K Rizzo Jw092609
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Jamie Wymer is recommended for a leadership position based on his experience implementing process optimization initiatives and Lean Manufacturing practices that reduced waste and improved production operations. As a leader, Jamie takes a common sense approach focused on continuous improvement initiatives that have the greatest impact. His good judgment and determination in achieving successful results make him a positive asset for any organization.
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Whether you are a new or seasoned learning professional, this certification will help you to quickly and easily learn how to adapt a gamification strategy for your programs.
BUT… you do need to be prepared to come and play FULL OUT for the entire day to DRAMATICALLY IMPROVE your L&D results and SIGNIFICANTLY INCREASE your credibility and influence.
You’ll improve your confidence, make more convincing pitches to the C-team, and lead your colleagues and co-workers with an articulate vision.
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Jamin Hegeman: How I Learned to Stop Worrying and Give Service Design Away
It's one thing to learn service design tools and try them here and there on your projects. It's another to make the tools and the mindset business as usual within your organization. Connecting the dots is no small feat. But that's what we're trying to do at Capital One. Within our financial services division, we've made journey maps, vision stories, and service blueprints part of our management system. Leaders from multiple lines of business are embracing and learning these tools to help understand the customer experience, make vision tangible and accessible, and articulate what it will take to get there. What are the challenges of implementing service design at scale? How do you democratizing both the mindset and the practice? How many journey maps do you need? What's the appropriate level of zoom? When is a blueprint not the right tool? How can we balance autonomy at speed, with service experience at scale? What's the role of the design team in this transformation? If service design tools, methods, and mindset are to become truly business as usual, these are the questions we must face.
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How I Learned to Stop Worrying and Give Service Design Away
Jamin Hegeman: How I Learned to Stop Worrying and Give Service Design Away
Jamin Hegeman: How I Learned to Stop Worrying and Give Service Design Away
K Rizzo Jw092609
- 1. To whom this may concern, Dear Executive Management: It is with gratification that I recommend Jamie Wymer for a leadership position with the management team of any company. I have known Jamie for several years and worked with him on major process optimization initiatives at his previous employment. Jamie has shared with me on various occasions his common sense approach for improving quality and optimizing performance of print production operations. Jamie’s plant waste reduction and work area re-organization accomplishments, based on Lean Manufacturing practices, were evident in his previous leadership position. Jamie exhibits a high degree of integrity, responsibility, and determination. As a leader, Jamie continually looks for continuous improvement opportunities that will have the greatest possible impact for any company. His good judgment and experience makes certain of practical and effective methods to achieving successful results to initiatives he endeavors to take on. Jamie Wymer would be a positive asset to any organization, and I am happy to give him my wholehearted endorsement. If you wish to discuss my endorsement of Jamie Wymer further, please feel free to contact me. Sincerely, Ken Kenneth Rizzo Director Technical and Lean Services Center for Technology and Research Printing Industries of America Email: krizzo@printing.org Ph: 412-259-1835 Fax: 412-749-9891 Web Site: www.printing.org KRizzo Bio http://www.printing.org/krizzobio Center for Technology and Research Research Laboratory Services Consulting Training & Education Workflow Optimization