering employees. Caterpillar deployed lean six sigma across 27 business units to regain industry leadership. PASCO trained employees in lean six sigma to drive a culture change and focus on high potential markets and product innovation. ScottishPower used lean six sigma to improve customer service and sales operations to increase its market share.
This document discusses a framework for motivating quality experts to become quality innovators. It outlines several challenges, including getting a dedicated team of innovators from a non-billable resource team, and motivating innovation that is non-technical and provides internal benefits rather than external customer value. The proposed framework includes appointing innovation champions and teams, creating a sense of competitiveness, tracking progress regularly with senior management support, rewarding and supporting creativity, utilizing employee diversity, and creating a positive work environment. The benefits discussed are improved business and quality management processes, as well as lessons learned and critical success factors.
The document summarizes several case studies of applying action learning in private sector organizations. It describes how Carsem, a semiconductor assembly and test company, implemented lean manufacturing principles across their operations through an action learning approach over four waves. Teams from three pilot lines received training and worked on projects to reduce waste, improve productivity, and increase customer value. Key metrics like setup times and defects showed improvements. The company established structures like councils and committees to support proliferation of learning and changes to other areas.
The document outlines an event held by the Agile Project Leadership Network Mexico chapter. It introduces the vision and mission of the organization to promote Agile and Lean principles. It then provides an overview of a presentation given on speeding delivery of value using techniques like defining value metrics, eliminating waste, and innovating through practices like value imagineering, Lean, Agile and Kanban.
This document discusses a course on innovating business processes. It covers various topics:
- Definitions of innovation and different types of innovation like sustaining and disruptive innovation. Mid-level managers play a key role in innovation.
- Capabilities required for innovation including resources, processes, values which evolve over time. Tactics like using heavyweight teams must fit an organization's needs.
- Process innovation versus improvement and degrees of change. Managing a portfolio of business process innovation projects.
- Building innovation capabilities within an organization through leadership, structures, and employee engagement. Relating innovation and improvement models.
TIM5 Tool : Total Innovation Management Assessment and Evaluation Tool for SM...pantapong
The document describes TIM5 Tool, which is an assessment and evaluation tool for small and medium enterprises (SMEs) in ASEAN. It uses the "Diamond-Ring Model" with 5 dimensions to help SMEs understand their weaknesses and strengths and improve their innovation capabilities. The tool includes an online self-assessment in Phase I, verification and validation in Phase II, and root cause analysis in Phase III. The ultimate goals are to encourage product, process and service innovation, increase competitiveness and employment, and improve innovation capabilities in Thailand and ASEAN SMEs. Stakeholders that could benefit include firms, entrepreneurs, academics and consultants, and the public sector and government.
The document discusses lean transformation and the lean global network. It provides:
1) An overview of the Lean Global Network which is a network of institutes working to bring lean thinking and practices to their countries to improve organizational performance, raise living standards, and enable more fulfilling work.
2) A model for lean transformation which involves aligning an organization's purpose, processes, and people development to create value. It emphasizes clear communication of purpose, continuous process improvement, and building capabilities.
3) Questions organizations should consider around clearly defining their purpose and problem to solve, improving processes, developing employee capabilities, exhibiting the right leadership behaviors, and assessing underlying assumptions.
Implementing Business Excellence and Innovation Methods provides a solid understanding of how to implement business excellence and innovation techniques in any organization. Lean Six Sigma Green Belt certification is also offered through this series.
The document provides an overview of the concept of Kaizen, which refers to continuous improvement. It discusses how Kaizen originated in Japan after World War II based on teachings from American experts. Key aspects of Kaizen include process improvement, eliminating waste, teamwork, and continuous small steps of change. Toyota is highlighted as a company that successfully applied Kaizen principles through eliminating muri, mura, and muda. Benefits of Kaizen include improved efficiency, serving as a learning experience, and being widely applicable.
1) Kandy International Software Solutions is seeking a new owner as their high costs have led to declining profits in recent years. Their assets include the business location, IT infrastructure, software products, and skilled employees.
2) The business has potential as it has developed 20+ software products serving niche markets and has undertaken custom projects. However, it currently sells products at a high price.
3) A new owner could reduce costs and prices to increase profits by capitalizing on the business' strengths like its skilled workforce and product line, while mitigating weaknesses such as unnecessary spending.
Driving change is not easy. It is estimated that upwards of 70% of large transformation initiatives fail even though they are often critically important to a company’s strategy.
The document discusses how organizations can improve operational excellence through adopting agile practices. It outlines some key principles of agile methodology including rapid delivery of useful software, welcoming changing requirements, and self-organizing teams. The document proposes that organizations establish effective requirements management, undergo mindset and culture changes, improve communication management, and implement metrics and continuous process improvement to maximize benefits when executing projects using agile methodology.
The document summarizes the key principles of the Toyota Production System. It describes Toyota's philosophy of continuous improvement, respect for people, and eliminating waste. The core goals of Toyota's approach are achieving the highest quality at the lowest cost and shortest lead times. Toyota relies on principles like just-in-time production, respect for people, challenging assumptions, and solving problems at their root cause. Overall, the document outlines Toyota's management methods that prioritize operational excellence, continuous learning, and developing a culture of improvement.
The document summarizes a project to appraise the existing "Nenasa" e-learning system developed by Colombo Software Solutions. It provides an overview of the organizational context and objectives of the project. The key objectives of the "Nenasa" project are to build a common educational platform for Sri Lankan students, teachers and institutions, and to develop a scalable modern system. The project timeline is from January 2015 to December 2015, with an estimated cost of $200,000. A cross-functional project team structure is established, with the Program Manager leading various functional leads.
The document outlines the 14 management principles of the Toyota Way. The two pillars are continuous improvement and respect for people. The principles include developing a long-term vision, creating continuous process flow, using pull systems to avoid overproduction, leveling out workload, building a culture of stopping to fix problems, using visual controls, developing exceptional people and teams, respecting suppliers, going to see problems firsthand, making decisions by consensus, and becoming a learning organization.
A Study of Implementation and Impact of Total Quality Management on Construct...YogeshIJTSRD
Today the whole world is being very competitive not only in developed country but also in developing and underdeveloped country. Indian economy is very fast developing economy in whole world. In India, construction industries are playing vital role to develop India. Now a day’s in construction industries, not only big but also small construction companies is very competitive and in many companies is trying very hard not only to satisfy their customer’s needs but where possible exceed them. This can only be achieved through cost reduction, improvement in Quality, increased customer satisfaction and a constant effort towards world class organizations. In order for companies to survive and grow in the future, it is essential that they deliver high quality construction and services. Those that can deliver quality are the ones that will prosper in the next century. The Indian construction industry as compared with Construction Company of developed countries is being viewed as one with poor quality emphasis compared to other sectors like, the manufacturing and service sectors. Total quality management TQM is increasingly being adopted by construction companies as an initiative to solve quality problems in the construction industry and to meet the needs of the customer continuously. TQM has the potential to improve business results, greater customer orientation and satisfaction, worker involvement and fulfillment, team working and better management of workers within companies. However, construction firms have been continually struggling with its implementation. The implementation of a TQM within the organization requires a cultural change and its being recognized as an important aspect of total quality development. Dhananjay | Rakesh Sakale "A Study of Implementation and Impact of Total Quality Management on Construction Industries: Approach to Small Construction Organization" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-5 | Issue-3 , April 2021, URL: https://www.ijtsrd.com/papers/ijtsrd41103.pdf Paper URL: https://www.ijtsrd.com/engineering/civil-engineering/41103/a-study-of-implementation-and-impact-of-total-quality-management-on-construction-industries-approach-to-small-construction-organization/dhananjay
The webinar discussed best practices for improving workplace productivity and organizational performance. It focused on achieving best-in-class status through strategic onboarding practices that minimize the time for new employees to reach full productivity. Specific strategies discussed included aligning onboarding with the business, standardizing and customizing the onboarding process, measuring outcomes, and investing in applicant tracking and performance management technology.
This presentation was done at the MD&M West Conference in Anaheim, CA on 2/11/15. In it, we explain why most lean programs fail to produce lasting results, why a lean transformation model should be based on Key Process Indicators (KPI) and Key Behavioral Indicators (KBI), how strategy deployment and A-3 thinking can be used to cascade metrics and goals down to the front lines, and how to operationalize lean daily management and daily Kaizen using A-3 and the Improvement Kata
ITIL is a robust and practical ITSM framework. ITIL is used in thousands of organizations around the world to help aid the deployment, integration and improvement of IT services. Earning your ITIL certification could lead to new, exciting job opportunities in IT!
Original Source: https://www.knowledgetrain.co.uk/it/itil/what-is-itil
The document proposes implementing a Lean approach at a lab to improve productivity, reduce waste, and establish a Lean culture. It recommends a hybrid consulting model involving diagnostic assessments, training staff on Lean tools and methods, conducting improvement projects under consultant guidance, and cultural changes to sustain results. This approach aims to quickly generate results to gain buy-in for a longer-term Lean transformation applying the culturalization model to all staff. The proposal compares models and outlines the consultants' roles, credentials, and examples of significant ROI other clients have achieved through Lean interventions.
The Training is a 1 day course covering impartation knowledge of Kaizen and its associated Tools and; -application of Lean concepts to lead Kaizen Workshop/s with Innovation Projects for Change in a World Class Manufacturing Environment.
This training aims to impart a systematic review on all the critical aspects of Lean use to; lead Kaizen workshop and presentation using Standardize Kaizen form and methodology with;
Innovation to be competitive in the Global Business Environment.
COURSE CONTENT
Kaizen, its definition and Principles
Kaizen definition, Innovation Definition
Kaizen vs Innovation
Characteristics of a Lean Factory
Cellular Factory Layout
Multi-skilled Operators
6S and Visual Control
Kanban and Supermarkets
Rapid Changeover
Total Quality Approach
Right-sized, flexible equipment
Water Strider
Moving Production Lines
Total Productive Maintenance
Continuous Improvement
The 3 Pillars of Kaizen
1. 6S (5+1S) Housekeeping
2. Waste Elimination
- Types of Waste CLOSEDMITT
- Valued-added vs Non-value
added
3. Standard Operation
Three factors that accounts the 3 Pillars Activities.
1. Visual management,
2. The role of the supervisor,
3. Importance of training and
creating a learning
organization.
Innovation & Workshop Projects
Types of Innovation in Kaizen. Why Innovation?
Degree of Innovation-the act of creating new products,
processes, ideas, etc...
Examples of Types of Innovation
Innovating Process using Typical Kaizen concepts (Lean
methods)
Phase 1: Pre-Planning for Innovation
Phase 2: Execution - Innovation Week
Role of Leader, Facilitator, Participant in Innovation
Projects
Innovation Projects Implementation using Kaizen Forms for:
Daily and Weekly Report Outs
Follow-up for further Innovation
The document provides an overview of Toyota's business philosophy and principles known as "The Toyota Way." It discusses Toyota's company symbols and guiding principles, which focus on customer trust, technology, and growth. It also summarizes Toyota's approach to lean production, respect for people, problem-solving, and developing long-term partnerships with suppliers. The Toyota Way principles emphasize long-term vision, continuous improvement, respect for people, and eliminating waste to achieve high quality and efficiency.
Dextrys IT Services Organization OverviewLiuweiting
Dextrys is a global software engineering firm and leading Chinese IT services provider with over 2000 staff across multiple development centers in China and partnerships worldwide, offering a full range of software development and IT outsourcing services including application development, product engineering, testing, and localization to help clients accelerate growth and lower costs.
This document discusses the importance of Total Quality Management (TQM) for Enterprise Resource Planning. It begins by outlining the 12-step research process used. It then discusses how TQM focuses on continuous improvement, customer focus, systematic operations improvement, and long-term thinking. The history and evolution of TQM approaches from Deming, Juran, and Crosby are summarized. Critical success factors, quality control tools, and issues regarding TQM strategy implementation are also highlighted. The conclusion emphasizes that effective TQM reduces costs, improves processes, and facilitates organizational change and transformation towards business excellence.
The document summarizes several case studies of applying action learning in private sector organizations. It describes how Carsem, a semiconductor assembly and test company, implemented lean manufacturing principles across their operations through an action learning approach over four waves. Teams from three pilot lines received training and worked on projects to reduce waste, improve productivity, and increase customer value. Key metrics like setup times and defects showed improvements. The company established structures like councils and committees to support proliferation of learning and changes to other areas.
The document outlines an event held by the Agile Project Leadership Network Mexico chapter. It introduces the vision and mission of the organization to promote Agile and Lean principles. It then provides an overview of a presentation given on speeding delivery of value using techniques like defining value metrics, eliminating waste, and innovating through practices like value imagineering, Lean, Agile and Kanban.
This document discusses a course on innovating business processes. It covers various topics:
- Definitions of innovation and different types of innovation like sustaining and disruptive innovation. Mid-level managers play a key role in innovation.
- Capabilities required for innovation including resources, processes, values which evolve over time. Tactics like using heavyweight teams must fit an organization's needs.
- Process innovation versus improvement and degrees of change. Managing a portfolio of business process innovation projects.
- Building innovation capabilities within an organization through leadership, structures, and employee engagement. Relating innovation and improvement models.
TIM5 Tool : Total Innovation Management Assessment and Evaluation Tool for SM...pantapong
The document describes TIM5 Tool, which is an assessment and evaluation tool for small and medium enterprises (SMEs) in ASEAN. It uses the "Diamond-Ring Model" with 5 dimensions to help SMEs understand their weaknesses and strengths and improve their innovation capabilities. The tool includes an online self-assessment in Phase I, verification and validation in Phase II, and root cause analysis in Phase III. The ultimate goals are to encourage product, process and service innovation, increase competitiveness and employment, and improve innovation capabilities in Thailand and ASEAN SMEs. Stakeholders that could benefit include firms, entrepreneurs, academics and consultants, and the public sector and government.
The document discusses lean transformation and the lean global network. It provides:
1) An overview of the Lean Global Network which is a network of institutes working to bring lean thinking and practices to their countries to improve organizational performance, raise living standards, and enable more fulfilling work.
2) A model for lean transformation which involves aligning an organization's purpose, processes, and people development to create value. It emphasizes clear communication of purpose, continuous process improvement, and building capabilities.
3) Questions organizations should consider around clearly defining their purpose and problem to solve, improving processes, developing employee capabilities, exhibiting the right leadership behaviors, and assessing underlying assumptions.
Implementing Business Excellence and Innovation Methods provides a solid understanding of how to implement business excellence and innovation techniques in any organization. Lean Six Sigma Green Belt certification is also offered through this series.
The document provides an overview of the concept of Kaizen, which refers to continuous improvement. It discusses how Kaizen originated in Japan after World War II based on teachings from American experts. Key aspects of Kaizen include process improvement, eliminating waste, teamwork, and continuous small steps of change. Toyota is highlighted as a company that successfully applied Kaizen principles through eliminating muri, mura, and muda. Benefits of Kaizen include improved efficiency, serving as a learning experience, and being widely applicable.
1) Kandy International Software Solutions is seeking a new owner as their high costs have led to declining profits in recent years. Their assets include the business location, IT infrastructure, software products, and skilled employees.
2) The business has potential as it has developed 20+ software products serving niche markets and has undertaken custom projects. However, it currently sells products at a high price.
3) A new owner could reduce costs and prices to increase profits by capitalizing on the business' strengths like its skilled workforce and product line, while mitigating weaknesses such as unnecessary spending.
Driving change is not easy. It is estimated that upwards of 70% of large transformation initiatives fail even though they are often critically important to a company’s strategy.
The document discusses how organizations can improve operational excellence through adopting agile practices. It outlines some key principles of agile methodology including rapid delivery of useful software, welcoming changing requirements, and self-organizing teams. The document proposes that organizations establish effective requirements management, undergo mindset and culture changes, improve communication management, and implement metrics and continuous process improvement to maximize benefits when executing projects using agile methodology.
The document summarizes the key principles of the Toyota Production System. It describes Toyota's philosophy of continuous improvement, respect for people, and eliminating waste. The core goals of Toyota's approach are achieving the highest quality at the lowest cost and shortest lead times. Toyota relies on principles like just-in-time production, respect for people, challenging assumptions, and solving problems at their root cause. Overall, the document outlines Toyota's management methods that prioritize operational excellence, continuous learning, and developing a culture of improvement.
The document summarizes a project to appraise the existing "Nenasa" e-learning system developed by Colombo Software Solutions. It provides an overview of the organizational context and objectives of the project. The key objectives of the "Nenasa" project are to build a common educational platform for Sri Lankan students, teachers and institutions, and to develop a scalable modern system. The project timeline is from January 2015 to December 2015, with an estimated cost of $200,000. A cross-functional project team structure is established, with the Program Manager leading various functional leads.
The document outlines the 14 management principles of the Toyota Way. The two pillars are continuous improvement and respect for people. The principles include developing a long-term vision, creating continuous process flow, using pull systems to avoid overproduction, leveling out workload, building a culture of stopping to fix problems, using visual controls, developing exceptional people and teams, respecting suppliers, going to see problems firsthand, making decisions by consensus, and becoming a learning organization.
A Study of Implementation and Impact of Total Quality Management on Construct...YogeshIJTSRD
Today the whole world is being very competitive not only in developed country but also in developing and underdeveloped country. Indian economy is very fast developing economy in whole world. In India, construction industries are playing vital role to develop India. Now a day’s in construction industries, not only big but also small construction companies is very competitive and in many companies is trying very hard not only to satisfy their customer’s needs but where possible exceed them. This can only be achieved through cost reduction, improvement in Quality, increased customer satisfaction and a constant effort towards world class organizations. In order for companies to survive and grow in the future, it is essential that they deliver high quality construction and services. Those that can deliver quality are the ones that will prosper in the next century. The Indian construction industry as compared with Construction Company of developed countries is being viewed as one with poor quality emphasis compared to other sectors like, the manufacturing and service sectors. Total quality management TQM is increasingly being adopted by construction companies as an initiative to solve quality problems in the construction industry and to meet the needs of the customer continuously. TQM has the potential to improve business results, greater customer orientation and satisfaction, worker involvement and fulfillment, team working and better management of workers within companies. However, construction firms have been continually struggling with its implementation. The implementation of a TQM within the organization requires a cultural change and its being recognized as an important aspect of total quality development. Dhananjay | Rakesh Sakale "A Study of Implementation and Impact of Total Quality Management on Construction Industries: Approach to Small Construction Organization" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-5 | Issue-3 , April 2021, URL: https://www.ijtsrd.com/papers/ijtsrd41103.pdf Paper URL: https://www.ijtsrd.com/engineering/civil-engineering/41103/a-study-of-implementation-and-impact-of-total-quality-management-on-construction-industries-approach-to-small-construction-organization/dhananjay
The webinar discussed best practices for improving workplace productivity and organizational performance. It focused on achieving best-in-class status through strategic onboarding practices that minimize the time for new employees to reach full productivity. Specific strategies discussed included aligning onboarding with the business, standardizing and customizing the onboarding process, measuring outcomes, and investing in applicant tracking and performance management technology.
This presentation was done at the MD&M West Conference in Anaheim, CA on 2/11/15. In it, we explain why most lean programs fail to produce lasting results, why a lean transformation model should be based on Key Process Indicators (KPI) and Key Behavioral Indicators (KBI), how strategy deployment and A-3 thinking can be used to cascade metrics and goals down to the front lines, and how to operationalize lean daily management and daily Kaizen using A-3 and the Improvement Kata
ITIL is a robust and practical ITSM framework. ITIL is used in thousands of organizations around the world to help aid the deployment, integration and improvement of IT services. Earning your ITIL certification could lead to new, exciting job opportunities in IT!
Original Source: https://www.knowledgetrain.co.uk/it/itil/what-is-itil
The document proposes implementing a Lean approach at a lab to improve productivity, reduce waste, and establish a Lean culture. It recommends a hybrid consulting model involving diagnostic assessments, training staff on Lean tools and methods, conducting improvement projects under consultant guidance, and cultural changes to sustain results. This approach aims to quickly generate results to gain buy-in for a longer-term Lean transformation applying the culturalization model to all staff. The proposal compares models and outlines the consultants' roles, credentials, and examples of significant ROI other clients have achieved through Lean interventions.
The Training is a 1 day course covering impartation knowledge of Kaizen and its associated Tools and; -application of Lean concepts to lead Kaizen Workshop/s with Innovation Projects for Change in a World Class Manufacturing Environment.
This training aims to impart a systematic review on all the critical aspects of Lean use to; lead Kaizen workshop and presentation using Standardize Kaizen form and methodology with;
Innovation to be competitive in the Global Business Environment.
COURSE CONTENT
Kaizen, its definition and Principles
Kaizen definition, Innovation Definition
Kaizen vs Innovation
Characteristics of a Lean Factory
Cellular Factory Layout
Multi-skilled Operators
6S and Visual Control
Kanban and Supermarkets
Rapid Changeover
Total Quality Approach
Right-sized, flexible equipment
Water Strider
Moving Production Lines
Total Productive Maintenance
Continuous Improvement
The 3 Pillars of Kaizen
1. 6S (5+1S) Housekeeping
2. Waste Elimination
- Types of Waste CLOSEDMITT
- Valued-added vs Non-value
added
3. Standard Operation
Three factors that accounts the 3 Pillars Activities.
1. Visual management,
2. The role of the supervisor,
3. Importance of training and
creating a learning
organization.
Innovation & Workshop Projects
Types of Innovation in Kaizen. Why Innovation?
Degree of Innovation-the act of creating new products,
processes, ideas, etc...
Examples of Types of Innovation
Innovating Process using Typical Kaizen concepts (Lean
methods)
Phase 1: Pre-Planning for Innovation
Phase 2: Execution - Innovation Week
Role of Leader, Facilitator, Participant in Innovation
Projects
Innovation Projects Implementation using Kaizen Forms for:
Daily and Weekly Report Outs
Follow-up for further Innovation
The document provides an overview of Toyota's business philosophy and principles known as "The Toyota Way." It discusses Toyota's company symbols and guiding principles, which focus on customer trust, technology, and growth. It also summarizes Toyota's approach to lean production, respect for people, problem-solving, and developing long-term partnerships with suppliers. The Toyota Way principles emphasize long-term vision, continuous improvement, respect for people, and eliminating waste to achieve high quality and efficiency.
Dextrys IT Services Organization OverviewLiuweiting
Dextrys is a global software engineering firm and leading Chinese IT services provider with over 2000 staff across multiple development centers in China and partnerships worldwide, offering a full range of software development and IT outsourcing services including application development, product engineering, testing, and localization to help clients accelerate growth and lower costs.
This document discusses the importance of Total Quality Management (TQM) for Enterprise Resource Planning. It begins by outlining the 12-step research process used. It then discusses how TQM focuses on continuous improvement, customer focus, systematic operations improvement, and long-term thinking. The history and evolution of TQM approaches from Deming, Juran, and Crosby are summarized. Critical success factors, quality control tools, and issues regarding TQM strategy implementation are also highlighted. The conclusion emphasizes that effective TQM reduces costs, improves processes, and facilitates organizational change and transformation towards business excellence.
GIVE ETAILS OF ALL THE MAJOR TQM GURUS LIKE EMING, JURAN , ISHIQAWA, CROSBY AND THEIR CONTRIBUTIONS LIKE QUALITY CIRCLE , 14 DIMENSIONS OF QUALITY , QUALITY IS FREE, QUALITY TRIOLOGY
This document provides an overview of Total Quality Management (TQM). It defines TQM as enhancing the traditional way of doing business using three pillars: total, quality, and management. The document then discusses key aspects of TQM including its definition, approach, framework, historical review, obstacles, benefits, and exemplary organizations. It also covers quality definitions, dimensions, and the historical development of quality management from ancient times to modern standards.
How well is your organization driving software quality and testing compared to other companies today?
-Which areas in Application Lifecycle Management (ALM) pose the greatest challenge to an organization’s success?
-How well do companies follow best practice standards?
-How quickly are companies adopting Agile methods?
-How are virtualized environments changing the way companies test?
-What skills do testers need in increasingly distributed teams?
The 2010-2011 World Quality Report provides insights into these questions and more. This report is based on survey findings from hundreds of testers, business analysts and developers and reveals emerging trends in quality and a forecast of how these trends will shape ALM and associated software in the future.
http://www.capgemini.com/application-lifecycle-services
Total quality management aims to continuously improve an organization's ability to deliver high-quality products and services to customers. It draws upon tools from quality control and emphasizes organization-wide efforts. Key aspects of TQM include customer satisfaction, reducing defects, and continuous process improvement. Pioneers like Deming, Juran, Crosby, and Ishikawa developed philosophies and tools to implement TQM, such as quality circles, statistical process control, and the PDCA cycle.
The document summarizes a presentation on using the internationally recognized Investors in People (IiP) business quality standard to improve teaching and learning in higher education. The presentation discusses how IiP can help leaders and managers become more effective and improve teaching quality by focusing on people development. Case studies of three UK universities show how implementing IiP aligned with and demonstrated improvements in governance, student learning, staff support, and quality of provision. The presentation concludes that effectively managing people through standards like IiP can transfer knowledge and benefits to all areas of a university.
The document summarizes a presentation on conducting process maturity assessments the right way using the TIPA framework. It begins with an overview of the history and importance of process evaluations. It then discusses the ISO/IEC 15504 standard for process assessments and how TIPA maps IT processes to its maturity levels. The presentation uses a case study of a TIPA assessment at a government organization to drive IT transformation.
Six Sigma Green Belt Certification training course integrates Six Sigma, a methodology to standardize defect measurement and improve processes, and Lean, a framework to manage waste. Lean Six Sigma focuses on data and measurement in order to deliver high-quality products and services to customers.
This TUV SUD's Lean Six Sigma Green Belt Certification is one of the most industry-recognized Quality management certifications for professionals across the globe.
To know more about Lean Six Sigma Green Belt Certification trainings worldwide, please contact us at -
Email :support@invensislearning.com
Phone - US +1-910-726-3695,
Website : https://www.invensislearning.com
This document summarizes an Agile coaching program in Cornwall, England. The program was started in 2010 by Michael Barritt and Oxford Innovation to (1) bring international software practices to local businesses, (2) improve business efficiency and profitability, and (3) support the local knowledge economy. The program provides workshops, in-house coaching, and training to help 9+ local companies employing over 150 people adopt Agile practices. It is funded through a combination of client fees, the European Social Fund, and European Regional Development Fund. The program aims to create better paid, more skilled jobs in the region.
Introduction to Process Improvement & Software Quality AssuranceAriful Haque
This document provides an introduction to process improvement and software quality assurance. It discusses why focusing on process is important, as it complements focusing on technology and people. Process improvement aims to shift blame for problems from individuals to processes. The document also introduces quality assurance and contrasts it with quality control. Key quality assurance activities are outlined, including quality planning and audits. Several quality models and tools are described, along with influential quality experts like Deming, Crosby and Juran.
The document discusses key concepts related to quality including:
1. Definitions and dimensions of quality including reliability, responsiveness, competence and other factors.
2. The differences between quality assurance (QA), which focuses on preventing defects, and quality control (QC), which focuses on detecting defects.
3. Statistical process control (SPC), which applies statistical tools to control process inputs, and statistical quality control (SQC), which applies the same tools to monitor process outputs.
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Quality gurus and their contribution to TQMRagulan Rex
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2. The quality gurus had a significant impact on
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This document describes how an IT services organization transformed its "bench" resources into a learning organization. The organization faced issues with associates on the bench feeling unproductive and demotivated. It was also difficult to continuously enhance employee skills due to costs.
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The document discusses the importance of marketing communications in successfully launching innovative products. It argues that while innovation is crucial for businesses, new products often fail due to poor marketing. The author analyzes how marketing can help products cross the 'chasm' between early adopters and mainstream customers. Real-world case studies demonstrate how strategic communications can magnify a product's market, while weak messaging can diminish it. Later sections provide best practices for marketers to follow when promoting innovations, including common pitfalls to avoid.
The document discusses challenges in managing small teams that are different from large teams. While most literature focuses on simplifying processes for small projects, the document emphasizes the need to address human aspects like deciding roles based on strengths, providing training and mentoring, and motivating team members. It suggests managers of small teams should have moderate technical skills and interpersonal training to effectively lead and develop young team members, and to minimize impacts of attrition which greatly affect small teams.
The document discusses agile metrics that can be used at different levels - project, program, and portfolio. At the project level, metrics measured during planning include story points and velocity. During execution, metrics include burn-down, burn-up, and escaped defects. Risk and quality are also measured. At the program and portfolio levels, priorities are set and multiple teams contribute to releases, requiring metrics like cycle time. Agile principles provide value-driven delivery through iterative development and customer feedback compared to the traditional waterfall model.
This document discusses managing diverse projects for organizational success. It outlines several challenges in managing diverse project teams, including cultural diversity, remote project management, weak ethics, and using traditional tools. It then provides recommendations for developing a global strategy, such as commitment from leadership, collaboration, understanding diverse teams, adopting lean delivery models, and continual improvement. A case study example is also presented of how one organization overcame challenges through implementing solutions like gap analysis and focusing on critical success factors and lessons learned.
This document discusses balancing creativity and business needs in managing research and development (R&D) projects. It proposes a six-step project management framework to effectively manage innovation given practical constraints of time and budget. While creativity thrives on uncertainty and freedom, some process is needed to move ideas through an "innovation funnel" toward commercialization. Adopting project management practices can help accelerate the innovation process if the processes acknowledge differences between researchers focused on novelty and engineers focused on prototypes and pilots.
This document discusses how organizations can increase productivity by systematically learning lessons from failures and successes. It proposes a lessons learned process that involves failure analysis, reviewing solutions, deploying and confirming solutions, learning from successes, and documenting and sharing lessons. Implementing this process helps reduce risks by avoiding past mistakes and repeating successes. The process includes root cause analysis, reviewing solutions, testing solutions, and confirming they address the original problem before lessons are documented and shared organization-wide. This systematic learning from failures and successes helps organizations continuously improve over time.
This document discusses using a "middle-out" balanced scorecard approach to monitor benefits realization in large transformation programs. It begins by describing the typical benefits management lifecycle and framework, including identifying, analyzing, planning and realizing benefits. It then explains how a balanced scorecard is usually designed in a top-down manner at the corporate level but proposes a middle-out approach where individual project scorecards are developed and connected to an overarching program scorecard to track progress towards intended benefits. The document provides an example case study where this middle-out balanced scorecard approach was adopted to monitor a program.
The document discusses challenges with realizing the envisioned outcomes of mergers and acquisitions (M&A). It states that two-thirds of M&As fail to achieve their planned integration timelines and costs. The complexity of integrating two companies' strategies, business processes, and IT systems makes post-M&A integration difficult. Additionally, constant changes in the business environment require dynamic reprioritization for success. The document advocates for a strategic program management approach for post-M&A integration that focuses on realizing the original synergies of the M&A business case and is adaptable to changing conditions, rather than a traditional project management approach only focused on milestones and timelines. It provides an example of how strategic program management
Shallu soni mymoonshabana_lavanya raghuramanPMI2011
This document discusses challenges faced by women and empowering women for a better tomorrow. It identifies key challenges such as gender suppression, emotional guilt, self-negligence, weak networks, forcible quitting, and untapped potential. A SWOT analysis is conducted to examine weaknesses and threats. Solutions are proposed to overcome weaknesses including self-care, strong women's networks, communication, and realizing one's potential. Solutions are also suggested for society to overcome threats such as promoting gender equality, reducing social stigma, and supporting work-life balance. The document emphasizes that empowerment begins with gaining confidence and decision making skills at home and having supportive networks and organizations to help women reach their full potential.
This document discusses lessons that can be learned from emergency medicine management in hospitals and applied to Agile project management. It notes that emergency departments use techniques like triage to prioritize patients, minimize wait times, ensure backup support, and conduct root cause analyses of clusters of cases. These approaches help maintain smooth operational flow even during chaotic periods. The document argues that Agile teams can benefit from incorporating similar concepts like prioritizing issues based on need, having backup support, and analyzing root causes of emergencies to improve preparedness. Emergency medicine has evolved effective strategies over time to consistently respond to uncontrolled events, and Agile teams can learn from these practices to better handle unexpected tasks and ensure on-time delivery while maintaining quality.
This document discusses how successful program management can enable business transformation. It argues that adopting a partnership approach through effective communication and collaboration allows organizations to achieve desired outcomes. The key is applying basic principles like working as one team and enabling services. This includes cultural integration, leadership development, and enhanced communication. Together these help create a collaborative environment and maximize benefits through a structured implementation model. The partnership approach was used successfully in one program to realize over £700k in benefits, increase market share by 50%, and achieve a 200% increase in new business. Adopting this framework of staying relevant to stakeholders can help delivery teams understand challenges and add value for all parties.
This document describes an estimation framework developed by Tata Consultancy Services to standardize and improve the accuracy of software project estimations. The framework includes components for sizing, effort estimation, scheduling, resource planning, and costing. It also includes a decision matrix to select the appropriate estimation model based on project characteristics. Continuous feedback from project outcomes is used to refine the framework over time through a plan-do-check-act cycle. The framework aims to increase predictability and reduce risks associated with inaccurate project estimations. A case study demonstrates how the framework was applied to a sample project.
This document discusses a successful change management initiative in a government research and development organization in India. The organization previously had a project-based structure, but was reorganized into a matrix structure with groups for design, development, testing, and implementation. This allowed for better knowledge sharing and resource allocation across projects. Key steps taken included establishing a change management team, communicating the need for change, analyzing costs and risks, and empowering staff. The new structure improved documentation, coordination between groups, and on-time delivery of projects to clients. As a result, employee and client satisfaction increased.
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2. Project Management National Conference 2011 PMI India
Achieving Delivery Excellence
D John Peter PMP
Associate Director, Mind Tree Limited
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Contents
1.1 ABSTRACT....................................................................................................................4
2 KEYWORDS.....................................................................................................................5
3 EXCUTIVE SUMMARY..................................................................................................5
4 QUALITY JOURNEY .......................................................................................6
5 JOURNEY TO EXCELLENCE.........................................................................................8
6 CRITICAL SUCCESS FACTORS....................................................................................9
7 KEY METRICS & MEASUREMENT............................................................................11
8 WAY TO DELIVERY EXCELLENCE..........................................................................12
9 DELIVERY EXCELLENCE...........................................................................................13
10 CONCLUSION..............................................................................................................15
11 REFERENCE.................................................................................................................15
12 Author Profile.................................................................................................................18
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1.1 ABSTRACT
ACHIEVING DELIVERY EXCELLENCE
Practice leads to perfection and consistency brings stability. Perfection and
consistency will ensure Quality. Will quality ensure Excellence? It is difficult to
say ‘yes’ because quality means “Good” and excellence means “Extremely
Good”. So Delivery Excellence means much more than Quality.
Delivery Excellence is the keyword and a critical factor for achieving success. If
we closely look at the product and service industry, organizations are keeping
“Delivery Excellence” as part of organization goal and hence they are searching
an answer for the question “How to achieve Delivery Excellence?”
The only way organizations can be driven to achieve excellence is by keeping an
eye on competition and world best practice in all aspects of the business
(Bendell et. all, 1998). Several researchers (Pinto & Slevin, 1987 and 1988),
(Pinto and. Kharbanda, 1995) have identified the project success factors (Refer
Table-1). Similarly critical success factors that ensure “Delivery Excellence”
should be identified.
Based on the current project management scenarios and the research data (refer
Table-1), we have further analyzed and identified the set of critical factors (Refer
Table-2) and techniques (refer table-4) that predominantly ensure “Delivery
Excellence”.
Delivery Excellence techniques have already been implemented companies like
Apple and Godrej. These companies achieved the highest level of success.
Innovation co-creation is one of the techniques helped them to achieve delivery
excellence. “The Power of Co-Creation” author Venkat Ramasamy has described
how organizations could turn around their business from a low margin to high
margin and loss making to profit making organization.
So this document will discuss about the best practices, tools and techniques
available for “Achieving Delivery Excellence”.
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2 KEYWORDS
Delivery Excellence, Project Success, Techniques, Innovation
3 EXCUTIVE SUMMARY
ACHIEVING DELIVERY EXCELLENCE
Excellence is the quality of being outstanding or extremely good. This is the
definition from dictionary. Delivery Excellence of an organization is the quality of
delivering outstanding or extremely good deliverables.
Quality means “Good” but excellence means “Extremely Good”. Delivery
Excellence means much more than achieving Quality. So Delivery Excellence is
much more than delivering projects within cost, time, effort or reducing defects or
merely meeting expectations or reducing complaints. Nevertheless, these factors
are critical for project management success but Delivery Excellence is crucial for
project success. Project Success ensures Organizations success. Net effect
“Delivery Excellence” ensures Organization success.
Project Management
Project Success Organization Success
Success
Delivery Excellence
So today, organizations are investing in innovations and new initiatives to
achieve “Delivery Excellence” and most of them are searching an answer for the
question “How to achieve Delivery Excellence?” Apple is the best example to
know about “achieving Delivery Excellence”. Apple delivered much more than
product quality by bringing rich user experience features in iPods through
innovation co-creation with customer which brought them breakaway success.
Sony products are famous for their quality but today Apple products are the most
preferred. How can Apple compete with Sony – a market leader and gadgets
giant? The logic is simple; Apple has the “Delivery Excellence” capability which
has the power to go beyond Sony’s Quality.
It is not companies like Apple can achieve excellence or companies from Japan
or USA can achieve excellence. Excellence can be achieved irrespective of the
sector and country. After all excellence is a habit not an activity. “Super 30” of
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Anand Kumar from Bihar, India is a great example for delivery excellence. By
2011, 236 of the 270 had made it to IITs and Discovery Channel showcased his
work in a documentary. Today Japanese “famous for Quality” are coming all the
way from Japan to meet Anand Kumar and learn the delivery excellence
techniques.
So it is natural for organizations to learn “Delivery Excellence” techniques and
move from the tag of “traditional organization” to “delivery excellence
organization”. Hence this paper explores the new tools and techniques for
“Achieving Delivery Excellence”.
4 QUALITY JOURNEY
FROM QUALITY TO EXCELLENCE
Japanese equipment is very good, very accurate, and very well maintained. In
the 1950s and 1960s, Japanese goods were synonymous with cheapness and
low quality, but over time its quality initiatives began to be successful. Fig-1
shows Japan’s quality journey from 1950 to till date.
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Fig: 1: Quality Journey
Quality
SPC
TQM
SQC
2000
QM 1980
QM: Quality Management SQC: Statistical Quality Control
1960
TQM: Total Quality Management SPC: Statistical Process Control
1950
Period in Year
Japan has been dominating in implementing the quality processes and
procedures that provide them the highest quality and reliability in today's
electronics markets. How Japan has taken lead in quality initiatives? Japanese
companies have invested their time, effort and cost heavily on quality initiatives
which brought them quality tools and quality gurus like Deming, Juran, Ishikawa,
Keizan.
As Japan continuously worked on quality initiatives, they could reach a matured
level in quality and thereby their products are extremely good and reliable. Their
investments are giving returns today.
How Japanese achieved quality in their products starting from small products like
calculators, music players and TV to big motor bikes and cars? Accordingly, it is
the time for the industry to go beyond Quality that is excellence. In project
management, it is Delivery Excellence.
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5 JOURNEY TO EXCELLENCE
WHY DELIVERY EXCELLENCE?
When products have the desired quality then why delivery excellence? Is it really
a matter for high quality product organizations to go for delivery excellence? It is
a trivial question but one of the Japanese Organization has seen the answer for
this question when their leading electronics product “walkman” has to be phased-
out when Apple’s iPod came into the market. Though walkman is the highest
quality product, it lost its position completely against Apple’s iPod. So what is the
ground reality here? That fact is delivery excellence, which can go beyond the
quality. During this period companies started looking for something beyond
quality. From that time onwards movements started for “Achieving Excellence” in
one or another forum:
Tom Peters and Robert Waterman were deeply involved in the movement and
came out with the landmark book “In Search of Excellence”. They mentioned that
organizations in every imaginable area of business, government and the social
sector have been restlessly seeking the formula for success. The “excellence
movement” created an appetite for management systems but still searching the
process for achieving excellence.
Success of the project is no more depending on triple (Ref. Fig-2) constraint
(Shenhar et al., 2002).
Fig-2: Triple Constraint - Triangle Model Fig-3: NTCP – Diamond Model
TIME
COST SCOPE
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Shenhar et al. have been reinventing project management and identified a new
NTCP diamond model which talks about adaptive project management more
than triple constraints. Over the years, following “movements” have started and
took center stage, attracted their share of advocates and practitioners but still in
evaluation stage for achieving delivery excellence.
1. Factors ensure Project Management Success – Cost, Scope, Time,
Quality (triangle model)
2. Factors ensure Project Success – Customer Satisfaction (diamond
model)
3. Factors ensure Organization Success – Delivery Excellence (circle
model)
6 CRITICAL SUCCESS FACTORS
FACTORS ENSURE PROJECT SUCCESS & DELIVERY
EXCELLENCE
Sydney Opera House is one of the typical
examples of Project Success but Project
Management failure. As for as project
management success it had 1500% over budget
and 250% time overrun however in terms of
Project Success Sydney Opera House turned to
be an amazing success project. So project
success and project management success should be distinguished clearly and
defined accurately. Since 1980, many researches have been done and identified
different set of critical success factors. As per G.U. Prabhkar (2008) “the only
agreement seems to be the disagreement on what constitutes project success”.
Researchers like Pinto & Slevin (1989), Chua et al (1999), PMI (2004), Turner &
Muller (2007), Walker et al (2004), Hyvari (2006), Khang & Moe (2008) have
identified the critical success factors (Refer Table-1) that significantly determine
project management success.
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Table-1: Project Success Factors
Based on the research data, analyzed and identified the below set of critical
factors and criteria that predominantly ensure “Delivery Excellence” refer Table-
2.
Table-2: Delivery Excellence Factors
Delivery Excellence Score
Performance Benchmark
Critical Factors ensure Card
Sl. No.
Delivery Excellence Performanc Projec BU MindTree Industry Competitor
Planned Actual
e t Level Level Level Level Level
Customer Satisfaction
1 100+%
Level
Employee Satisfaction
2 100+%
Level
Business/ Revenue
3 100+%
Growth
4 Effort Variance 100+%
5 Schedule Variance 100+%
6 Review Effectiveness 100+%
7 Defect Density 100+%
Business / Increase
8 100+%
Profit
Best Practices /
9 100+%
Innovation
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7 KEY METRICS & MEASUREMENT
MONITOR AND TRACK KEY DELIVERY EXCELLENCE
METRICS
Managing critical factors is part of
the process of achieving Delivery
Excellence. As per Quality
Management System, without
measurement things cannot be
managed. So Project Success and
Delivery Excellence critical success factors should be measured, monitored and
tracked. Following table shows the list of metrics to be measured and monitored
through productivity tools and measurement system.
As discussed in the Journey to Excellence section, metrics collection also can be
done at different level. Representatives from Project Management, Project and
Organization are responsible for collecting the metrics at each level. Table-3
represents the metrics related to Delivery Excellence. Delivery manager and
Senior Management members are responsible for Project and Organization level
metrics.
Table-3: Key Metrics List
Long Term Short Term Measures Target
Increase Revenue Revenue growth % Increase
Financial % Increase
Increase Customers Number of Customers
Growth
Innovation: % of revenue from new
Increase Projects % Increase
projects
Increase Satisfaction Customer Satisfaction Level % Increase
Increase Referrals Frequency of referral % Increase
Customer
Satisfaction # of project managed triple
Increase Confidence % Increase
constraints within threshold limits
Improve Relationship # of commitment/milestone missed % Reduction
Increase Core Skills Training % Increase
Learning &
Growth Increase Systems
% Unavailable % Reduction
Availability
Increase Review
Review Efficiency % Increase
Efficiency
Internal Reduce Escalations Number of Escalations % Reduction
Business Reduce Cycle Time Cycle Time % Reduction
Process and
Employee Turnover Reduce Attrition % Reduction
Quality
Reduce Defects Defect Density % Reduction
Reduce Costs Waste, Rework, Warranty Costs % Reduction
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Above list of metrics are indicative and Organization can have a modified version
of metrics list based on their project and business model. Typically organization
can have a Balanced Score Card with above metrics. Delivery Excellence team
members should evaluate Organization project performance against industry
bench mark data for scoring. Teams exceeding the bench mark performance are
eligible for getting the “Seal of Delivery Excellence”
8 WAY TO DELIVERY EXCELLENCE
TOOLS & TECHNIQUES TO ACHIEVE DELIVERY
EXCELLENCE
Munns & Bjerimi (1996) identified and shared the
distinction between project success and
project management success. This
differentiation helped project managers
to identify the focus area and achieve
success. Similarly, the distinction
between achieving Quality and
achieving Excellence should be
identified.
Apple is one of the organizations, who achieved Delivery Excellence by their
breakthrough innovation of iPods. Apart from western countries, In India, Godrej
has introduced a new Refrigerator with radio. This innovation has helped them
achieving 150% revenue growth. Here Godrej has been relying on innovation to
overcome the large multinational competitions in consumer durable market.
Many more examples and case studies can be discussed but the inference is the
same, there is a gap between the traditional way of achieving quality and
excellence way of achieving Delivery Excellence.
Based on the industry experience, identified certain initiatives for moving
organizations from their traditional ways to excellence ways. Following are the
high level list of transformational initiatives to be performed for achieving Delivery
Excellence. Gold and Diamonds are glittering after going through different paths
and changes. Organizations also need to take initiative to go through the
different transformation process.
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Table-4: List of Initiatives
MOVE FROM
MOVE TO EXCELLENCE WAYS ACHIEVEMENT AREAS
TRADITIONAL WAYS
Individual Co-Creation Innovation
Skill assessment, Interview,
Manual Process Automation Process
Project health, Revenue goals
Reactive Model Predictive Model
High Matured organization
Supply on Demand Predict Demand and Supply
Conservative/Delayed Open & Confident Culture,
Transparent/Quick Communication
Communication Creative environment
Quantitative Process (ensure to keep Certified team manages critical
Qualitative Process
certified Developers/PMs) projects better than others
Taking ownership to achieve
Ability Responsibility
Goals and Objectives
Refer best practices and lesson learnt Save TIME, COST and Show
Re-Invent & Re-Create
and Re-Use value addition to customers
Wait for Survey report Predict Customer Satisfaction Capability and Maturity
Resource Pool Competency Development Centre Right Talents Availability
9 DELIVERY EXCELLENCE
BENEFITS OF ACHIVING DELIVERY EXCELLENCE
Organizations with Delivery
Excellence capability can reap
many benefits from all angles.
Partial list of benefits includes
increase revenue, improve
performance, increase productivity
and reduce cost & time.
Unlike Quality Management, benefit of Delivery Excellence goes beyond project
management level, project Level and organization level. It also spreads across
present and future time period. Particularly it helps future growth of the
organization. Benefits achieved through innovations and different initiatives will
continue beyond the project level and will help organization growth. Partial list of
Delivery Excellence key benefits are as follows.
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Project Management Level Project Level Organization Level
On Time Customer Satisfaction Add new customers
On Budget Employee satisfaction Reduce Attrition
On Effort Meet Revenue Goals Improve Profit
Meet Quality goals Improve Productivity Reduce Cost & Time
For more clarity, Delivery Excellence benefits highlighted in Figure-4 as a
calculated comparison view between two scenarios where one is before
implementing Delivery Excellence Group and the next is after implementing
Delivery Excellence Group in an IT Service organization.
Fig-4: Delivery Excellence Benefits Chart
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10 CONCLUSION
SEAL OF DELIVERY EXCELLENCE
Organizations have to encourage
innovations and motivate employees
to implement new initiatives for
achieving Delivery Excellence apart
from monitoring and tracking the
delivery excellence key factors.
Organization can effectively
implement Delivery initiatives by
including subject matter experts to implement the process and award “Seal of
Delivery Excellence” to eligible projects. This process should encourage teams to
go for excellence, identify the innovations and share with internal and external
groups like Baldrige in USA, a National Program for encouraging Performance
Excellence.
Achieving Excellence process should be simple, so that everyone can achieve
excellence. In such case, better to know, “what is Excellence?” Is it like climbing
the Mount Everest or winning a medal in Olympic Games? How can everyone
achieve? Lior Arussy, the author of the book “Excellence Every Day” says
“equating excellence with heroism not only demotivates but also
discourages”. So the conclusion here is to change the mindset after all
“excellence is a habit not a heroic activity”.
“Everyone” is capable of achieving excellence in an organization by meeting or
exceeding stakeholder expectations. Stakeholder means not necessarily limiting
to customers; it can be internal or external team members.
Finally, achieving excellence should be a Daily Goal. Collective effort on the daily
goal across the organization will ensure “Delivery Excellence”.
11 REFERENCE
Azim Premji - (2005), Achieving global excellence through IT, Web Ref.
http://www.grass-roots.in/cache/index.php/1231
Basil Vandegriend – (2007), Achieving Excellence in Software Development,
web ref.
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http://www.basilv.com/psd/blog/2007/achieving-excellence-in-software-
development
BIS – Bureau of Indian Standards (1991), “Performance Criteria” for Rajiv
Gandhi National Quality Award
http://www.apeda.gov.in/apedawebsite/Announcements/Rajiv_Gandhi_Nat
ional_Quality_Award.pdf
BNQP— Baldrige National Quality Program – (2002) “Criteria for Performance
Excellence”
U.S. Department of Comme – National Institute of Standards and Technology
Retrieved from the World Wide Web: www.quality.nist.gov/bcpg.pdf.htm
Cesare Zanasi and Cosimo Rota - (2003) “Project Success Factors”, Reference
from web
http://centmapress.ilb.uni-
bonn.de/ojs/index.php/proceedings/article/viewFile/45/43
Donald Chrusciel and Dr. Dennis W.- (2003) Field "From Critical Success
Factors into Criteria for
Performance Excellence” (Vol. 19-4, Aug 2003)
http://atmae.org/jit/Articles/chrusciel073003.pdf
Guru Prakash Prabhakar Bristol Business School, University of the West of
England, “What is Project
Success: A Literature Review” International Journal of Business and
Management September, 2008
Harry V. Roberts, Bernard F. Sergesketter – (1993) “Quality is Personal” – A
Foundation for
Total Quality Management, The Free Press, NY, USA
History of Japanese Quality Movement, web ref.
http://www.wtec.org/loyola/ep/c6s1.htm
Japan celebrates Super 30 success - Giridhar Jha - 22 Jun, 2011 Web Ref.
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http://in.education.yahoo.com/news/yedumailtoday/japan-celebrates-super-30-
success-20110622
Lior Arussy - (2008), Excellence Every Day, Make the Daily Choice - Inspire Your
Employees and Amaze
Your Customers, Printed in NY, USA. Pp. 143-153.
Murali Chemuturi and Thomas M. Cagley, JR. – (2010), Mastering Software
Project Management,
Best Practices, Tools and Techniques, J. Ross Publishing, FL, USA
NTCP Diamond Model (SHENHAR, A.J., DVIR, D. 2004) web reference:
http://giorgiomartorell.blogspot.com/2010/08/ntcp-model.html
Singapore Government’s “Managing for Excellence” in CPIB
CPIB - Corrupt Practices Investigation Bureau,
http://app.cpib.gov.sg/cpib_new/user/default.aspx?pgID=159
Super 30 - Anand Kumar, web reference:
http://en.wikipedia.org/wiki/Anand_Kumar
Vasanthi Perumal, Abu Hassan Abu Bakar, Arman Abd Razak, Shardy Abdullah,
Aidah Awang – (2010)
“Critical success factors for sustainable housing: a framework from the project
management view”
Asian Journal of Management research, University Sains Malaysia, Pulau
Pinang, Malaysia
Web Ref. http://ipublishing.co.in/ajmrvol1no1/EIJMRS1007.pdf
Venkat Ramasamy., Francis Gouillaet (2010): “The Power of Co-Creation”, Build
it with them to boost growth, productivity, and Profits. Free press, NY.USA Pp.
38-39
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12 Author Profile
Peter has 18+ years of experience in information technology progressing
from development, project management and program management. He is
currently working with MindTree, Bangalore as Associate Director.
Peter is a certified Project Management Professional (PMP) from PMI,
USA. He has experience in developing project management tools and
identifying techniques to improve overall performance and productivity.
His area of focus is achieving Delivery Excellence by using the right Tools
and Techniques.
John has done degree from Thyagarajar College of Engineering, Madurai
and MS from BITS, Pilani.
johnpeter_devesahayam@mindtree.com
peter2pmp@yahoo.com
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