Is Six Sigma Still Relevant in A Dynamically Changing World?
“With the growing level of dissatisfaction with programs such as Six Sigma, the question that needs to be asked is quite simply this . . . what are the key elements of a successful process improvement initiative?
This white paper focuses on the possible reasons behind the alarming number of failed or struggling programs, as well as providing insight into why Deming’s System of Profound Knowledge establishes a meaningful foundation upon which Forrest Breyfogle’s Integrated Enterprise Excellence methodology consistently delivers superior results.”
. Higher model quality and explainability lead to better business results the challenge for organizations is in how we build and operationalize higher quality, trusted AI models faster and more efficiently.
Leadership, Intangibles & Talent Q3 2009 Four GroupsFour Groups
Welcome to 2009’s third quarterly review, as with previous issues, engagement continues to be at the forefront of people’s thoughts. Behind the engagement debate however there seems to be a growing call for a wider reappraisal of the fundamental way corporations are organised and for me personally, this is the most interesting aspect of this quarter’s articles. Other themes include;
• Shifting the Organisational Pyramid
• The McLeod Review on Employee Engagement
• The Leader/Manager Debate
• Line Managers who Lead
• The Intrinsic Motivation of Autonomy, Mastery and Purpose
• The Irrationality of Human Behaviour
• Tomorrow’s HR Professionals - A Multi-Disciplinary Background
Articles are included from the likes of Harvard Business School, Henry Mintzberg, HR Magazine, McKinsey, the McLeod Review, the Partnership Institute, Personnel Today, Strategy + Business and TED.
PHL 320 FINAL EXAM
Buy Solutions: http://hwsoloutions.com/downloads/phl-320-final-exam/
NOTE: questions not listed in order , meaning the first question in this guide might be number 12 in actual exam. most updated version (OCT 2015)
Who among the following individuals is most likely to exhibit event creativity?
An individual who establishes win-win relationships with other people
An individual who settles a disagreement quickly in an ingenious way
An individual who modifies the strategies of a group in a creative manner
An individual who organizes annual me
This Slideshare presentation is a partial preview of the full business document. To view and download the full document, please go here:
http://flevy.com/browse/business-document/team-management-models-1212
BENEFITS OF DOCUMENT
1. Includes models and frameworks for improving team effectiveness, team dynamics, learning and development, coaching, motivation, communication, change management and creativity.
2. Applicable to all types of organizations.
DESCRIPTION
This presentation is a collection of PowerPoint diagrams and templates used to convey 26 different Team Management models and frameworks.
INCLUDED MODELS/FRAMEWORKS:
1. Mintzberg's Management Roles Model
2. Butler & Waldroop's Four Dimensions of Relational Work Model
3. Lencioni's Five Dysfunctions of a Team
4. Birkinshaw's Four Dimensions of Management Framework
5. Waldroop & Butler's Six Problem Behaviors
6. The GRPI Model
7. Tuckman's Model of Team Development Stages
8. Cog's Ladder: A Model for Group Development
9. Belbin's Team Roles Model
10. The JD-R Model
11. Margerison-McCann Team Management Profile
12. Blanchard & Thacker's Training Needs Analysis Framework
13. The ADDIE Model
14. The Conscious Competence Learning Model
15. Kirkpatrick's Four-Level Training Evaluation Model
16. Heron's Six Categories of Intervention
17. The Emotional Competence Framework
18. The Nine-Box Grid for Talent Management
19. The GROW Model
20. Gibb's Reflective Cycle
21. Maslow's Hierarchy of Needs
22. Hertzberg's Motivators & Hygiene Factors
23. The Johari Window
24. Lewin's Three Stage Change Model
25. Kotter's Eight Phases of Change
26. De Bono's Six Thinking Hats
Ambiguity.Dilemma.Conflicts - The powerful force blocking growth of the orga...Shridhar Lolla
Mckinsey's Global Survey Report on Implementing Change with Impact reveals that companies are best at using standardized procedures and assessing employees; many lack effective problem-solving processes and meetings.
And the truth is that business innovation happen and decisive competitive edge is created when real problems are solved. Most companies are now asking where is that exact problem solving which has the potential to make big business impact.
Here is a primer on the type of problem and problem solving approach that can help your team in building the new capability for today's business conditions.
. Higher model quality and explainability lead to better business results the challenge for organizations is in how we build and operationalize higher quality, trusted AI models faster and more efficiently.
Leadership, Intangibles & Talent Q3 2009 Four GroupsFour Groups
Welcome to 2009’s third quarterly review, as with previous issues, engagement continues to be at the forefront of people’s thoughts. Behind the engagement debate however there seems to be a growing call for a wider reappraisal of the fundamental way corporations are organised and for me personally, this is the most interesting aspect of this quarter’s articles. Other themes include;
• Shifting the Organisational Pyramid
• The McLeod Review on Employee Engagement
• The Leader/Manager Debate
• Line Managers who Lead
• The Intrinsic Motivation of Autonomy, Mastery and Purpose
• The Irrationality of Human Behaviour
• Tomorrow’s HR Professionals - A Multi-Disciplinary Background
Articles are included from the likes of Harvard Business School, Henry Mintzberg, HR Magazine, McKinsey, the McLeod Review, the Partnership Institute, Personnel Today, Strategy + Business and TED.
PHL 320 FINAL EXAM
Buy Solutions: http://hwsoloutions.com/downloads/phl-320-final-exam/
NOTE: questions not listed in order , meaning the first question in this guide might be number 12 in actual exam. most updated version (OCT 2015)
Who among the following individuals is most likely to exhibit event creativity?
An individual who establishes win-win relationships with other people
An individual who settles a disagreement quickly in an ingenious way
An individual who modifies the strategies of a group in a creative manner
An individual who organizes annual me
This Slideshare presentation is a partial preview of the full business document. To view and download the full document, please go here:
http://flevy.com/browse/business-document/team-management-models-1212
BENEFITS OF DOCUMENT
1. Includes models and frameworks for improving team effectiveness, team dynamics, learning and development, coaching, motivation, communication, change management and creativity.
2. Applicable to all types of organizations.
DESCRIPTION
This presentation is a collection of PowerPoint diagrams and templates used to convey 26 different Team Management models and frameworks.
INCLUDED MODELS/FRAMEWORKS:
1. Mintzberg's Management Roles Model
2. Butler & Waldroop's Four Dimensions of Relational Work Model
3. Lencioni's Five Dysfunctions of a Team
4. Birkinshaw's Four Dimensions of Management Framework
5. Waldroop & Butler's Six Problem Behaviors
6. The GRPI Model
7. Tuckman's Model of Team Development Stages
8. Cog's Ladder: A Model for Group Development
9. Belbin's Team Roles Model
10. The JD-R Model
11. Margerison-McCann Team Management Profile
12. Blanchard & Thacker's Training Needs Analysis Framework
13. The ADDIE Model
14. The Conscious Competence Learning Model
15. Kirkpatrick's Four-Level Training Evaluation Model
16. Heron's Six Categories of Intervention
17. The Emotional Competence Framework
18. The Nine-Box Grid for Talent Management
19. The GROW Model
20. Gibb's Reflective Cycle
21. Maslow's Hierarchy of Needs
22. Hertzberg's Motivators & Hygiene Factors
23. The Johari Window
24. Lewin's Three Stage Change Model
25. Kotter's Eight Phases of Change
26. De Bono's Six Thinking Hats
Ambiguity.Dilemma.Conflicts - The powerful force blocking growth of the orga...Shridhar Lolla
Mckinsey's Global Survey Report on Implementing Change with Impact reveals that companies are best at using standardized procedures and assessing employees; many lack effective problem-solving processes and meetings.
And the truth is that business innovation happen and decisive competitive edge is created when real problems are solved. Most companies are now asking where is that exact problem solving which has the potential to make big business impact.
Here is a primer on the type of problem and problem solving approach that can help your team in building the new capability for today's business conditions.
The Science of Extraordinary - Data Driven Insights for Building Leadership S...Jared Harding
It makes perfect sense that Extraordinary Leaders make a difference. But how much of a difference do they make? In this presentation we turn to our database to discover the impact of Extraordinary Leaders, how to define Extraordinary Leadership and empirical tools to help any leader become Extraordinary.
Strengths vs. Weaknesses - A case study that won't waste your timeJared Harding
A case study in a large financial organization that compares the impact of fixing weaknesses versus building strengths on improving leadership effectiveness. Which do you think was the better approach?
Here's the abstract of my paper presented at the ANZAM Conference.
The author of this paper has observed a worryingly large number of common traits among failed projects, in contrast with successful projects – the spin is on how they engage with their people and teams. Several projects still fail because their people are not properly engaged.
This paper asserts that we lead people and manage things. It is dangerous to think we can manage people. Based on studies by human behaviour experts, together with examples from the author’s leadership experience, the paper expounds this assertion. The paper offers practical insights and effective techniques to better understand oneself and team members, so as to develop high-performing teams towards project success.
This presentation supported Engage's interactive session at the Melcrum Summit 2012, which gave organisations a framework for developing their collaboration strategies.
It served to measure businesses’ collaborative readiness, and prompted an assessment of their collaborative leaders.
The responses of over 100 global internal communications professionals offered insight about businesses collaborative readiness in 2012.
Engage presentation at Melcrum Summit 2012
For more information, please contact nick.crawford@engagegroup.co.uk.
When companies struggle, blame is usually placed outside of the organization. And whether the culprits include an economic downturn, unfavorable regulatory actions, or geopolitical challenges, conventional wisdom supports the notion that external disruptions — beyond a company’s control — are most likely to seal its fate.
With the tough competition and world economics problems the need for accurate data and deep analytics are increased and become vital to companies survival
Enterprise Fusion: Your Pathway To A Better Customer ExperienceCognizant
In June 2018, Cognizant commissioned Forrester Consulting to test the hypothesis that digital transformation will succeed best when two conditions are met.
The M&A practice has a puzzle. The share of operations that are not able to deliver the value increase envisioned for the acquirer is more than half. And as time goes by the success rate is not improving. It is stagnant if not worsening. This thesis analyzes the state of the art of M&A practice and the fit of Design Thinking to make a turnaround in M&A.
SIX SIGMA INTERVIEW QUESTIONS AND ANSWERS 2021Sprintzeal
A mechanical engineer with a Six Sigma certification can earn more than $75,870 per year. Tom word same goes with a manufacturing manager who can earn $70,000 per year. Out of this certification, the most is earned by the quality manager with a staggering salary of $80,000 per year. With your seniority and involvement in different kinds of projects, your salary ceiling is enhanced gradually. We have segregated the top 20 six Sigma interview questions and answers into ten burning questions and ten most asked questions.
Master Thesis proposal Agile TransformationHammad Saif
The motivation for this research project is twofold. First, the curiosity of learning and getting the knowledge about why more and more companies are moving towards becoming agile and secondly, how the agile practices and Manifestos can be aligned and implemented with the company objectives with effectiveness.
The Science of Extraordinary - Data Driven Insights for Building Leadership S...Jared Harding
It makes perfect sense that Extraordinary Leaders make a difference. But how much of a difference do they make? In this presentation we turn to our database to discover the impact of Extraordinary Leaders, how to define Extraordinary Leadership and empirical tools to help any leader become Extraordinary.
Strengths vs. Weaknesses - A case study that won't waste your timeJared Harding
A case study in a large financial organization that compares the impact of fixing weaknesses versus building strengths on improving leadership effectiveness. Which do you think was the better approach?
Here's the abstract of my paper presented at the ANZAM Conference.
The author of this paper has observed a worryingly large number of common traits among failed projects, in contrast with successful projects – the spin is on how they engage with their people and teams. Several projects still fail because their people are not properly engaged.
This paper asserts that we lead people and manage things. It is dangerous to think we can manage people. Based on studies by human behaviour experts, together with examples from the author’s leadership experience, the paper expounds this assertion. The paper offers practical insights and effective techniques to better understand oneself and team members, so as to develop high-performing teams towards project success.
This presentation supported Engage's interactive session at the Melcrum Summit 2012, which gave organisations a framework for developing their collaboration strategies.
It served to measure businesses’ collaborative readiness, and prompted an assessment of their collaborative leaders.
The responses of over 100 global internal communications professionals offered insight about businesses collaborative readiness in 2012.
Engage presentation at Melcrum Summit 2012
For more information, please contact nick.crawford@engagegroup.co.uk.
When companies struggle, blame is usually placed outside of the organization. And whether the culprits include an economic downturn, unfavorable regulatory actions, or geopolitical challenges, conventional wisdom supports the notion that external disruptions — beyond a company’s control — are most likely to seal its fate.
With the tough competition and world economics problems the need for accurate data and deep analytics are increased and become vital to companies survival
Enterprise Fusion: Your Pathway To A Better Customer ExperienceCognizant
In June 2018, Cognizant commissioned Forrester Consulting to test the hypothesis that digital transformation will succeed best when two conditions are met.
The M&A practice has a puzzle. The share of operations that are not able to deliver the value increase envisioned for the acquirer is more than half. And as time goes by the success rate is not improving. It is stagnant if not worsening. This thesis analyzes the state of the art of M&A practice and the fit of Design Thinking to make a turnaround in M&A.
SIX SIGMA INTERVIEW QUESTIONS AND ANSWERS 2021Sprintzeal
A mechanical engineer with a Six Sigma certification can earn more than $75,870 per year. Tom word same goes with a manufacturing manager who can earn $70,000 per year. Out of this certification, the most is earned by the quality manager with a staggering salary of $80,000 per year. With your seniority and involvement in different kinds of projects, your salary ceiling is enhanced gradually. We have segregated the top 20 six Sigma interview questions and answers into ten burning questions and ten most asked questions.
Master Thesis proposal Agile TransformationHammad Saif
The motivation for this research project is twofold. First, the curiosity of learning and getting the knowledge about why more and more companies are moving towards becoming agile and secondly, how the agile practices and Manifestos can be aligned and implemented with the company objectives with effectiveness.
A business methodology for quality improvement that measures how many defects there are in a current process and seeks to systematically eliminate
The key sigma principles are the following:
Customer focus
Use data
Improve continuously
Involve people
Be thorough
Six Sigma 3M Case Study (draft)1. What will be the benefit.docxMadonnaJacobsenfp
Six Sigma 3M Case Study (draft)
1. What will be the benefits, costs, and risks of the Six Sigma program, and how will they be tracked and reported?
The benefit to 3M would primarily come from a cost and productivity boost from improvement in their existing product lines that made sense in their long term strategic plans. The more extensive strategic plans should take care of answering does a product line “make sense,” or should it be sold off or scrapped? Six Sigma would be misapplied to attempt to make a bad product good.
It is a manufacturing tool, and that is what it was designed to be not a business planning matrix tool. There is always danger in the process, taking over for vision. Tracking and reporting many aspects of a Six Sigma program is relatively easy as the approach is data-driven, and many of its outputs rely on metrics to show results.
· It has a Rigid framework of define, measure, analyze, improves, and control, as the process it follows all data-driven.
The costs and risks of the program usually come from poor implementation, misuse!, and this rigid approach. It also being data-driven does a poor job at tracking soft metrics of its impact within an organization over the long term.
· It is a short term tool for problem-solving, not a long term, high-level strategic planning tool. While it has at its core a goal of process control and stability, that also means that there is little room for risk. It also breeds very often a form of rigid thinking within the process workers as there is a lock on the process from six Sigma projects generally that may or may not foster engagement, and creativity.
2.How should the various functional areas in the organization be included in the Six Sigma initiative, and what role should senior and middle management play in this change initiative?
Senior Management needs to be in a leadership role with the implementation of the plans, ensuring and reassuring that this is a beneficial course for the organization and will further its long term goals. They also need to realize that by committing to this culture change, they have to support resource-wise sufficiently for the shift to happen and not be impatient with inevitable mixed results. Middle Management has a role to follow the implementation carefully and track what is happening and keep the new system moving toward successful implementation
3.What role should Six Sigma play in corporate strategy?
· Sigma should be utilized where it makes sense! It is easy to say it should be used everywhere. This is not a reality. There are many places it works poorly; minimal quantity builds to order highly complex items, R/D departments, for example, are places that require a careful examination of its application. When doing accurate basic research, there may not be a final goal or exact set of defined goals during the process. Small quantity highly complex items may require being built in singular or batches too small to every fully realize the tim.
Six Sigma 3M Case Study (draft)1. What will be the benefit.docxedgar6wallace88877
Six Sigma 3M Case Study (draft)
1. What will be the benefits, costs, and risks of the Six Sigma program, and how will they be tracked and reported?
The benefit to 3M would primarily come from a cost and productivity boost from improvement in their existing product lines that made sense in their long term strategic plans. The more extensive strategic plans should take care of answering does a product line “make sense,” or should it be sold off or scrapped? Six Sigma would be misapplied to attempt to make a bad product good.
It is a manufacturing tool, and that is what it was designed to be not a business planning matrix tool. There is always danger in the process, taking over for vision. Tracking and reporting many aspects of a Six Sigma program is relatively easy as the approach is data-driven, and many of its outputs rely on metrics to show results.
· It has a Rigid framework of define, measure, analyze, improves, and control, as the process it follows all data-driven.
The costs and risks of the program usually come from poor implementation, misuse!, and this rigid approach. It also being data-driven does a poor job at tracking soft metrics of its impact within an organization over the long term.
· It is a short term tool for problem-solving, not a long term, high-level strategic planning tool. While it has at its core a goal of process control and stability, that also means that there is little room for risk. It also breeds very often a form of rigid thinking within the process workers as there is a lock on the process from six Sigma projects generally that may or may not foster engagement, and creativity.
2.How should the various functional areas in the organization be included in the Six Sigma initiative, and what role should senior and middle management play in this change initiative?
Senior Management needs to be in a leadership role with the implementation of the plans, ensuring and reassuring that this is a beneficial course for the organization and will further its long term goals. They also need to realize that by committing to this culture change, they have to support resource-wise sufficiently for the shift to happen and not be impatient with inevitable mixed results. Middle Management has a role to follow the implementation carefully and track what is happening and keep the new system moving toward successful implementation
3.What role should Six Sigma play in corporate strategy?
· Sigma should be utilized where it makes sense! It is easy to say it should be used everywhere. This is not a reality. There are many places it works poorly; minimal quantity builds to order highly complex items, R/D departments, for example, are places that require a careful examination of its application. When doing accurate basic research, there may not be a final goal or exact set of defined goals during the process. Small quantity highly complex items may require being built in singular or batches too small to every fully realize the tim.
Data at the Core Establishing a Data-Driven CultureJon Hansen
Data at the Core: Establishing a Data-Driven Culture
by Joe Gibson
--------------------------------------------------------------------------------------
Research Thesis Submitted in Partial Fulfilment
of the Requirements for the Degree of Master of Business Administration in
Collaborative Leadership
--------------------------------------------------------------------------------------
Canterbury Christchurch University
Christ Church Business School February 2022
PROCUREMENT IN 2021 & BEYOND: PEOPLE, PROCESS, AND TECHNOLOGYJon Hansen
While technology obviously has an important role to play in laying the foundation for procurement’s transformation over the next year and beyond, it is one part of a trifecta for future success that also includes the evolution of talent (people) and
operating models (process).
To explore this further, Jon Hansen caught up with seasoned procurement and supply chain experts Dr. John Gattorna and Peter Woon on Zycus’ Expert Talk Series.
We’ve taken down the best bits from their engaging discussion and created this action-packed eBook for you.
How Digitization Will Change Procurement and the Supply ChainJon Hansen
I posed the following question to thought leaders from the practitioner, provider, and academic communities: "how will digitization change procurement and supply chain?"
In this article (page 4), I share their insights.
CPO ARENA Service Provider Synopsis (Nipendo)Jon Hansen
SEASON 1, EPISODE 4 - Nipendo (Service Provider)
Coming before a global panel of 5 CPOs – Industry Experts all, service providers are invited to present their offering within the framework of the following format:
Show Format
1. In the first 5 minutes, the provider will tell the panel about their company, procurement technology, and their unique value proposition.
2. In the next 7 to 8 minutes, they will demonstrate a unique feature from their technology platform that they believe is a differentiator in the marketplace.
3. In the final 10 minutes, the panel will ask the provider questions based on what they have heard and seen.
4. In the closing 5 minutes, the panel will share their Beefs & Bouquets regarding the provider's solution.
The document you are about to read is a synopsis of the panel’s observations regarding the provider’s solution offering from the standpoint of functionality and potential areas of both benefit and improvement.
Show Replay: https://youtu.be/-W4o7pofpKc
Making The Case: Logitech Repatriates ProcurementJon Hansen
Sure, all service providers provide client references on request. These are nothing new. However, what practitioners really want is for someone to interview the clients directly with a scrutinizing eye of understanding from both a technical as well as a practical standpoint to gain additional insight: a one-to-one, up close and personal perspective.
This "Making The Case" document provides that insight on the relationship between Logitech and Market Dojo.
Forget the stereotypes you may have heard about millennials:
Focus, purpose and commitment are the hallmarks of this critical segment.
A paper by APICS, APQC and Supply Chain Management Review
of the supply chain workforce
Making The Case: ProcurePort Client TakeJon Hansen
Sure, all service providers provide client references on request. These are nothing new. However, what practitioners really want is for someone to interview the clients directly with a scrutinizing eye of understanding from both a technical as well as a practical standpoint to gain additional insight: a one-to-one, up close and personal perspective.
This "Making The Case" document provides that insight.
Digital Transformation of Procurement In 4 Basic StepsJon Hansen
The response to a Procurement Insights poll asking the question; “What is the most significant risk that procurement faces in 2020?” was telling in that the number one risk was not cyber-attacks, job security or supplier performance.
More than 40 percent of those who responded said that “digital strategy implementation” was the greatest risk procurement faces in 2020.
In this Knowledge Note, I will provide a breakdown of what is known as the Progressive Implementation Methodology. Based on four key elements or building blocks, this methodology will overcome the slow digital adoption and unfavorable outcomes associated with traditional consulting methodologies.
Looking beyond technology is the key to Procurement’s successful Digital Tran...Jon Hansen
A solid procurement process and practice is the essential foundation for a successful e-procurement initiative.
This article tells you why and how.
NOTE: THE PROCUREMENT ITALIA MAGAZINE - Year 5 Number 4 - 2019
Women In Procurement - Equality Opportunity Means Equal PayJon Hansen
THE PROCUREMENT ITALIA MAGAZINE
Year 5 Number 3 - 2019
"It is the people within an organization who are responsible for digital success. To realize that success, we need more women to get in the game in multiple roles, starting with equal opportunity and equal pay."
Digital Transformation in Procurement 2018 Jon Hansen
This discussion paper examines the cultural effect or influence on the development, introduction, and successful implementation of a digital strategy from four key areas; home culture, generational culture, gender culture, and senior management culture.
Through the examination of these four areas, the reader will be able to determine the alignment of their current cultural environments, and use said understanding as a predictive tool for determining their organization's digital readiness and as a result the likelihood of initiative success.
Commercial credit report for Navistar International Corp.Jon Hansen
According to CreditRiskMonitor's FRISK® score - which has a 96 percent accuracy rate, Lisle, Illinois-based Navistar International Corporation could be in big trouble.
Outsourcing Procurement In The Public SectorJon Hansen
When the problems of weak institutional capacities, high costs, delays, and high integrity risks are systemic in a government, outsourcing the procurement function may be a sound option to consider, whether as a short-term gap-filling measure or as a longer-term strategic approach. - ADB Report
Related Story Link: https://procureinsights.wordpress.com/2017/03/14/santa-clara-county-exec-jeffrey-smith-agrees-to-interview/
Ontario's Auditor General Report on Supply Chain Jon Hansen
Bravo's progress with the Ontario Government implementation referenced in the recent Ontario Auditor General's Report.
Specifically Section 4.3 (Page 662) through to and including 4.3.2 (Page 664):
4.3 New Online Tendering System Not Widely Used
4.3.1 Concerns Raised Regarding The System's Design
4.3.2 Suppliers Now Charged Higher Bid Fees
Also refer to 4.1.6 (Supplier Performance Not Tracked)
Periscope Protest Letter Regarding Arizona RFPJon Hansen
This is the official letter of protest submitted by Periscope Holdings regarding Arizona solicitation no. adspo17 00006413; for an electronic procurement solution.
NIGP Forensic Audit: Request For Copies Per Open Records LawJon Hansen
Because the NIGP did not respond to a direct e-mail request for copies of the Independent Audit of NIGP's Strategic Partnerships/Forensic Audit and Pierson Grant recommendation, the following official letter of request Pursuant to Article I, section 24 of the Florida Constitution, and chapter 119, F.S., has now been sent.
This is the copy of that document.
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
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).
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
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 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
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
Kseniya Leshchenko: Shared development support service model as the way to ma...Lviv Startup Club
Kseniya Leshchenko: Shared development support service model as the way to make small projects with small budgets profitable for the company (UA)
Kyiv PMDay 2024 Summer
Website – www.pmday.org
Youtube – https://www.youtube.com/startuplviv
FB – https://www.facebook.com/pmdayconference
Evgen Osmak: Methods of key project parameters estimation: from the shaman-in...
Integrated Enterprise Excellence White Paper
1. Ottawa, Canada
2009
The Key
Principles behind
the Integrated
Enterprise
Excellence
Methodology
White Paper
A Knowledge Leadership
Publication By
Procurement Insights Author
Jon Hansen
2. The Key Principles behind the Integrated Enterprise Excellence Methodology
Table of Contents
INTERCHANGEABLE STRATEGIES . . ..................................................................................2
IS SIX SIGMA STILL RELEVANT? ………………………………………. . . . . ……………3
THE DEMING PHILOSOPHY . . . .............................................................................................4
TRANSFORMATIVE COMMUNICATION AND COLLABORATION ...............................6
REMAINING TRUE TO THE DEMING VISION.....................................................................7
A CASE IN POINT . . . .................................................................................................................9
A FINAL POINT . . . . . . . . . . . …………...……………………………….. …………………11
ABOUT SMARTER SOLUTIONS . . . ......................................................................................13
Appendices
APPENDIX A ...............................................................................................................................15
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3. The Key Principles behind the Integrated Enterprise Excellence Methodology
Is Six Sigma Still Relevant in a Dynamically Changing World?
With the growing level of dissatisfaction with programs such as Six Sigma,
the question that needs to be asked is quite simply this . . . what are the key
elements of a successful process improvement initiative?
This white paper, authored by critically acclaimed business writer Jon
Hansen, focuses on the possible reasons behind the alarming number of
failed or struggling programs, as well as providing insight into why
Deming’s System of Profound Knowledge establishes a meaningful
foundation upon which Forrest Breyfogle’s Integrated Enterprise Excellence
methodology consistently delivers superior results.
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4. The Key Principles behind the Integrated Enterprise Excellence Methodology
Interchangeable Strategies and the Attempt to Find the Right
Combination for Success
“Traditionally, Lean and Six Sigma have been viewed and utilized as
distinctly separate methodologies to analyze and improve processes. Rather
than employing them separately, many process gurus now advocate a
marriage of the two for more dramatic process improvement. While this
approach is valid, project leaders of process improvement efforts that
forcibly combine the two methodologies without understanding what they
are trying to improve will achieve limited success. Process Professionals
must first understand their level of process maturity to choose the
appropriate blend of Lean and Six Sigma methods and tools.”
Making the Marriage Work: Lean, Six Sigma, And the Business Process
Maturity Model
Forrester White Paper by Andy Salunga, Sharyn Leaver and Meghan
Donnely
November 21, 2007
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5. The Key Principles behind the Integrated Enterprise Excellence Methodology
Is Six Sigma Still Relevant in a Rapidly Changing World?
Like the over reliance on technology to deliver significant savings in areas
such as supply chain efficiencies has led to the continuously high rate of
costly initiative failures, the all encompassing, seemingly blind
embracement of the latest “mix” of business process methodology
improvement concepts do not fare much better.
A fact that is reflected by an increasingly cynical business community and
illustrated in a variety of venues including the Six Sigma Works: Fact or
Fiction Forum.
More telling than the results of an impromptu December 2008 forum survey
in which only 29.85 per cent of respondents claimed success (37.31 percent
indicated that their Six Sigma initiative was an outright failure, while 32.84
per cent indicated that they had achieved marginal success), were the
corresponding commentary from forum members. The following is an
example of just one of the many exchanges:
“I’ve lately come to realize that the current infatuation with SS stems from a
neophytes perception that the co-opted “core tools” of SS – understanding
variation, finding root causes, methodological problem solving – are valid
and valuable, is based their zeal to take the plunge and accept the fallacies
of the related 1.5 shift, the folly of 3.4 Defects Per Million Opportunities
(DPMO), and the ugly transmogrification of the simple PDCA into DMAIC
– at face value. In other words they see the tried-and-true-assets of SS and
assume that the garbage must be OK too. However, when you strip away
the garbage and the ridiculous caste system you discover that in reality you
have relatively simple concepts that have been with us for a long time.”
Rather than being viewed as a seditious ranting of an isolated and
uninformed malcontent, the response to this highly critical assessment of Six
Sigma was generally met with approval.
One response that stood out in particular came from Australia, where the
member expressed the belief that by “stripping away the garbage and the
ridiculous caste system to return to a Deming-based model, would cost many
consultants a great deal of revenue and cause great embarrassment to
managers who have blindly jumped onto the bandwagon.
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6. The Key Principles behind the Integrated Enterprise Excellence Methodology
3.4 DPMO might be as much nonsense as Iraq’s WMD or McCarthy’s Cold
War “reds under the bed” rantings, but that didn’t stop the pursuit of such
phantoms.
As long as managers can claim results from a bit of brainstorming or
looking for root causes, they will hail Six Sigma. No one seems concerned
that billions have been wasted along the way, teaching about non-existent
normal distributions, using enumerative tools in analytical studies, the
aforementioned absurdity of the 3.4 DPMO and the remaining elements of
the Six Sigma panoply.
Industry has once again reached a time of great crisis. There is a need to
return to the fundamentals of sound process management. To this end,
managers would find great benefit in reading (or re-reading) Deming’s
classic text “Out of the Crisis.”
The Deming Philosophy
The reference to W. Edwards Deming is interesting in that it touches on one
of the seemingly contentious elements of the Six Sigma program relating to
3.4 DPMO, and in particular the importance of quality.
Deming’s philosophy has been summarized as follows: “Dr. W. Edwards
Deming taught that by adopting appropriate principles of management,
organizations can increase quality and simultaneously reduce costs.” The
key to the Deming approach was the emphasis on practicing “continual
improvement and to think of manufacturing as a system, and not as bits and
pieces.”
This viewpoint was reflected in another Six Sigma Works: Fact or Fiction
Forum member’s response to the expressed concerns regarding the validity
of 3.4 DPMO.
“3.4 DPMO is exactly what it is. How you define the defect is up to you. If
someone makes a determination that customers say it is OK for a gas pump
to be off by 1 gallon in 10 gallons pumped, one could say that gas pumps
operate at a Six Sigma level in that for everyone who visits a pump, only 3.4
people in every million visits will have more or less than an extra gallon of
gas for 10 gallons pumped on the meter. We did not say that you could have
3.4 people with an extra gallon and another 3.4 people short more than a
gallon. A defect is either a defect or not a defect.
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7. The Key Principles behind the Integrated Enterprise Excellence Methodology
When you look at specification limit, such as the tolerance between two
mechanical parts, you can define that the pieces need to be between .005
inches and .025 inches. If you are less than the .005, that would be a defect
and if you were greater than .025, that would also be a defect. If you say
that .004 inches is really acceptable, then your lower specification is not set
correctly at .005.
Therefore, when you look at a control chart, a process that is in control will
have most of the points between the upper and lower Control Limits. These
are different from specification limits. A process can be in control, but be at
a very low Sigma number as the target you consistently hit does not meet
customer expectations. If you put a rifle on a stand, aim with a scope, and
shoot 10 rounds, the process can be very much in control with all 10 shots
hitting in a small grouping, but if the grouping is 5 inches to the right of the
target, you also have 10 defects out of 10 shots.”
Interestingly enough, the following excerpt from a Deming case reference
involving the automotive industry would seem to support the forum
member’s position.
“The Ford Motor Company was simultaneously manufacturing a car model
with transmissions made in Japan and the United States. (Note: Deming and
his methodologies were widely accepted and hailed in Japan long before the
United States recognized the validity of his work.)
Soon after the car model was on the market, Ford customers began
requesting the model with the Japanese transmission over the USA-made
transmission, and were willing to wait for the Japanese model. As both
transmissions were made to the same specifications, Ford engineers could
not understand the reasoning behind the customers’ preference. What they
discovered was that the Japanese model delivered smoother performance
with a lower defect rate.”
Based on this feedback, Ford’s engineers decided to take apart the two
transmissions to ascertain the root cause of the different results.
After an extensive analysis, in which it was determined that the American-
made parts were all within the specified tolerance levels, the engineers
discovered that the Japanese parts “had much closer tolerances than the
USA-made parts.” Specifically, “if a part was supposed to be one foot long,
plus or minus 1/8 of an inch, then the Japanese parts were within 1/16 of an
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8. The Key Principles behind the Integrated Enterprise Excellence Methodology
inch.” The result is that the Japanese-made cars ran smoother with less
problems than their American-made counterpart.
Outcomes such as the Ford example clearly demonstrate that “tangible
results cannot be achieved through a simplistic application or adherence to a
formulaic mix of the right specifications or guidelines.”
If this is in fact true, and the steadily increasing level of dissatisfaction with
programs like Six Sigma would tend to support this position, then we need
to ask “what are the key elements of a successful business process
improvement program?” Fortunately, Deming’s System of Profound
Knowledge provides the answer. An answer which also explains why
Forrest Breyfogle’s Integrated Enterprise Excellence program is achieving
outstanding results in a market that is desperately looking for answers given
the current economic environment.
Transformative Communication and Collaboration
Deming’s System of Profound Knowledge contends that “the prevailing
style of management must undergo transformation.” However, Deming
concluded that a “system cannot understand itself,” and therefore requires
“a view from the outside.”
In this outward looking in process, true discontinuous transformation begins
at the “individual level,” and comes from an “understanding of the system of
profound knowledge.”
Once transformed, Deming believed that the individual will “perceive new
meaning to his life, to events, to numbers, to interactions between people.”
And based on this new found understanding or insight, the individual will
“apply the principles in every kind of relationship with other people.” In
essence, the individual will have a “basis for judgment on his or her own
decisions as well as for the transformation of the organization to which he or
she belongs.”
As a result, the individual will be able to a) set an example, b) be a good
listener, but will not compromise, c) continually teach other people, and d)
help people to pull away from their current practices and beliefs and move
into the new philosophy without a feeling of guilt about the past.
7
9. The Key Principles behind the Integrated Enterprise Excellence Methodology
Based on this transformation principle, Deming deemed that it was critical
for managers to fully understand the following four key elements or parts of
the system:
1. Appreciation of a system: understanding the overall processes
involving suppliers, producers, and customers;
2. Knowledge of variation: the range and causes of variation in quality,
and use of statistical sampling in measurements;
3. Theory of knowledge: the concepts explaining knowledge and the
limits of what can be known;
4. Knowledge of psychology: concepts of human nature
With the exception of the second element, points 1, 3 and 4 are directly
linked to an effective communication/collaboration mechanism.
What the Integrated Enterprise Excellence system delivers is a methodology
that not only provides the framework or model for success, but also equips
key internal as well as external stakeholders with the tools to establish and
manage the critical communication channels that are necessary to maximize
both knowledge and collaboration and therefore effect positive and
sustainable results at the collective enterprise level.
Results, which according to a senior executive, whose company’s success
with the Integrated Enterprise Excellence system is a featured white paper
case study, are unique to Breyfogle’s Smarter Solutions organization.
Specifically, the executive stated that “we have had a lot of outside
consulting work all the way from financial to operational, and the best value
and certainly most successful help has been through Smarter Solutions.”
Remaining True to the Deming Vision
On September 29, 2008 Smarter Solutions’ Forrest Breyfogle was
nominated for the Deming Medal.
Citing his “proven knowledge” relating to the foundational principles behind
Deming’s concepts, Breyfogle’s Integrated Enterprise Excellence
methodology reflects the natural and effective evolution of the Deming
System. This is an important distinction in that while many best practice or
business process improvement models have their origins tied to the Deming
thought process, very few have successfully maintained the difficult balance
8
10. The Key Principles behind the Integrated Enterprise Excellence Methodology
between innovative adaptation to the current market while remianing true to
the core elements of the Deming model.
This ability reflects Breyfogle’s unique insight into the complex inner
workings of the modern, global enterprise. And by adhering to the “14 key
management principles” for effective business transformation that was first
introduced in Deming’s book “Out of the Crisis (p. 23, 24), Breyfogle
provides his clients with a strategically sound, historically proven road map
to process understanding and redefinition that is in line with the realities of
doing business in a rapidly changing world.
That said it would be a mistake to think that the Integrated Enterprise
Excellence methodology is a simple duplication of the Deming System.
While the principles associated with the 14 points remain valid, the fact is
that the world has dramatically changed since Deming’s time. And as Colin
Powell once stated in a well known speech that even though “it is important
to seek the input of experts,” it is equally important to recognize the fact that
the experts “may have hit their plateau in terms of current day relevancy and
effectiveness,” Breyfogle’s approach represents both an innovative and
important breathrough in business process improvement methodology.
The implication here is not to disparage the innovators who have come
before us, but is instead intended to point out the fact that with time
circumstances and conditions change. Therefore, what worked in the past
may not necessarily carry the same degree of relevance and applicability in
today’s world. In essence, and in the spirit of Powell’s military background,
the biggest mistake a commander can make is to fight yesterday’s war today.
And as alluded to earlier, this is one of the primary differences between
Breyfogle’s approach and those of his contemporaries, as he has effectively
achieved the balance being extracting and leveraging the critical Deming
attributes while simultaneously incorporating the unique perspectives that
reflects the reality of doing business in today’s diverse and challenging
corporate climate. This is truly relevancy without redundancy.
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11. The Key Principles behind the Integrated Enterprise Excellence Methodology
A Case In Point
The Smarter Solutions Case Study of North Carolina-based Oracle
Packaging tells a compelling story in the opening few minutes by stating
that “board members, investors, regulators, employees, suppliers and
customers can present conflicting priorities.”
One such example of the how these apparently competing demands within a
single enterprise create a conflict occurred when Smarter Solutions focused
on Oracle’s Working Capital.
While it was never quantified, there was a general awareness within the
company that a large amount of material completed for the internal
customer was not being shipped. This led to the obvious question “why
would an internal customer place an order for something that was not
needed in the immediate future?”
It took the Integrated Enterprise Excellence methodology to uncover the
existence of several internal policies that while intending to optimize
divisional performance, simultaneously had a negative impact on Working
Capital as valuable cash resources were tied up in inventory that had an
unconfirmed future delivery date.
Similar to the Information Technology service sector’s practice of setting
aside and assigning inventory for the future requirements associated with
meeting a contractually demanding Service Level Agreement, the Oracle
policy addressed the interests of only one area of the business. And like the
IT example, while the certainty of future usage was relatively guaranteed
this belt and suspenders practice impeded critical process improvements in
other areas of the operation such as planning and scheduling.
Through a proper alignment of enterprise-wide policies with operational
imperatives that resulted from reviewing the organization’s practices an
Integrated Enterprise Excellence analyses enabled Oracle to increase
throughput by 30 per cent, while simultaneously reducing Work In Progress
(WIP) inventory levels in half.
As a means of providing some context relative to the impact of this
breakthrough on the company’s Working Capital, prior to introducing
Integrated Enterprise Excellence Oracle’s practice was to maintain 400 coils
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12. The Key Principles behind the Integrated Enterprise Excellence Methodology
of aluminium (re WIP inventory) worth an estimated $3 million dollars. By
reducing WIP inventory by 50 per cent through the utilization of Integrated
Enterprise Excellence advanced metrics, tangible bottom line savings were
achieved within the first three months.
And rather than having a negative impact on production requirements, the
Integrated Enterprise Excellence process improvements provided the added
benefit of reducing lead times from as much as five weeks to as little as
eighteen days. According to Oracle Packaging Supervisor Kenny Hanna,
the company is actually “running more production out the back door now”
that at any other time.
Based on the success of the process improvements to date, company Vice
President Hank Bird expressed his belief that the Integrated Enterprise
Excellence methodology is “more of a business system than a project driven
deal,” which in his estimation is one of its greatest benefits. In short
according to Bird, Integrated Enterprise Excellence “is the way to run a
business.”
The true testimony to Integrated Enterprise Excellence’s effectiveness
however is reflected in the general belief that the proper alignment of
performance measurement with operational metrics through a meaningful
collaborative process will ultimately touch all areas of the business.
Ernest Holley, Oracle’s Vice President of Operations confirmed this broader
vision for Integrated Enterprise Excellence impact when he stated that,
“with what we’ve learned from Integrated Enterprise Excellence we can
look at any system, any type of process and we now have the tools that we
can say hey let’s take this thing apart – how can we improve on it, how can
we really build for the future and build something that is long lasting and
sustainable.”
And according to Oracle CEO Scott Dickman, Integrated Enterprise
Excellence’s impact is not just confined to the here and now. Specifically,
the CEO believes that Integrated Enterprise Excellence also “gives us an
opportunity to develop our strategic plan as it evolves.” As a result, having
critical data as well as “understanding what the data is telling us, definitely
will help us to keep our strategic plan up to date and current.”
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13. The Key Principles behind the Integrated Enterprise Excellence Methodology
A Final Point
What is ultimately the most important testimony to the effectiveness of the
Smarter Solutions’ Integrated Enterprise Excellence program is found in
comments from clients such as Oracle VP Hank Bird who said, “We have
had a lot of outside consulting work all the way from financial to
operational, and the best value and certainly most successful help has been
through Smarter Solutions”.
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14. The Key Principles behind the Integrated Enterprise Excellence Methodology
13
16. The Key Principles behind the Integrated Enterprise Excellence Methodology
About the Author
Jon Hansen has studied and written extensively about e-Procurement and the
changing face of procurement around the globe. In addition to being a
highly acclaimed international speaker, his Procurement Insights Blog
reaches 300,000 syndicated subscribers each month worldwide, and is
currently available in several languages. He has written more than 200
articles and papers on subjects ranging from supply chain optimization and
the utilization of agent-based modeling in the software development process
to the evolution of sustainable purchasing practices and the impact of
traditional ERP-centric implementation methodologies on the high rate of
supply chain initiative failures. Funded by the Government of Canada’s
Scientific Research and Experimental Development (SR&ED) program Mr.
Hansen’s work in both identifying the existence of Commodity
Characteristics as well as defining and recording their impact on “best
value” purchasing practices represented a seminal breakthrough that led to
the establishment of new theories surrounding the practical utilization of
synchronized platforms in achieving sustainable coordinated savings and
overall process efficiencies.
Other white papers by Jon Hansen:
The Greening of Procurement: How Social Consciousness is Re-Shaping
Procurement Practices
Talent Attraction and Retention in a Global Economy
SAP Procurement for the Public Sector
Strategic Sourcing Practices in Higher Education
Yes Virginia! A Profile in Excellence
To obtain copies of the above referenced white papers, or to inquire about
Jon’s availability to speak at your next conference or seminar contact
Jennifer Cameron at jenncameron@sympatico.ca, or 819-986-8953.
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17. The Key Principles behind the Integrated Enterprise Excellence Methodology
The Key Principles
behind the Integrated
Enterprise Excellence
Methodology
White Paper
Appendices
16
18. The Key Principles behind the Integrated Enterprise Excellence Methodology
APPENDIX A
Reference Links
Making the Marriage Work: Lean, Six Sigma, And the Business Process
Maturity Model
Forrester White Paper by Andy Salunga, Sharyn Leaver and Meghan
Donnely
November 21, 2007
http://www.forrester.com/Research/Document/Excerpt/0,7211,43634,00.htm
l
Six Sigma Works: Fact or Fiction Forum
http://elsmar.com/Forums/showthread.php?s=18083682b7d1658f98f1e2300
5373908&p=287191#post287191
W. Edwards Deming, Wikipedia Article (updated January 24, 2009)
http://en.wikipedia.org/wiki/W._Edwards_Deming
Forrest Breyfogle – Deming Medal Nomination Outline
http://www.slideshare.net/piblogger/deming-medal-nomination-forrest-
breyfogle-presentation
Oracle Case Reference (Video)
http://www.youtube.com/watch?v=EDQpxnMmbuU
17