A roadmap will prove invaluable to a company during its lean journey. Here, this lean transformation roadmap is constructed through five phases including the areas of concern—from education to infrastructure.
How to create an effective lean daily work management systemglobalsevensteps
With Lean Daily Work Management System at the core of its operations, an organization will be able to quickly identify deviation, start solving problems and make strategy deployment a success.
Original article from the Flevy business blog can be found here:
http://flevy.com/blog/sap-and-change-management/
As a “seasoned” Change Manager, I have been involved in many diverse projects focusing on managing the business aspect of technology implementations; e.g. ERP (SAP, Oracle, Microsoft Dynamics), Core Banking Systems, Business Intelligence, Case Working and Knowledge Management solutions, and the like.
To this day, I continue to be asked why is there a need to have involvement from a Change Manager, because a technology implementation “is what it is” and once implemented, the business should just be able to “get on and work with it.” But, it’s not quite as simple as that, because if you break down the impact of a technology implementation on a business, it would go something like this:
• It will change the way a business operates.
• Key stakeholders will want and need to be involved and communicated with.
• Processes will change.
• Organisation structures will change.
• The readiness of the business will need to be measured to ensure a smooth go-live.
• There will be a need to train and educate people in new ways of working.
• Business benefits as set out in the business case will need to be tracked.
• Once people gain competence with the new technology they should be encouraged to continuously improve ways of working into the future.
That sounds very simple, but actually it’s not, because all of these things involve people and they will need to have their expectations and perceptions managed.
Technology implementations aimed at making an organisation more efficient have become larger and more critical in recent years and now represent a major challenge for organisations. Despite improved technical functionality and reliability there are still project overruns, delays and sometimes downright failure. Research continues to show that between 30% and 70% of technology implementations either fail to meet their targeted benefits or stall and/or overrun. Problems are typically not related to the system or to technical issues surrounding the software but instead are often due to business related issues. One of the main reasons cited for this failure rate is that projects are usually managed from a technical perspective by Project Managers who are driven by milestones and deliverables but lack the necessary “soft skills” to deal effectively with the people side of change.
How to create an effective lean daily work management system globalsevensteps
Lean Daily Management System (LDMS) comprises of fundamental components for dealing with the presentation of tasks from operations. LDMS helps in improving overall performance of the organization through effective management of key tasks and timelines.
5 Tips to Succeed in Planning and Executing Performance Management Transforma...PageUp
The performance management and review process is evolving from the traditional fixed and prescriptive model to a more adaptive and flexible one, providing avenues for on-going feedback in different review situations.
If you’ve made the decision to make this process change at your organisation, congratulations! You are about to embark on an exciting, transformative journey.
To support you in this, our slideshare lists the five key steps needed to plan and execute performance management transformation in your organisation. We break down what may sound like an insurmountable task into simple, digestible pieces for you to take on at your own pace and bring your organisation up to speed.
Change management case study (doc) 11 15 2013 (2)Dr .E. J. Sarma
this is a live case study on change management.actually conceptualized and implemented
from concept to end result.
those who wish more information please email ejsarma@gmail.com
if you liked it please comment
How to create an effective lean daily work management systemglobalsevensteps
With Lean Daily Work Management System at the core of its operations, an organization will be able to quickly identify deviation, start solving problems and make strategy deployment a success.
Original article from the Flevy business blog can be found here:
http://flevy.com/blog/sap-and-change-management/
As a “seasoned” Change Manager, I have been involved in many diverse projects focusing on managing the business aspect of technology implementations; e.g. ERP (SAP, Oracle, Microsoft Dynamics), Core Banking Systems, Business Intelligence, Case Working and Knowledge Management solutions, and the like.
To this day, I continue to be asked why is there a need to have involvement from a Change Manager, because a technology implementation “is what it is” and once implemented, the business should just be able to “get on and work with it.” But, it’s not quite as simple as that, because if you break down the impact of a technology implementation on a business, it would go something like this:
• It will change the way a business operates.
• Key stakeholders will want and need to be involved and communicated with.
• Processes will change.
• Organisation structures will change.
• The readiness of the business will need to be measured to ensure a smooth go-live.
• There will be a need to train and educate people in new ways of working.
• Business benefits as set out in the business case will need to be tracked.
• Once people gain competence with the new technology they should be encouraged to continuously improve ways of working into the future.
That sounds very simple, but actually it’s not, because all of these things involve people and they will need to have their expectations and perceptions managed.
Technology implementations aimed at making an organisation more efficient have become larger and more critical in recent years and now represent a major challenge for organisations. Despite improved technical functionality and reliability there are still project overruns, delays and sometimes downright failure. Research continues to show that between 30% and 70% of technology implementations either fail to meet their targeted benefits or stall and/or overrun. Problems are typically not related to the system or to technical issues surrounding the software but instead are often due to business related issues. One of the main reasons cited for this failure rate is that projects are usually managed from a technical perspective by Project Managers who are driven by milestones and deliverables but lack the necessary “soft skills” to deal effectively with the people side of change.
How to create an effective lean daily work management system globalsevensteps
Lean Daily Management System (LDMS) comprises of fundamental components for dealing with the presentation of tasks from operations. LDMS helps in improving overall performance of the organization through effective management of key tasks and timelines.
5 Tips to Succeed in Planning and Executing Performance Management Transforma...PageUp
The performance management and review process is evolving from the traditional fixed and prescriptive model to a more adaptive and flexible one, providing avenues for on-going feedback in different review situations.
If you’ve made the decision to make this process change at your organisation, congratulations! You are about to embark on an exciting, transformative journey.
To support you in this, our slideshare lists the five key steps needed to plan and execute performance management transformation in your organisation. We break down what may sound like an insurmountable task into simple, digestible pieces for you to take on at your own pace and bring your organisation up to speed.
Change management case study (doc) 11 15 2013 (2)Dr .E. J. Sarma
this is a live case study on change management.actually conceptualized and implemented
from concept to end result.
those who wish more information please email ejsarma@gmail.com
if you liked it please comment
PATRI 04. Readiness to Scale: A Guide for Scaling Social BusinessRizwan Tayabali
Step by step guide to help social enterprises and social businesses assess and improve the readiness of their teams and organisation when scaling impact and operations. This guide is based based on the PATRI Framework for Scaling Social Impact.
PATRI 03. Transferability for Scale: A Guide for Scaling Social BusinessRizwan Tayabali
Step by step guide to help social enterprises and social businesses assess and improve the systematisation, replicability and transferability of their business and impact models when scaling impact and operations. This guide is based based on the PATRI Framework for Scaling Social Impact.
PATRI 01. Defining Purpose: A Guide for Scaling Social BusinessRizwan Tayabali
Step by step guide to help social enterprises and social businesses clarify their purpose, vision and targets when scaling impact and operations. This guide is based based on the PATRI Framework for Scaling Social Impact.
The No-Nonsense Framework for Closing the Strategy-Execution Gap
https://benjaminwann.com/blog
Order the book here:
https://www.amazon.com/dp/B093QF4DD4
Check out my BPI- Business Process course on Udemy!
https://www.udemy.com/course/business-process-improvement-and-process-mapping/?referralCode=9A549649145AD26A9D06
Overview of Strategy Execution Management - Vision without Execution - The Ha...Tom Willingham
Welcome to an Overview of Strategy Execution Management and the KeyneLink Process. We’ve spent over a decade working with our Partners at KeyneInsight to understand what it takes to build an organization that consistently executes its Strategy year-after-year.
Unfortunately, the odds are stacked against most organizations. We’ve found that:
1. Every organization has an “execution management system” but doesn’t know what it is.
2. People who’ve never had to be accountable for results are scared of the thought.
3. Many individuals value the status quo of being left alone and not challenged.
4. Most businesses would disagree when challenged about their Execution...it’s like challenging whether or not they have “Integrity”.
There are two types of activities found in organizations:
1. Activities that move an organization forward
2. Day-to-Day activities of running the business
Without a system in place, the Day-to-Day activities take priority and consume employee’s time.
Your organization may or may not be ready to improve its Execution and establish Strategy Execution Management as a core competency, but this topic needs to be on your radar. So enjoy the education being shared with you today.
PATRI Framework For Scaling Social Impact - Rizwan TayabaliRizwan Tayabali
Comprehensive DIY Framework to help non-profits and social enterprises to scale their impact. The PATRI Framework takes you through each step of the scaling process, from defining vision to rolling out your solution at scale. Each stage is presented as a step-by-step flow, with guidelines to help you address each aspect of solution design and operational readiness culminating in an internal scaling plan, and a formal proposal for raising funds or support for your scaling ambitions.
Mustafa Degerli - 2016 - Define the Scope of the Organization and Assess Its ...Dr. Mustafa Değerli
Mustafa Degerli - 2016 - Define the Scope of the Organization and Assess Its Goals - Organizational Design
Organizational design
Characteristics of a well-designed organization
Outline of the step-by-step approach
The information-processing view
Organization
Scope
Goals
4 Leadership Traits that Help Create a High Performance CultureAndonix
An in-depth look at the four leadership traits that forward thinking executives are leveraging to create a high performance culture in their organizations and how you can do the same.
Issue- Changes Management
Creating A Customer-Specific Value Chain
Establishing “Who Owes What To Whom”
Putting The Commitment Management Protocol To Work
Steps on Succession Plan
Develop a framework for identifying high-potential employees
Identify critical competencies and other leadership criteria
Provide both training and development opportunities
A guide will demonstrate priceless to an organization during its lean excursion. Here, this lean change guide is built through five stages including the zones of worry—from training to foundation.
L&D Maturity Models - What They Mean To Your OrganisationAcorn
Organisations with a mature, optimised or anticipatory learning culture are generally agile market leaders. On the other end of the scale, immature learning cultures are reactive with few long-term benefits.
For more content like this, check out Acorn Labs: http://acornlabs.education/
PATRI 04. Readiness to Scale: A Guide for Scaling Social BusinessRizwan Tayabali
Step by step guide to help social enterprises and social businesses assess and improve the readiness of their teams and organisation when scaling impact and operations. This guide is based based on the PATRI Framework for Scaling Social Impact.
PATRI 03. Transferability for Scale: A Guide for Scaling Social BusinessRizwan Tayabali
Step by step guide to help social enterprises and social businesses assess and improve the systematisation, replicability and transferability of their business and impact models when scaling impact and operations. This guide is based based on the PATRI Framework for Scaling Social Impact.
PATRI 01. Defining Purpose: A Guide for Scaling Social BusinessRizwan Tayabali
Step by step guide to help social enterprises and social businesses clarify their purpose, vision and targets when scaling impact and operations. This guide is based based on the PATRI Framework for Scaling Social Impact.
The No-Nonsense Framework for Closing the Strategy-Execution Gap
https://benjaminwann.com/blog
Order the book here:
https://www.amazon.com/dp/B093QF4DD4
Check out my BPI- Business Process course on Udemy!
https://www.udemy.com/course/business-process-improvement-and-process-mapping/?referralCode=9A549649145AD26A9D06
Overview of Strategy Execution Management - Vision without Execution - The Ha...Tom Willingham
Welcome to an Overview of Strategy Execution Management and the KeyneLink Process. We’ve spent over a decade working with our Partners at KeyneInsight to understand what it takes to build an organization that consistently executes its Strategy year-after-year.
Unfortunately, the odds are stacked against most organizations. We’ve found that:
1. Every organization has an “execution management system” but doesn’t know what it is.
2. People who’ve never had to be accountable for results are scared of the thought.
3. Many individuals value the status quo of being left alone and not challenged.
4. Most businesses would disagree when challenged about their Execution...it’s like challenging whether or not they have “Integrity”.
There are two types of activities found in organizations:
1. Activities that move an organization forward
2. Day-to-Day activities of running the business
Without a system in place, the Day-to-Day activities take priority and consume employee’s time.
Your organization may or may not be ready to improve its Execution and establish Strategy Execution Management as a core competency, but this topic needs to be on your radar. So enjoy the education being shared with you today.
PATRI Framework For Scaling Social Impact - Rizwan TayabaliRizwan Tayabali
Comprehensive DIY Framework to help non-profits and social enterprises to scale their impact. The PATRI Framework takes you through each step of the scaling process, from defining vision to rolling out your solution at scale. Each stage is presented as a step-by-step flow, with guidelines to help you address each aspect of solution design and operational readiness culminating in an internal scaling plan, and a formal proposal for raising funds or support for your scaling ambitions.
Mustafa Degerli - 2016 - Define the Scope of the Organization and Assess Its ...Dr. Mustafa Değerli
Mustafa Degerli - 2016 - Define the Scope of the Organization and Assess Its Goals - Organizational Design
Organizational design
Characteristics of a well-designed organization
Outline of the step-by-step approach
The information-processing view
Organization
Scope
Goals
4 Leadership Traits that Help Create a High Performance CultureAndonix
An in-depth look at the four leadership traits that forward thinking executives are leveraging to create a high performance culture in their organizations and how you can do the same.
Issue- Changes Management
Creating A Customer-Specific Value Chain
Establishing “Who Owes What To Whom”
Putting The Commitment Management Protocol To Work
Steps on Succession Plan
Develop a framework for identifying high-potential employees
Identify critical competencies and other leadership criteria
Provide both training and development opportunities
A guide will demonstrate priceless to an organization during its lean excursion. Here, this lean change guide is built through five stages including the zones of worry—from training to foundation.
L&D Maturity Models - What They Mean To Your OrganisationAcorn
Organisations with a mature, optimised or anticipatory learning culture are generally agile market leaders. On the other end of the scale, immature learning cultures are reactive with few long-term benefits.
For more content like this, check out Acorn Labs: http://acornlabs.education/
PATRI 05. Implementation at Scale: A Guide for Scaling Social BusinessRizwan Tayabali
Step by step guide and roadmap to help social enterprises and social businesses plan and implement scaling of impact and operations. This guide is based based on the PATRI Framework for Scaling Social Impact.
Performance management module 2 Kerala UniversityPOOJA UDAYAN
Characteristics of Healthy Organizations, 360 Degree Feedback and its relevance, Steps in giving a Constructive Feedback Levels of Performance Feedback, Performance Goal Setting – Setting of Objectives.
This whitepaper looks at the impact of insufficient ongoing training on enterprise and other software platforms. It looks at how it occurs and provides options to prevent lost ROI.
St -rregy for the critical first 90 days of leadershipMi,ae.docxdessiechisomjj4
St -rregy for the critical first 90 days of leadership
Mi,\ael Watkins
Strate gt & Leaders hip ; 2004; 32, l ; ABVINFORM Global
p g . l 5
Adapted with permission of Harvard
Business School Press. The First 9A
Days: Critical Success Strategies for
New Leaders at AII Levels, by Michael
Watkins. O 2003 Michael Watkins.
All rights reserved.
he actions you take during your first three months in a new job will largely determine
whether you succeed or fail in the long term. Estimates of the direct and indirect costs to
: a company of a failed executive-level hire range as high as $2.7 millron[1]. But the goal of
every new leader should be transition acceleration not just failure prevention.
Think about the implications of more effective transition management not just for you but also
for your organization. ln a survey of company presidents and CEOs, I asked for their best
estimate of the number of people whose pedormance was significantly compromised by the
arrival of a new mtd-level manager. The average of their responses was 12,4 people[2]. ln effect,
all the people in the "impact network" of the transitioning manager are in transition too.
Every minute you save by being systematic about accelerating your transition is a minute you
gain to build the business. This article offers a proven blueprint for addressing the linked
challenges of personal transition and organizationaltransformation that confront leaders in their
first few months in a new job.
From observing new leaders and experimenting with methods of accelerating transitions, I have
developed a number of conclusions about the challenges of transitions and what it takes to
successfully meet them. These can be summarized in five propositions:
(1) The root causes of transition failure always lie in a pernicious interaction between
the situation, with its opportunities and pitfalls, and the individual, with his or her
strengths and vulnerabilities. Failure is never just about the flaws of the new leader.
Transition failures happen when new leaders either misunderstand the essential demands of
the situation or lack the skill and flexibility to adapt to them,
(2) There are systematic methods that leaders can employ to both lessen the likelihood
of failure and reach the breakeven point faster Consider, for example, making a
transition from functional vice president to general manager, Every leader who makes this
leap encounters similar challenges, such as the need to let go of reliance on functional
expertise.
(3) The overriding goal in a transition is to build momentum by creating vinuous cycles
that build credibility and by avoiding getting caught in vicious cycles that damage
credibility. The new leader, to be successful, will have to mobilize the energy of many
VOL. 32 NO. 1 2004, pp. 15-20, Emerald Group Publishing Limited, ISSN 1087-8572
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
P A G E 1 5
P A G E 1 6
others i.
Agile learning Designs for an Agile world - Using Agile values and principles...Frank Edelkraut
Qualifiying sesidns preparing for agile work and organizations should reflect the agile principles. Which changes are needed and how an agile design may look like is described in this paper.
The paper received the "Best Paper Award" at Innovation Arabia 12 in February 2019.
chapter 8 Performance Management and Employee DeveloJinElias52
chapter
8
Performance
Management and
Employee Development
One of the tests of leadership is the ability to recognize
a problem before it becomes an emergena;.
- Arnold H. Glasow
Learning Objectives
By t he end of this cha pter, you will be able to do t he following:
1. Design your own personal developmental plan that ad·
dresses how you can continually learn and grow in the
next year, how you can do better in the future. how you
can avoid performance problems faced in the past. and
where you are now and where you would like to be in
terms of your ca reer path.
2. Formulate a developmental plan so you can improve your
own reflective, communicative, and behavioral ca reer
competencies.
3. Prepa re a developmental plan that includes professional
development needs, resources/support needed, and a
ti meline for meeting each need with the goals of improving
performance in current position, sustaining performance in
current position. preparing employees for advancement .
and enriching the employee's work experience.
4. Produce a development plan that includes a range of
activities (e.g .. on-the-job training, courses. self-guided
studying, mentoring. attending a conference or trade
show. mixing with the best. job rotation. getting a degree).
5. Propose a developmental plan that highlights the key role
of the supervisor as a guide and facilitator of the devel-
opmental process (e.g., explaining what is required of the
employee to reach a required performance level. referring
to appropriate developmental activiti es. reviewing and
making suggestions about developmental objectives).
6. Implement a multisource (i.e .. supervisors. peers. self, di-
rect reports. customers) feedback system with the goal of
providing feedback on and improving performance.
7. Implement multisource feedback systems t hat takes ad-
vantage of all of its benefits (e.g .• increased awareness
of expectations. improved performance, reduced " undis-
cussables" and defensiveness).
8. Implement multisource feedback systems that minimize
potential risks and pitfalls (e.g .• could hurt employees' feel·
ings. individuals may feel uncomfortable with the system and
believe they will not be rated honesHy and treated fairly, is un·
likely to work well in organizations that have highly hierarchical
cultures that do not support open and honest feedback).
225
226 Part Ill Employee and Leadership Development
Part I of this text described strategic and macro-organizational issues in designing
a performance management system. Part II described operational and technical
details on how to roll out and implement the system. As is mentioned throughout
this book, employee development is a key result of state-of-the-science performance
management systems. Accordingly, Part III incl udes two chapters dealing with
developmental issues and pertains to two key stakeholders in the developmental
process: (1) the employees of the organizati ...
Senior capital & social organization (may 2013)Alycante
After the latest work regulation update senior members of staff in Italy need to stay in the work place longer hence companies need to find new ways to build on the positive and limit the negative aspects of this scenario.
Senior members of staff have a level of know-how that needs to be passed on in good time before they exit the company and before they feel as if they are no longer part of the organization.
There are also often those that own the relationships with clients or that are capable of seeing big picture due to their seniority and experience.
However these senior members of staff are not always up to date with technology that they encounter as users in sectors such as public administration and health services.
To acquire new skills when transferring those cultivated throughout their career becomes a sort of exchange and a good incentive for them.
Running head EXTENDING LEARNING WITH THE 6D’S 1EXTENDING LEARN.docxWilheminaRossi174
Running head: EXTENDING LEARNING WITH THE 6D’S 1
EXTENDING LEARNING WITH THE 6D’S
Week 1 Assignment – Extending Learning with the 6D’s
Student’s Name
Institutional affiliation
In the current age of information and innovation, understanding how to optimize employee performance is crucial for assuring the success of businesses in their respective markets and industries. The process of educating and training personnel is vital because it divides organizations that thrive and remain ahead of their competition from those that fail to keep up with market developments, deteriorate, and are eventually forced to close. Learning in organizations is a crucial approach employed by market leaders (EBSCO Information Services, 2020). By being learning organizations, firms such as Apple, Google, and Emerson ensure that their people have the skills and competencies to innovatively advance their companies' visions toward organizational success in their respective markets and industries. Despite the well-known benefits of employee training, some companies, such as Netflix, are hesitant to educate or train their staff on the skills they need to remain relevant to the company. Nevertheless, in today's age of innovation and information, it is essential to ensure that one's staff are highly skilled and competent for a firm to remain competitive and relevant in its market.
In learning organizations, there are six actions that must be taken to ensure that people are trained and that the training efforts are successful (Hidayat & Budiatma, 2018). The success of learning companies is measured by the effect of their education and training activities on their overall performance and the quality of their output. Successful Learning is shown by an improvement in the quality of employee performance and an increase in the output quality. In contrast, persistently poor performance could indicate that the learning process was ineffective. In a few exceptional instances, such as Netflix's, a non-learning corporation may continue to be successful despite lacking the capacity for expansion. Despite their achievement, their non-learning environment prevents them from reaching their full potential for success. Instead of training and retraining their staff to match the company's increasing competence needs, Netflix terminates people who are no longer a good fit for the organization.
For employee education and training initiatives to result in organizational success, businesses must invest in ensuring that each phase of the learning process is successfully implemented. Considering Emerson's overall success, it is clear that the learning organization owes a substantial portion of its success to its effective learning practices. Six essential phases can be used to summarize the learning methodologies that organizations like Emerson employ. Six Ds denote the six organizational-learning steps. The 6 D's are essential for determining, measuring, examining, implementin.
A Complete Guide to Employee and Organizational DevelopmentAnayaGrewal
In this guide, we will look at what organization development is and its goals.
We’ll explore common interventions that organizations use to improve their effectiveness through OD processes, such as strategic planning or training programs for employees who work in different departments across the company’s hierarchy.
TOC- Theory of Constraints is a methodology developed by Eliyahu Goldratt. It is a methodology for identifying the constraint, most important limiting factor that stands in the way of achieving a goal and then systematically improving that constraint until it is no longer the limiting factor. Constraint is also referred as bottleneck. Bottleneck management is widely used terminology in manufacturing, services, construction, hospitals, retail..
How to bounce back in business with improved results post covid globalsevensteps
Four Cs which will drive Business results through Business Excellence. One of them is not Covid-19!
Yes! Corona or COVID 19 both starting with letter C has put the entire world in a Chaotic situation. Decades before this I wrote about 4Cs which drive any organizations to pursue the Journey of excellence.
Quality is the result of collective effort of every employee in an organization. Quality cannot be achieved only through stringent quality control methods and use of sophisticated instruments or by highly competent quality department.
It happens that the most important elements in the daily activity of manufacturing begin with the letter “M.” In factories, we are trying to find the best possible combination of Men, Materials, Methods, Measurements, and Machines, so that we can make the best products while spending less cost. Standard operations can be defined as an effective mode of workers, materials, and machines for the sake of making high-quality products at low cost, quickly, and safely.
Lean is a way of thinking. It is a journey that is never over. It is a system framed in a collection of rules and principles. Current conditions and criteria must be examined. Some of the following 10 criteria may be more important than others to consider at the different phases of lean transformation.
Life of equipment depends not only on how well it is used but also on how well it is maintained. Various versions of maintenance techniques are in use. Total Productive Maintenance popularized by Japanese is one of the best methodology used worldwide
During one of the plant visit, we entered their canteen and found beautiful visuals for keeping the used food plates, cups, waste food etc…And in practice most of the employees mixing cups and plates, partially clearing waste foods from plate etc…
TQM; TPM; LEAN; SIXSIGMA: What is the right strategy for my organization’s bu...globalsevensteps
Starting Business Excellence journey is a strategic decision for any organization. Once top management decides to take this journey, the immediate question arises is what is the approach? Where and how to start?
Selection of right approach at the beginning is critical for the successful journey. Each organization is unique and challengers are unique. One solution does not fit other organizations and also same organization at different time periods.
How lean manufacturing will help to improve productivityglobalsevensteps
Lean is the term which has core philosophy of doing more and more with less and less. Lean System can also be referred as FIT without Fat. Origin of Lean is from Manufacturing set up in Japan which had always valued its scare resources which is primarily space.
Some of the case studies of our implementation as Lean, TQM, TPM, Six Sigma consultants in sites across India, Sri Lanka, Dubai, Saudi Arabia.
Case 1 – Industry: Material Handling equipment Manufacturing
Business Case : Not able to meet Customer demand on delivery time, due to constraint in fabrication. This resulted in adopting build to stock policy which added to inventory, last minute design corrections and rework costs
How to implement operational excellence in organizationsglobalsevensteps
Operational excellence is about achieving full potential of organisations performance. It goes beyond cutting costs. Many organisations struggle to achieve the most obvious deliverables to the customers.
Quality of products and services
Delivery performance in line with customer requirement – CRD
Fulfilment of ordered quantity.
Cost of goods in line with the market demand.
Implementing total productive maintenance in manufacturingglobalsevensteps
Total Productive Maintenance is well known in its abbreviated form – TPM has origins from Japan. It is a well structured and scientific method refined with many iterations for getting best and sustainable results.
Implementing lean maintenance system to improve factory performanceglobalsevensteps
Need for 100% uptime of machines from the production department has never gone out of demand. Day to day production needs are always to be met to meet delivery performance and revenue of the organisation. One may ask if zero maintenance time is really possible. Imagining a condition when a flight is already in the air and it needs maintenance in mid air.
Delivering high value healthcare through lean hospitalsglobalsevensteps
The demand for quality healthcare has never been so important with the recent episode of world wide challenges faced by the human race.
However, most hospitals are far from being humane and still working with outdated models. Demand and supply issues are widening the gap in providing quality healthcare.
Lean is a way of thinking. It is a journey that is never over. It is a system framed in a collection of rules and principles. Some of the following 10 criteria may be more important than others to consider at the different phases of lean transformation.
Lean daily work management system at the core of its operationsglobalsevensteps
Lean Daily Management System (LDMS) comprises of fundamental components for dealing with the presentation of tasks from operations. LDMS helps in improving overall performance of the organization through effective management of key tasks and timelines.
"Impact of front-end architecture on development cost", Viktor TurskyiFwdays
I have heard many times that architecture is not important for the front-end. Also, many times I have seen how developers implement features on the front-end just following the standard rules for a framework and think that this is enough to successfully launch the project, and then the project fails. How to prevent this and what approach to choose? I have launched dozens of complex projects and during the talk we will analyze which approaches have worked for me and which have not.
GDG Cloud Southlake #33: Boule & Rebala: Effective AppSec in SDLC using Deplo...James Anderson
Effective Application Security in Software Delivery lifecycle using Deployment Firewall and DBOM
The modern software delivery process (or the CI/CD process) includes many tools, distributed teams, open-source code, and cloud platforms. Constant focus on speed to release software to market, along with the traditional slow and manual security checks has caused gaps in continuous security as an important piece in the software supply chain. Today organizations feel more susceptible to external and internal cyber threats due to the vast attack surface in their applications supply chain and the lack of end-to-end governance and risk management.
The software team must secure its software delivery process to avoid vulnerability and security breaches. This needs to be achieved with existing tool chains and without extensive rework of the delivery processes. This talk will present strategies and techniques for providing visibility into the true risk of the existing vulnerabilities, preventing the introduction of security issues in the software, resolving vulnerabilities in production environments quickly, and capturing the deployment bill of materials (DBOM).
Speakers:
Bob Boule
Robert Boule is a technology enthusiast with PASSION for technology and making things work along with a knack for helping others understand how things work. He comes with around 20 years of solution engineering experience in application security, software continuous delivery, and SaaS platforms. He is known for his dynamic presentations in CI/CD and application security integrated in software delivery lifecycle.
Gopinath Rebala
Gopinath Rebala is the CTO of OpsMx, where he has overall responsibility for the machine learning and data processing architectures for Secure Software Delivery. Gopi also has a strong connection with our customers, leading design and architecture for strategic implementations. Gopi is a frequent speaker and well-known leader in continuous delivery and integrating security into software delivery.
Neuro-symbolic is not enough, we need neuro-*semantic*Frank van Harmelen
Neuro-symbolic (NeSy) AI is on the rise. However, simply machine learning on just any symbolic structure is not sufficient to really harvest the gains of NeSy. These will only be gained when the symbolic structures have an actual semantics. I give an operational definition of semantics as “predictable inference”.
All of this illustrated with link prediction over knowledge graphs, but the argument is general.
Builder.ai Founder Sachin Dev Duggal's Strategic Approach to Create an Innova...Ramesh Iyer
In today's fast-changing business world, Companies that adapt and embrace new ideas often need help to keep up with the competition. However, fostering a culture of innovation takes much work. It takes vision, leadership and willingness to take risks in the right proportion. Sachin Dev Duggal, co-founder of Builder.ai, has perfected the art of this balance, creating a company culture where creativity and growth are nurtured at each stage.
PHP Frameworks: I want to break free (IPC Berlin 2024)Ralf Eggert
In this presentation, we examine the challenges and limitations of relying too heavily on PHP frameworks in web development. We discuss the history of PHP and its frameworks to understand how this dependence has evolved. The focus will be on providing concrete tips and strategies to reduce reliance on these frameworks, based on real-world examples and practical considerations. The goal is to equip developers with the skills and knowledge to create more flexible and future-proof web applications. We'll explore the importance of maintaining autonomy in a rapidly changing tech landscape and how to make informed decisions in PHP development.
This talk is aimed at encouraging a more independent approach to using PHP frameworks, moving towards a more flexible and future-proof approach to PHP development.
Slack (or Teams) Automation for Bonterra Impact Management (fka Social Soluti...Jeffrey Haguewood
Sidekick Solutions uses Bonterra Impact Management (fka Social Solutions Apricot) and automation solutions to integrate data for business workflows.
We believe integration and automation are essential to user experience and the promise of efficient work through technology. Automation is the critical ingredient to realizing that full vision. We develop integration products and services for Bonterra Case Management software to support the deployment of automations for a variety of use cases.
This video focuses on the notifications, alerts, and approval requests using Slack for Bonterra Impact Management. The solutions covered in this webinar can also be deployed for Microsoft Teams.
Interested in deploying notification automations for Bonterra Impact Management? Contact us at sales@sidekicksolutionsllc.com to discuss next steps.
Dev Dives: Train smarter, not harder – active learning and UiPath LLMs for do...UiPathCommunity
💥 Speed, accuracy, and scaling – discover the superpowers of GenAI in action with UiPath Document Understanding and Communications Mining™:
See how to accelerate model training and optimize model performance with active learning
Learn about the latest enhancements to out-of-the-box document processing – with little to no training required
Get an exclusive demo of the new family of UiPath LLMs – GenAI models specialized for processing different types of documents and messages
This is a hands-on session specifically designed for automation developers and AI enthusiasts seeking to enhance their knowledge in leveraging the latest intelligent document processing capabilities offered by UiPath.
Speakers:
👨🏫 Andras Palfi, Senior Product Manager, UiPath
👩🏫 Lenka Dulovicova, Product Program Manager, UiPath
Essentials of Automations: Optimizing FME Workflows with ParametersSafe Software
Are you looking to streamline your workflows and boost your projects’ efficiency? Do you find yourself searching for ways to add flexibility and control over your FME workflows? If so, you’re in the right place.
Join us for an insightful dive into the world of FME parameters, a critical element in optimizing workflow efficiency. This webinar marks the beginning of our three-part “Essentials of Automation” series. This first webinar is designed to equip you with the knowledge and skills to utilize parameters effectively: enhancing the flexibility, maintainability, and user control of your FME projects.
Here’s what you’ll gain:
- Essentials of FME Parameters: Understand the pivotal role of parameters, including Reader/Writer, Transformer, User, and FME Flow categories. Discover how they are the key to unlocking automation and optimization within your workflows.
- Practical Applications in FME Form: Delve into key user parameter types including choice, connections, and file URLs. Allow users to control how a workflow runs, making your workflows more reusable. Learn to import values and deliver the best user experience for your workflows while enhancing accuracy.
- Optimization Strategies in FME Flow: Explore the creation and strategic deployment of parameters in FME Flow, including the use of deployment and geometry parameters, to maximize workflow efficiency.
- Pro Tips for Success: Gain insights on parameterizing connections and leveraging new features like Conditional Visibility for clarity and simplicity.
We’ll wrap up with a glimpse into future webinars, followed by a Q&A session to address your specific questions surrounding this topic.
Don’t miss this opportunity to elevate your FME expertise and drive your projects to new heights of efficiency.
Kubernetes & AI - Beauty and the Beast !?! @KCD Istanbul 2024Tobias Schneck
As AI technology is pushing into IT I was wondering myself, as an “infrastructure container kubernetes guy”, how get this fancy AI technology get managed from an infrastructure operational view? Is it possible to apply our lovely cloud native principals as well? What benefit’s both technologies could bring to each other?
Let me take this questions and provide you a short journey through existing deployment models and use cases for AI software. On practical examples, we discuss what cloud/on-premise strategy we may need for applying it to our own infrastructure to get it to work from an enterprise perspective. I want to give an overview about infrastructure requirements and technologies, what could be beneficial or limiting your AI use cases in an enterprise environment. An interactive Demo will give you some insides, what approaches I got already working for real.
JMeter webinar - integration with InfluxDB and GrafanaRTTS
Watch this recorded webinar about real-time monitoring of application performance. See how to integrate Apache JMeter, the open-source leader in performance testing, with InfluxDB, the open-source time-series database, and Grafana, the open-source analytics and visualization application.
In this webinar, we will review the benefits of leveraging InfluxDB and Grafana when executing load tests and demonstrate how these tools are used to visualize performance metrics.
Length: 30 minutes
Session Overview
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During this webinar, we will cover the following topics while demonstrating the integrations of JMeter, InfluxDB and Grafana:
- What out-of-the-box solutions are available for real-time monitoring JMeter tests?
- What are the benefits of integrating InfluxDB and Grafana into the load testing stack?
- Which features are provided by Grafana?
- Demonstration of InfluxDB and Grafana using a practice web application
To view the webinar recording, go to:
https://www.rttsweb.com/jmeter-integration-webinar
DevOps and Testing slides at DASA ConnectKari Kakkonen
My and Rik Marselis slides at 30.5.2024 DASA Connect conference. We discuss about what is testing, then what is agile testing and finally what is Testing in DevOps. Finally we had lovely workshop with the participants trying to find out different ways to think about quality and testing in different parts of the DevOps infinity loop.
From Daily Decisions to Bottom Line: Connecting Product Work to Revenue by VP...
Five phases of lean roadmap
1. Five Phases of Lean Roadmap –AThousand Step Journey
A roadmap will prove invaluable to a company during its lean journey. Here, this lean
transformation roadmap is constructed through five phases including the areas of
concern—from education to infrastructure.
Some of the considerations influencing the path taken include:
• Where a company is before it begins lean transformation;
• What conditions or issues it is dealing with through each phase of the trip; and
• The company’s willingness and ability to adapt and change based on the actual experiences
and learning of its workers.
The lean transformation roadmap includes five phases, but the lines between each phase
are typically blurred, and the characteristics can blend together.
It is important to understand that the roadmap can be viewed from the department, plant
or company level. One part of an organization might be at one phase, while other parts, of
even the entire organization, are at a different phase.
2. THE TRANSFORMATION ROAD MAP
As previously mentioned, the roadmap consists of five phases with common elements, but
different approaches within each phase ( see figure 1). The roadmap will help assess what
phase a company is in on its lean journey and what needs to be considered at each phase.
Each phase focuses on some common elements; education, application, communication,
infrastructure, time frame tools and methodology, and expected results.
• Phase Zero: Exploration
Not all businesses need to experience the exploration phase. Those organizations already
committed to lean often skip it and proceed directly to Phase One. Typically, leadership and
/ or management initiates Phase Zero by trying to understand more about lean, how it fits
into the organization, what challenges it may pose and, most significantly, what payback it
may offer.
Education
In Phase Zero, an organization develops awareness and general understanding of the
application and benefits of lean. An organization may also assess its current state to
identify its lean education gap.
Related Article– How Lean Manufacturing will help to improve Productivity
3. Application
A company latches onto a particular tool, gives it a try, and fails. The tool might have failed
because of poor implementation or simply because it was the wrong tool for the
organization.
Communication
There is no formal communication during Phase Zero, but it is likely that a “rumor mill”
emerges from the exploration. Leaders should be prepared to respond to questions about
the company’s plans for lean and to allay any fears about its implications.
Infrastructure
Essentially there is no lean infrastructure in Phase Zero.
Time Frame : 0 to Approximately 6 Months
• Phase One: Building the foundation
Phase one assumes that a company has explored lean as outlined in Phase Zero, and a
decision has been made to move forward with lean implementation. In Phase One, a
company’s leaders will also begin to understand and apply tools to uncover the true
current state and build tension in the organization.
Education
Those who take critical leadership and implementation roles in this early state develop a
deep understanding and appreciation of lean’s rules and principles.
Application
Application is an important component of Phase One as well as all subsequent
phases. Here, organizations typically focus on one or many small areas
Communication
An organization in Phase One uses communication to build a “burning platform,” a clear
and powerful reason to change, and spread the message of lean’s importance and value.
Infrastructure
A company has an infrastructure to manage its business. It also needs to develop an
infrastructure to manage lean implementation.
4. Time Frame: Approximately 3 – 9 Months
• Phase Two: Expanding with Tools and Deeper Thinking
Phase Two expands lean to a larger part of the organization and burrows deeper into lean
tools and lean thinking. The focus is now on critical business issues, not just localized
issues and opportunities.
Related Article– Application of Lean Thinking in Apparel Industry
Education
In Phase Two, an organization needs to expand its lean education efforts. It should build
deeper skills and across a wider cross-section of the company to deal with tough problems
and capitalize on bigger opportunities
Application
The small localized areas that have already started on the lean journey should move to the
next plateau by applying more advanced lean tools and developing mechanisms and
structures to sustain performance gains
Communication
A company should use communication of focus on lean’s tangible results and share best
practices.
Infrastructure
During Phase Two, the major public gas and electric utility company developed its lean
specialists and provided support from a centralized group.
Time Frame: Approximately Six Months to two Years
Results
Phase two focuses 25% upon building knowledge and 75 % on performance results. A
company should expect some breakthrough results that start to move the organizational
performance needle.
• Phase Three: Integration and Reinforcement
In Phase Three, a company integrates lean into every aspect of its business. This phase
assumes a company has stabilized lean processes and behaviors.
5. Education
In Phase Three, everyone in the organization should have a basic level of understanding, a
common language, and a fundamental skill set.
Application
During Phase Three, organizations should incorporate application of lean into all areas and
all functions of a department or location and validate it with measurable results.
Communication
There is more informal person-to-person or person-to-team communication during Phase
Three.
Infrastructure
Depending on resources, a company relies on either a centralized lean group or local lean
specialists for its internal infrastructure.
Time Frame : Dependent on Variables
Results
At the end of Phase Three, an organization is building upon already-found gains. It is
experiencing major breakthroughs and its performance is moving forward at a constant
pace.
• Phase Four: Building Momentum
When an organization reaches Phase Four, there is some danger it may fail to recognize
lean is a journey that is never complete. Because the company experiences constant
breakthroughs in performance, its leaders and workers may become complacent and even
arrogant.
Education
Education is the cornerstone upon which lean will continue to grow and develop. It helps
keep everyone sharp and focused, and serves as a beacon for ideal states in every aspect of
a company.
Application
Lean is now not only integrated into every day-to-day activity in the organization, but is
fully integrated into every decision-making thought process.
6. Communication
In Phase Four, a company should be communicating about lean externally with suppliers,
customers, financial institutions – even the community.
Infrastructure
At this point in the journey, lean skills and infrastructure are embedded in the organization
of every business unit, regardless of the service or product provided.
Time Frame : Ongoing
Results
Lean efforts and culture drive performance gains in safety, quality, cost, delivery – even
brand value.