The document summarizes an engineering symposium that will take place on April 8, 2009 in Karachi, Pakistan. The symposium will focus on engineering excellence and discuss topics like strategic frameworks, self-assessment models, business process re-engineering, lean management, employee participation, ISO certification, and monitoring non-financial indicators. The objectives are to provide hands-on knowledge of managing engineering organizations and making use of cultural values to achieve high productivity and efficiency.
Introduction
A recent study of experienced product managers from different companies and industries showed that there are common challenges impacting their effectiveness and productivity. This discussion will help you understand key tips to differentiate yourself and accelerate you career. It will help you understand how to position yourself to find a new opportunity or get promoted. We will identify how you can increase your skills to enhance your worth. We will also discuss ways to define and sharpen your value proposition. This discussion is for those of you who want to accelerate your career, obtain a promotion, or find your next job opportunity.
Objectives
• Understand how to answer the question: Why should I hire or promote you over others?
• What's your value proposition as a product manager or marketing manager?
• What can you do to accelerate your career in product management or product marketing?
Description
This discussion will help you understand key tips to differentiate yourself and accelerate you career. Learn how to convince a prospective employer why they should hire you or why they should promote you over others. We will identify how you can enhance your worth by increasing your transferable skills. We will also discuss ways to identify your unique selling propositions.
Connect with me at http:/linkd.in/hdelcastillo for more information regarding AIPMM membership or certification courses in your area.
Let me know how I can help you create and implement a product strategy and product planning process successfully to grow your technology-based business.
Introduction
A recent study of experienced product managers from different companies and industries showed that there are common challenges impacting their effectiveness and productivity. This discussion will help you understand key tips to differentiate yourself and accelerate you career. It will help you understand how to position yourself to find a new opportunity or get promoted. We will identify how you can increase your skills to enhance your worth. We will also discuss ways to define and sharpen your value proposition. This discussion is for those of you who want to accelerate your career, obtain a promotion, or find your next job opportunity.
Key Takeaways
1. Organize your search.
2. Expand your professional network.
3. Stand out from the crowd.
4. Market early, market often.
5. Deliver value, success will follow.
7. Expand your knowledge.
8. Find a great workplace.
Connect with me for more information regarding AIPMM membership or training courses in your area.
Let me know how I can help you create and implement a product strategy and product planning process successfully to grow your technology-based business.
Hector Del Castillo, AIPMM
linkd.in/hdelcastillo
Introduction
A recent study of experienced product managers from different companies and industries showed that there are common challenges impacting their effectiveness and productivity. This discussion will help you understand key tips to differentiate yourself and accelerate you career. It will help you understand how to position yourself to find a new opportunity or get promoted. We will identify how you can increase your skills to enhance your worth. We will also discuss ways to define and sharpen your value proposition. This discussion is for those of you who want to accelerate your career, obtain a promotion, or find your next job opportunity.
Objectives
• Understand how to answer the question: Why should I hire or promote you over others?
• What's your value proposition as a product manager or marketing manager?
• What can you do to accelerate your career in product management or product marketing?
Description
This discussion will help you understand key tips to differentiate yourself and accelerate you career. Learn how to convince a prospective employer why they should hire you or why they should promote you over others. We will identify how you can enhance your worth by increasing your transferable skills. We will also discuss ways to identify your unique selling propositions.
Connect with me at http:/linkd.in/hdelcastillo for more information regarding AIPMM membership or certification courses in your area.
Let me know how I can help you create and implement a product strategy and product planning process successfully to grow your technology-based business.
Introduction
A recent study of experienced product managers from different companies and industries showed that there are common challenges impacting their effectiveness and productivity. This discussion will help you understand key tips to differentiate yourself and accelerate you career. It will help you understand how to position yourself to find a new opportunity or get promoted. We will identify how you can increase your skills to enhance your worth. We will also discuss ways to define and sharpen your value proposition. This discussion is for those of you who want to accelerate your career, obtain a promotion, or find your next job opportunity.
Key Takeaways
1. Organize your search.
2. Expand your professional network.
3. Stand out from the crowd.
4. Market early, market often.
5. Deliver value, success will follow.
7. Expand your knowledge.
8. Find a great workplace.
Connect with me for more information regarding AIPMM membership or training courses in your area.
Let me know how I can help you create and implement a product strategy and product planning process successfully to grow your technology-based business.
Hector Del Castillo, AIPMM
linkd.in/hdelcastillo
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a collection of PowerPoint diagrams and templates used to convey 100 different business excellence frameworks comprising key strategy, marketing, sales, finance, operations, innovation, IT, technology management, leadership, organization, change and HR models.
The latest updates and additions include frameworks such as SHRM Competency Model, ISO 31000:2018 Risk Management, EFQM (2019), ITIL 4, COBIT 2019, PMBOK 6, Data Management Maturity (DMM) Model, IT4IT Reference Architecture (V2.1), TBM Taxonomy (V3.0) and TOGAF Standard (V9.2) among others.
The frameworks are organized into seven categories:
1. Strategy & Organization
2. Finance & Governance
3. Marketing & Sales
4. Operations, Supply Chain Management & Procurement
5. Innovation & Technology Management
6. Leadership, Change & HR
7. IT Management
[To download this presentation, visit: https://www.oeconsulting.com.sg/training-presentations]
Organizations need strategic planning because the world changes constantly. It is foolhardy and unrealistic to assume that economic conditions, consumer needs and expectations, competition in the marketplace, or a host of other factors will remain the same for two, three or five years into the future.
Insights from strategy consultants such as McKinsey and Gartner have revealed that although strategic planning is a basic business practice, many organisations are struggling to make it work--the results often fail to meet expectations.
Moreover, our research and experience have found that most strategic planning processes are poorly conceptualised and poorly executed; the process is often not very creative, and it is tactical rather than strategic in nature; and the so-called strategic plan rarely impacts the day-to-day decisions made in the organization.
To be successful, a strategic planning process should provide a template against which all such decisions can be evaluated.
What this guide will focus is not so much on "strategy tools," but a step-by-step systematic approach to strategic planning. The strategic planning process presented consists of eight sequential steps to guide organizational leaders and key stakeholders to plan and create its future. The Eight Steps of Strategic Planning include:
- Step 1: Plan the Planning Process
- Step 2: Define Shared Values and Mission
- Step 3: Analyze the Current Organizational Profile
- Step 4: Create an Inspiring Vision
- Step 5: Compare Current to Envisioned Organization
- Step 6: Develop Strategies, Objectives and Plans
- Step 7: Execute Action Plans
- Step 8: Monitor Results and Make Improvements
This comprehensive Strategic Planning PPT training presentation provides a model for transforming organizations and contains seven ingredients that are necessary for such transformations; that is, the strategic planning:
- Is future focused
- Is leadership driven, not leader driven
- Provides for a high level of organizational involvement
- Produces a plan that is widely understood and accepted
- Produces a plan that is comprehensive and detailed
- Is a model that can be rigorously applied
- Provides the energizing force to drive the transformation
As a process guide, the steps presented offer a unique and powerful approach to strategic planning. The steps and/or sub-steps may be adapted to suit the specific needs and desires of the organization.
LEARNING OBJECTIVES
1. Acquire knowledge on the key concepts and principles of strategic planning
2. Describe the eight-step strategic planning process and the key frameworks and tools
3. Define the key factors for successful strategic planning
CONTENTS
1. Key Concepts and Principles of Strategic Planning
2. Strategic Planning Process: The Eight-step Strategic Planning Model
3. Key Strategy Frameworks and Tools
4. Strategic Planning Best Practices
This presentation is a collection of PowerPoint diagrams and templates used to convey 40 different total quality management frameworks/models.
FRAMEWORKS/MODELS INCLUDE:
1. Deming's 14 Points for Management
2. Juran's 10 Steps to Quality Improvement
3. Crosby's Four Absolutes of Quality
4. Ishikawa's Six Principles for Quality Transformation
5. Toyota's 14 Management Principles ("The Toyota Way")
6. Baldrige Excellence Framework
7. EFQM Excellence Model
8. Australian Business Excellence Framework
9. Canadian Framework for Business Excellence
10 Deming Prize Framework
11. Singapore Business Excellence Framework
12. Total Quality Management Model (Oakland)
13. ISO 9001 Quality Management Model
14. Kano Model
15. Balanced Scorecard
16. Hoshin Kanri Strategy Deployment
17. Xerox Benchmarking Model
18. Deming Cycle (PDCA Cycle)
19. PDCA Problem Solving Process
20. 8D (Eight Disciplines) Problem Solving Process
21. Cause & Effect Diagram
22. Six Sigma
23. Cost of Quality Model
24. 1-10-100 Rule
25. Mistake Proofing Process
26. The Seven QC Tools
27. Process Model
28. Business Process Reengineering (BPR)
29. APQC Process Classification Framework (PCF)
30. Customer Journey Mapping
31. RATER Model for Service Quality
32. The Toyota Production System
33. Five Principles of Lean
34. Eight Types of Waste
35. Six Steps of Kaizen
36. House of Gemba
37. Gemba Framework
38. 5S Principles
39. Covey's Seven Habits Model
40. Kotter's Eight Phases of Change
To download this presentation, visit: http://www.oeconsulting.com.sg
How to create a strong team that is constantly trying to impriove processes and productivity.
Enables teams to determine how they would want to begin and maintain the journey.
An easy read plus descriptive materials to help teams setup strong improvement culture within the company and also within departments.
في هذه المحاضرة تحدثت عن التغيير المتوقع حدوثه في النسخة الجديدة للدليل المعرفي لإدارة المشاريع
PMBOK 7th Edition
حيث أعطيت نبذة مختصرة عن النسخ السابقة للدليل المعرفي لإدارة المشاريع ثم تحدثت عن سبب التغيير للنسخة الجديدة وما هي أسباب هذا التغيير.
بعدها تطرقت للتغيير الذي تم من الدليل المعرفي لإدارة المشاريع النسخة السادسة إلى الدليل المعرفي لإدارة المشاريع النسخة السابعة المتوقع صدورها في الربع الرابع من العام 2020
وضحت بالتفصيل التغيير الذي تم على
Standard of the Project Management
وأيضا التغيير الذي تم على
Guide of the Project Management Body of Knowledge
حيث يعتبر هذا التغيير تاريخي بتحول الدليل المعرفي لإدارة المشاريع النسخة السابعة معتمدا على
Principled Based
بديلا عن
Processed Based
مما استدعى ابعاد
Process Groups, Knowledge areas and ITTO
بالكامل في الدليل المعرفي لإدارة المشاريع النسخة السابعة وذلك لكي يكون مناسبا للاستفادة من كل العاملين في إدارة المشاريع بغض النظر عن الطريقة التي سيديرون بها مشاريعهم سواء كانت
Waterfall or Agile or Design Thinking or Lean Startup or Kanban or Hybrid or any approaches
وأيضا تحدثت عن المنصة الرقمية الجديدة التي سيتم نقل كل ما يسهل الممارسة العملية في إدارة المشاريع وربطها بكل ما صدر من معهد إدارة المشاريع
PMI Digital Content Platform: Standards Plus™
يمكنك الاطلاع على المحاضرة على قناتي على اليوتيوب على هذا الرابط:
https://youtu.be/DGaaLKBJMAA
Introduction
Innovation is a central element of business growth strategy within companies that aim to generate added value for their customers, the company itself, and other stakeholders. While many company executives and business leaders agree that in order for their companies to survive today’s increasingly global marketplace, they must face the unpleasant truth that there may have to be fundamental changes in who they are, what they do, and how they do it. Few executives feel their companies are good at the specific processes and tactics frequently tied to successful innovation, such as generating breakthrough ideas, selecting the right ideas, prototyping, and developing business cases. We will provide insights to help you define and implement a process to drive innovation within your company using a sustainable approach to ignite business growth.
Key Takeaways
1. Discover insights.
• Discover unmet customer needs
• Identify customer segments
• Know your competitive landscape
2. Align strategies with needs.
• Create alignment
• Communicate strategic objectives
3. Mind your company’s culture.
• Focus on shared values
• Eliminate organizational silos
4. Adopt a process.
• Integrate innovation
• Identify key resources
• Define key deliverables
5. Deliver value, success will follow.
• Direct the internal value chain
6. Align your business model
• Use leading productivity tools
• Make your business case
Connect with me for more information regarding AIPMM membership or certification courses in your area.
Let me know how I can help you create and implement a product strategy and product planning process successfully to grow your technology-based business.
Hector Del Castillo, AIPMM
linkd.in/hdelcastillo
APM event held on 8 March 2018, sponsored by the SWWE branch.
Guest speaker, Merys Hopkins, first looked at portfolios, which APM define as a grouping of an organisations projects and programmes. The grouping can be by geographical location, capability, customer type, etc, as determined by the organisation’s circumstances. The portfolio should be designed to maximise return on investment, maintain skills in the workforce, and to aid control of costs and benefits.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a collection of PowerPoint diagrams and templates used to convey 100 different business excellence frameworks comprising key strategy, marketing, sales, finance, operations, innovation, IT, technology management, leadership, organization, change and HR models.
The latest updates and additions include frameworks such as SHRM Competency Model, ISO 31000:2018 Risk Management, EFQM (2019), ITIL 4, COBIT 2019, PMBOK 6, Data Management Maturity (DMM) Model, IT4IT Reference Architecture (V2.1), TBM Taxonomy (V3.0) and TOGAF Standard (V9.2) among others.
The frameworks are organized into seven categories:
1. Strategy & Organization
2. Finance & Governance
3. Marketing & Sales
4. Operations, Supply Chain Management & Procurement
5. Innovation & Technology Management
6. Leadership, Change & HR
7. IT Management
[To download this presentation, visit: https://www.oeconsulting.com.sg/training-presentations]
Organizations need strategic planning because the world changes constantly. It is foolhardy and unrealistic to assume that economic conditions, consumer needs and expectations, competition in the marketplace, or a host of other factors will remain the same for two, three or five years into the future.
Insights from strategy consultants such as McKinsey and Gartner have revealed that although strategic planning is a basic business practice, many organisations are struggling to make it work--the results often fail to meet expectations.
Moreover, our research and experience have found that most strategic planning processes are poorly conceptualised and poorly executed; the process is often not very creative, and it is tactical rather than strategic in nature; and the so-called strategic plan rarely impacts the day-to-day decisions made in the organization.
To be successful, a strategic planning process should provide a template against which all such decisions can be evaluated.
What this guide will focus is not so much on "strategy tools," but a step-by-step systematic approach to strategic planning. The strategic planning process presented consists of eight sequential steps to guide organizational leaders and key stakeholders to plan and create its future. The Eight Steps of Strategic Planning include:
- Step 1: Plan the Planning Process
- Step 2: Define Shared Values and Mission
- Step 3: Analyze the Current Organizational Profile
- Step 4: Create an Inspiring Vision
- Step 5: Compare Current to Envisioned Organization
- Step 6: Develop Strategies, Objectives and Plans
- Step 7: Execute Action Plans
- Step 8: Monitor Results and Make Improvements
This comprehensive Strategic Planning PPT training presentation provides a model for transforming organizations and contains seven ingredients that are necessary for such transformations; that is, the strategic planning:
- Is future focused
- Is leadership driven, not leader driven
- Provides for a high level of organizational involvement
- Produces a plan that is widely understood and accepted
- Produces a plan that is comprehensive and detailed
- Is a model that can be rigorously applied
- Provides the energizing force to drive the transformation
As a process guide, the steps presented offer a unique and powerful approach to strategic planning. The steps and/or sub-steps may be adapted to suit the specific needs and desires of the organization.
LEARNING OBJECTIVES
1. Acquire knowledge on the key concepts and principles of strategic planning
2. Describe the eight-step strategic planning process and the key frameworks and tools
3. Define the key factors for successful strategic planning
CONTENTS
1. Key Concepts and Principles of Strategic Planning
2. Strategic Planning Process: The Eight-step Strategic Planning Model
3. Key Strategy Frameworks and Tools
4. Strategic Planning Best Practices
This presentation is a collection of PowerPoint diagrams and templates used to convey 40 different total quality management frameworks/models.
FRAMEWORKS/MODELS INCLUDE:
1. Deming's 14 Points for Management
2. Juran's 10 Steps to Quality Improvement
3. Crosby's Four Absolutes of Quality
4. Ishikawa's Six Principles for Quality Transformation
5. Toyota's 14 Management Principles ("The Toyota Way")
6. Baldrige Excellence Framework
7. EFQM Excellence Model
8. Australian Business Excellence Framework
9. Canadian Framework for Business Excellence
10 Deming Prize Framework
11. Singapore Business Excellence Framework
12. Total Quality Management Model (Oakland)
13. ISO 9001 Quality Management Model
14. Kano Model
15. Balanced Scorecard
16. Hoshin Kanri Strategy Deployment
17. Xerox Benchmarking Model
18. Deming Cycle (PDCA Cycle)
19. PDCA Problem Solving Process
20. 8D (Eight Disciplines) Problem Solving Process
21. Cause & Effect Diagram
22. Six Sigma
23. Cost of Quality Model
24. 1-10-100 Rule
25. Mistake Proofing Process
26. The Seven QC Tools
27. Process Model
28. Business Process Reengineering (BPR)
29. APQC Process Classification Framework (PCF)
30. Customer Journey Mapping
31. RATER Model for Service Quality
32. The Toyota Production System
33. Five Principles of Lean
34. Eight Types of Waste
35. Six Steps of Kaizen
36. House of Gemba
37. Gemba Framework
38. 5S Principles
39. Covey's Seven Habits Model
40. Kotter's Eight Phases of Change
To download this presentation, visit: http://www.oeconsulting.com.sg
How to create a strong team that is constantly trying to impriove processes and productivity.
Enables teams to determine how they would want to begin and maintain the journey.
An easy read plus descriptive materials to help teams setup strong improvement culture within the company and also within departments.
في هذه المحاضرة تحدثت عن التغيير المتوقع حدوثه في النسخة الجديدة للدليل المعرفي لإدارة المشاريع
PMBOK 7th Edition
حيث أعطيت نبذة مختصرة عن النسخ السابقة للدليل المعرفي لإدارة المشاريع ثم تحدثت عن سبب التغيير للنسخة الجديدة وما هي أسباب هذا التغيير.
بعدها تطرقت للتغيير الذي تم من الدليل المعرفي لإدارة المشاريع النسخة السادسة إلى الدليل المعرفي لإدارة المشاريع النسخة السابعة المتوقع صدورها في الربع الرابع من العام 2020
وضحت بالتفصيل التغيير الذي تم على
Standard of the Project Management
وأيضا التغيير الذي تم على
Guide of the Project Management Body of Knowledge
حيث يعتبر هذا التغيير تاريخي بتحول الدليل المعرفي لإدارة المشاريع النسخة السابعة معتمدا على
Principled Based
بديلا عن
Processed Based
مما استدعى ابعاد
Process Groups, Knowledge areas and ITTO
بالكامل في الدليل المعرفي لإدارة المشاريع النسخة السابعة وذلك لكي يكون مناسبا للاستفادة من كل العاملين في إدارة المشاريع بغض النظر عن الطريقة التي سيديرون بها مشاريعهم سواء كانت
Waterfall or Agile or Design Thinking or Lean Startup or Kanban or Hybrid or any approaches
وأيضا تحدثت عن المنصة الرقمية الجديدة التي سيتم نقل كل ما يسهل الممارسة العملية في إدارة المشاريع وربطها بكل ما صدر من معهد إدارة المشاريع
PMI Digital Content Platform: Standards Plus™
يمكنك الاطلاع على المحاضرة على قناتي على اليوتيوب على هذا الرابط:
https://youtu.be/DGaaLKBJMAA
Introduction
Innovation is a central element of business growth strategy within companies that aim to generate added value for their customers, the company itself, and other stakeholders. While many company executives and business leaders agree that in order for their companies to survive today’s increasingly global marketplace, they must face the unpleasant truth that there may have to be fundamental changes in who they are, what they do, and how they do it. Few executives feel their companies are good at the specific processes and tactics frequently tied to successful innovation, such as generating breakthrough ideas, selecting the right ideas, prototyping, and developing business cases. We will provide insights to help you define and implement a process to drive innovation within your company using a sustainable approach to ignite business growth.
Key Takeaways
1. Discover insights.
• Discover unmet customer needs
• Identify customer segments
• Know your competitive landscape
2. Align strategies with needs.
• Create alignment
• Communicate strategic objectives
3. Mind your company’s culture.
• Focus on shared values
• Eliminate organizational silos
4. Adopt a process.
• Integrate innovation
• Identify key resources
• Define key deliverables
5. Deliver value, success will follow.
• Direct the internal value chain
6. Align your business model
• Use leading productivity tools
• Make your business case
Connect with me for more information regarding AIPMM membership or certification courses in your area.
Let me know how I can help you create and implement a product strategy and product planning process successfully to grow your technology-based business.
Hector Del Castillo, AIPMM
linkd.in/hdelcastillo
APM event held on 8 March 2018, sponsored by the SWWE branch.
Guest speaker, Merys Hopkins, first looked at portfolios, which APM define as a grouping of an organisations projects and programmes. The grouping can be by geographical location, capability, customer type, etc, as determined by the organisation’s circumstances. The portfolio should be designed to maximise return on investment, maintain skills in the workforce, and to aid control of costs and benefits.
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LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
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3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
In the Adani-Hindenburg case, what is SEBI investigating.pptxAdani case
Adani SEBI investigation revealed that the latter had sought information from five foreign jurisdictions concerning the holdings of the firm’s foreign portfolio investors (FPIs) in relation to the alleged violations of the MPS Regulations. Nevertheless, the economic interest of the twelve FPIs based in tax haven jurisdictions still needs to be determined. The Adani Group firms classed these FPIs as public shareholders. According to Hindenburg, FPIs were used to get around regulatory standards.
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
VAT Registration Outlined In UAE: Benefits and Requirementsuae taxgpt
Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
https://viralsocialtrends.com/vat-registration-outlined-in-uae/
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
Building Your Employer Brand with Social MediaLuanWise
Presented at The Global HR Summit, 6th June 2024
In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement – helping to position your organization as an employer of choice in today's competitive talent landscape.
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
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2. OBJECTIVES
1.To provide a hands-on knowledge and
experience of introducing both qualitative
and quantitative ingredients of excellence of
managing an engineering organisation
2.To be able to make use of our own cultural
values to achieve high productivity and
efficiency
2
SKP 04/09
SKP 04/09
7. STRATEGIC FOCUS
MISSION
We deliver innovative customer driven products, services and system
solutions in the field of power engineering for domestic and
international markets.
We aspire to become a key regional player in the targeted business
segments with world class manufacturing, continuous improvements
and optimized skills and resources to exceed customer needs.
We measure our success by achieving sustained growth and
profitability, employee and customer satisfaction and positive impact
on society.
7
SKP 04/09
SKP 04/09
8. STRATEGIC FOCUS
VALUES
Integrity and Trust : we act with integrity and mutual
trust in everything we do.
Responsibility and Ownership : we are
responsible for, and take ownership of, all our actions.
Team Work : we achieve our common goal through
equal participation at all levels by working together,
benefiting from the synergies released by differing opinions.
Obligation to Society : we recognise our obligation
to the society in which we live and operate.
8
SKP 04/09
SKP 04/09
9. STRATEGIC FOCUS
GOALS
People
Product leadership
Customer Focus
Skill and Resource Utilization
Good Citizenship
Growth and Profitability
9
SKP 04/09
SKP 04/09
10. STRATEGIC FOCUS
Mission & Values
Strategic Business Plan
6 Goals
Objectives
Personal MBOs
Measures
Action Plans Budget
EQA Self Assessment
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11. STRATEGIC FOCUS
STRATEGIC FRAMEWORK
OBJECTIVES
GOALS MEASURES ACTION PLANS
People
Product
M Leadership
I
Customer
S Focus
S
I Skill & Resource
Utilization
O
N Good
N Citizenship
Growth &
Profitability
VALUES
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12. SELF ASSESSMENT
EUROPEAN QUALITY AWARD
13
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13. SELF ASSESSMENT
Primary Purposes
Self assessment of all major areas to be
considered in designing, evaluating and
improving quality systems.
14
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14. SELF ASSESSMENT
Evaluation Model
People People
Management Satisfaction
9% 9%
Business
Leadership Policy & Processes Customer
Results
Strategy Satisfaction
10% 8% 20%
14%
15%
Impact on
Resources
Society
9%
6%
Enablers Approach Results
15
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15. SELF ASSESSMENT
Actual Potential
Criterion
(%) (%)
1. Leadership 29 71
2. Policy and Strategy 34 66
3. People Management 23 77
4. Resources 29 71
5. Processes 34 66
6. Customer Satisfaction 26 74
7. People Satisfaction 13 87
8. Impact on Image 20 80
9. Business Results 29 71
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16. SELF ASSESSMENT
Policy & Strategy
Leadership
8
9 People Management
10
Business
Results 2.16 1.8
2.9
2.34
15 9 Resources
6.6 6.72
6 0.72
Image on Society
14 Processes
10.2
1.08
9
People Satisfaction
Customer Satisfaction
20
17
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18. SELF ASSESSMENT
1. Governance
2. Financial Performance
3. Customer Satisfaction
4. Commitment to Employees
5. Risk Management and Prevention
6. Respect for the Environment
7. Innovation
8. Community Involvement
9. Dialogue and Consensus-Building
10.Continuous Improvement
19
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19. PROCESS RE-ENGINEERING
THE BUSINESS PROCESSES
Order Fulfillment I : Enquiry
to Order & Design finalisation Order Fulfillment II: Order &
Design finalisation upto
delivery & warranty end
Sales
Design
Commercial
Production
Planning
Materials
Management
20
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20. PROCESS RE-ENGINEERING
THE GREENFIELD CONCEPT
Centers of Excellence
Process Focus Teams
Commercial KK KKK
Strategic
(K) KKK KK
VV VVV
Sales (V)
Tactical
VVVVVV
TTT TTTT
Technical
Operational
(T) TTTTTTTTTT
VT
T
KVP K
Production
V TK PPP PPP
K
KVT (P)
PP
PPP
P P TT
PPPPPPP
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22. Objectives achieved
• Productivity increased by three times – 3
completely tested panels per shift.
• Quality of workmanship improved
drastically – Zero defect.
• No stocking of material at shop floor.
• Elimination of non-value adding activities.
• Multi-skilled work force.
• Reduced Stocks.
• Improved customer deliveries.
25
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28. EMPLOYEE PARTICIPATION /
EMPOWERMENT
• skill developments • job rotation
Schedule of Job Rotation
1997
S. TRADE POWER MARKING PUNCHING MANNUAL DIGITAL DRILLING
CARD PRESS TABLE NOVO BENDING BENDING MACHINE
NO. NAME OF WORKER NO. PRESS
1/5 - 30/8 1/9 - 31/12
MUMTAZ ALAM 20092
1 G. L.
1/9 - 31/12 1/5 - 30/8
AFZAL BAIG BENDING M/C 20005
2
1/9 - 31/12 1/5 - 30/8
SHOUKAT ALI BENDING M/C 20147
3
1/9 - 31/12
SOHAIL AHMED PUNCHING M/C 20002
4
1/5 - 30/8 1/9 - 31/12
BILAL
5 SHEARING M/C
1/6 - 30/8 1/9 - 31/12
6 HYDER UL MURTAZA MARKING
1/9 - 31/12 1/6 - 30/8
JAVED IQBAL
7 MARKING
1/5 - 30/8 1/9 - 31/12
NOORUDDIN
8 PUNCHING M/C
1/9 - 31/12
AHSAN SHEARING M/C 20027
9
1/9 - 31/12 1/5 - 30/8
M. HUSSAIN
10 DRILLING M/C
LEGEND:
UNDER TRAINING
TRAINING COMPLETE
_____________________________
( DEPARTMENT INCHARGE - P3 )
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29. EMPLOYEE PARTICIPATION /
EMPOWERMENT
• trends in performance
• absenteeism
Attendance Record of Tool and Die Dept Price of non-
8000 conformities
R
U 7000 1997 1996
P 6000
E
5000 Average Price
E
Average Price
Rs. 1517.94 per
S 4000
month Rs. 4701.00 per
month
3000
2000
1000
0
NOV
OCT
JAN
FEB
APR
JUN
DEC
SEP
MAY
JUL
AUG
MAR
MONTHS
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30. EMPLOYEE PARTICIPATION /
EMPOWERMENT
INTERACTIVE
BOARDS
Empower the
employees to voice
their problems.
33
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32. EMPLOYEE PARTICIPATION /
EMPOWERMENT
• quality targets • kaizen team themes
ALSTOM Pakistan (Private) Limited
TIGERS JAGUARS
EAGLES
TO REDUCE PRICE OF NON-
CONFORMANCE BY 30% IN 1997 AS
MV/LV
SHAHEENS LEOPARDS
COMPARED TO THAT OF 1996
ASSEMBLY
TO ENHANCE THE SKILLS OF THE
WORKERS IN THE DEPARTMENT AT
LEAST BY 30%.
HAWKS FALCONS PANTHERS LIONS
35
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34. EMPLOYEE PARTICIPATION /
EMPOWERMENT
PRACTICING THE STATISTICAL QUALITY CONTROL
MACHINE
MAN
Unskilled Workers Shortage of tools
Lack of
supervision Disturbed worker Improper
tools
EXCESSIVE WIRING
Components TIME OF RK-PANEL
not available Uncomfortable
working height
Design of interlocking in time Plug wiring
plate
Uncomfortable Most of the wiring
Unnecessary Inst. working environment dependent on panel
mounting plate structure assy.
Non-conformance to
FK-2000 philosophy
Design of Inst. door mtg. +
inst. box wiring
MATERIAL METHOD
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35. EMPLOYEE PARTICIPATION /
EMPOWERMENT
OPEN HOUSE
Appreciation of Work &
Social Interaction of
Employees and their
Families
38
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36. WORLDWIDE
RECOGNITION
ISO 9001 – Quality Systems
ISO 18001 – OHSAS
ISO 14001 - Environment
APK-HR 05/97
APK 09/02 04/09 3939
ALSTOM Pakistan (Private) Limited
SKP
37. QUALITY MANAGEMENT SYSTEM (QMS) IS0 9001:2000
►MAINTAIN A QUALITY MANAGEMENT SYSTEM
►MANAGEMENT RESPONSIBILITY.
►RESOURCE MANAGEMENT.
►PRODUCT REALIZATION.
►CONTINUAL IMPROVEMENT OF SYSTEM
►CUSTOMER SATISFACTION.
►PROCESS APPROACH.
►BASIC MODEL PDCA ► DO ► ►
PLAN CHECK ACT
►CONTINUAL IMPROVEMENT IN PROCESSES & PRODUCTIVITY.
►MONITORING AND MEASUREMENT OF EFFECTIVENESS OF QMS
►CORRECTIVE & PREVENTIVE ACTIONS FOR OVER ALL IMPROVEMENT OF QMS.
APK-HR 05/97
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SKP
38. ENVIRONMENTAL MANAGEMENT SYSTEM (EMS) IS0 14001:2004
►ORGANIZATION ARE ABLE TO ASSESS THEIR ENVIRONMENTAL PERFORMANCE.
►CONTINUAL IMPROVEMENT IN ENVIRONMENTAL PERFORMANCE OF ORGANIZATION &
FULLFILL THE REQUIREMENT OF THE NATIONAL ENVIRONMENT QUALITY STANDARDS (NEQS)
& ENVIRONMENTAL PROTECTION AGENCY (EPA).
►OPERATIONAL CONTROL OVER SIGNIFICANT ENVIRONMENTAL ASPECTS
ASSOCIATED WITH THE ACTIVITIES OF ORGANIZATION.
►DEMONSTARTE THE ORGANIZATION SENSE OF RESPONSIBILITY TOWARDS
ENVIRONMENT & ECO –SYSTEM & MINIMIZE ENVIRONMENTAL FOOTPRINT.
►IMPLEMENTATION OF EFFECTIVE ENVIRONMETAL MANAGEMENT SYSTEM.
►ENVIRONMETAL ISSUES:AIR, NOISE, CONTAMINATION TO LAND, GROUND WATER, CO2,
EMISSIONS, (GHG) GREENHOUSE GASES, WASTE WATER FROM INDUSTRIES, ELECTRICITY.
►PREVENT LIABILITIES & ALSO PREVENT RISK, IMPROVE IN WORKING CONDITION.
►BASIC MODEL PDCA ► DO ► ►
PLAN CHECK ACT
►MEASURE & REPORT WITH SIGNIFICANT ENVIRONMENTAL ASPECTS IN ORDER
TO FACILITATE THE DIALOGUE WITH THE STAKEHOLDERS.
►CORRECTIVE & PREVENTIVE ACTIONS FOR OVER ALL IMPROVEMENT OF EMS.
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SKP
39. OCCUPATIONAL HEALTH & SAFTEY ASSESSMENT SERIES (OHSAS) 18001:1999
►ABILITIY TO DEAL WITH ALL SORTS OF OCCUPATIONAL HAZARDS RELATED TO
PLACE, PERSON, PROCESS & MACHINE OF ORGANIZATION.
►EFFECTIVE OH&S MANAGEMENT SYSTEM LOWER THE RATE OF ACCIDENTS AND ALSO
AFTER ACCIDENTS COST.
►INLINE WITH INTERNATIONAL LABOUR ORGANIZATION LAWS (ILO) & LABOUR RULES OF COUNTRY.
►GENERIC SYSTEM CAN BE INTEGRATED EFFECTIVLEY WITH OTHER INTERNATIONAL MANAGEMENT
SYSTEM FOR EXAMPLE (ISO).
►DEMONSTRATES ORGANIZATION’S REPONSIBILITY TOWARDS SOCIAL VALUES & ITS WORK FORCE.
►CONTINUAL IMPROVEMENT MINIMIZES THE RISKS & ACCIDENTS INCREASE EFFICIENCY OF
ORGANIZATION.
►BASIC MODEL PDCA ► DO ► ►
PLAN CHECK ACT
►CONTINUAL IMPROVEMENT IN PROCESSES & PRODUCTIVITY.
►MONITORING AND MEASUREMENT OF EFFECTIVENESS OF OH&S MANAGEMENT SYSTEM.
►HAZARD IDENTIFICATION & RISK ASSESSMENT WITH OPERATIONAL CONTROL CAN MINIMIZE
ACCIDENTS.
►EMERGENCY PREPAREDNESS & RESPONSE PLAN HELP ORGANIZATION TO RESPOND TO ACTUAL
EMERGENCY SITUATIONS & PREVENT OR MITIGATE ASSOCIATED ADVERSE OH&S CONSEQUENCES.
► IMPROVE THE HEALTH AND WORKING CONDITIONS FOR STAFF & WORKERS.
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SKP
41. DASHBOARD CONCEPT
SUSTAINABLE DEVELOPMENT & CONTINUOUS
IMPROVEMENT INDICATORS
- SAFETY
•Frequency Rate, Severity Rate and Number of accidents
- ENVIRONMENT
• Water consumption
• Energy consumption
Electricity consumption
• GreenHouse Gases
SF6 Emissions
• Paper
• Waste
APK-HR 05/97
APK 09/02 04/09 4444
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SKP
42. QUALITY INDICATORS
OBJECTIVE:
To measure the progress in
productivity
&
set targets to increase productivity.
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ALSTOM Pakistan (Private) Limited
SKP
43. QUALITY INDICATORS
INDICATOR GROUP INDICATOR
EHS Number of lost time accidents
CUSTOMER COMPLAINTS Number of received customer
complaints during the period
CUSTOMER COMPLAINTS % of acknowledgement done to
customer within 24 hours
CUSTOMER COMPLAINTS % of customer complaints closed
on time during the period
PRODUCT QUALITY Product quality related costs
PRODUCT QUALITY First Pass Yield
SUPPLIER QUALITY External Supplier Quality Rate %
HUMAN RESOURCES Total Head Count (as end of
the month)
HUMAN RESOURCES Absenteeism
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SKP
44. QUALITY INDICATORS
INDICATOR GROUP INDICATOR
COMMERCIAL Margin on direct costs on orders
booked %
COMMERCIAL Gross Margins on orders booked %
SALES (HIT RATES) Hit Rate on offers (numbers) in %
SALES (HIT RATES) Hit Rate on offers (volume) in %
PROJECT Margin on direct cost deviation
PROJECT Gross Margin deviation
SUPPLY CHAIN Customer on time in full delivery
SUPPLY CHAIN Supplier on time in full delivery
SUPPLY CHAIN Manufacturing Productivity
SUPPLY CHAIN Total Gross Inventories
SOURCING Secured Sourcing Savings on
purchased volumes
APK-HR 05/97
APK 09/02 04/09 4747
ALSTOM Pakistan (Private) Limited
SKP
45. The Journey
never ends
APK-HR 05/97
APK 09/02 04/09 4848
ALSTOM Pakistan (Private) Limited
SKP
46. THANK YOU
FOR YOUR ATTENTION
APK-HR 05/97
APK 09/02 04/09 4949
ALSTOM Pakistan (Private) Limited
SKP