Kanban is a method for defining, managing, and improving services that deliver knowledge work, such as professional services, creative endeavors, and the design of both physical and software products.
This document discusses change management policies and procedures. It emphasizes fostering open communication with employees to address concerns about cultural and economic changes. Effective leadership requires integrity, strong communication skills, and emotional courage to promote transparency. Developing efficient policies and procedures involves subject matter experts identifying customer wants and streamlining redundant work while incorporating employee ideas and linking rewards to transparent performance metrics.
Dave Rocker: How leaders do quick, quality workDave Rocker
Effective leaders provide clear strategic perspectives and communicate them well to set specific objectives and goals. They set high standards and stretch goals to increase quality and speed of work. They embrace innovation, change, and new procedures to deliver higher quality work faster than traditional methods allow. They also consider outside opinions to identify trends and adapt strategies accordingly.
This document discusses planning and monitoring work by setting clear tasks and objectives. It covers setting SMART goals and objectives, organizing a team's work through planning, allocating tasks, and monitoring performance. Key aspects addressed include defining policies, procedures, goals and objectives; selecting team members; identifying required resources, timelines and budgets for plans; and checking that work is understood and progress is made according to the plan. Metrics and processes for monitoring and improving performance if needed are also outlined.
People shape who others become through clear expectations, consistent follow up, recognition of achievements, performance management, and development opportunities. Managers should communicate goals, establish routines, provide timely feedback, recognize both individuals and teams, hold employees accountable, document conversations, delegate new tasks to challenge staff, and invest in developing others through personal development plans.
The Hurley Group In house mentor scheme was started in 2012 to provide career mentoring and support staff development. The scheme aims to identify and develop talented staff, encourage career progression, support staff retention, and demonstrate good employer qualities. Mentees receive 6 mentoring sessions over 12 months to assist with career goals. Evaluation found that both mentors and mentees found the scheme valuable for development and reflection, and that staff turnover was lower than average despite a period of expansion.
Employee goal setting for results making 2013 a high impact yearCRG emPerform
Goal setting is a powerful process that has proven to increase professional results and employee satisfaction.
Now is the time to create a plan, establish powerful goals that have a direct impact on company success.
In this informative presentation, CRG emPerform and host, Dawn Kohler, President of The Inside Coach, explore:
How to create the right goals for the right reason.
How to word motivational goals.
How to make a goal a reality.
How to adjust a goal for greater impact.
Enjoy!
To learn more about automating easy employee goal management, visit www.employee-performance.com
This document discusses change management policies and procedures. It emphasizes fostering open communication with employees to address concerns about cultural and economic changes. Effective leadership requires integrity, strong communication skills, and emotional courage to promote transparency. Developing efficient policies and procedures involves subject matter experts identifying customer wants and streamlining redundant work while incorporating employee ideas and linking rewards to transparent performance metrics.
Dave Rocker: How leaders do quick, quality workDave Rocker
Effective leaders provide clear strategic perspectives and communicate them well to set specific objectives and goals. They set high standards and stretch goals to increase quality and speed of work. They embrace innovation, change, and new procedures to deliver higher quality work faster than traditional methods allow. They also consider outside opinions to identify trends and adapt strategies accordingly.
This document discusses planning and monitoring work by setting clear tasks and objectives. It covers setting SMART goals and objectives, organizing a team's work through planning, allocating tasks, and monitoring performance. Key aspects addressed include defining policies, procedures, goals and objectives; selecting team members; identifying required resources, timelines and budgets for plans; and checking that work is understood and progress is made according to the plan. Metrics and processes for monitoring and improving performance if needed are also outlined.
People shape who others become through clear expectations, consistent follow up, recognition of achievements, performance management, and development opportunities. Managers should communicate goals, establish routines, provide timely feedback, recognize both individuals and teams, hold employees accountable, document conversations, delegate new tasks to challenge staff, and invest in developing others through personal development plans.
The Hurley Group In house mentor scheme was started in 2012 to provide career mentoring and support staff development. The scheme aims to identify and develop talented staff, encourage career progression, support staff retention, and demonstrate good employer qualities. Mentees receive 6 mentoring sessions over 12 months to assist with career goals. Evaluation found that both mentors and mentees found the scheme valuable for development and reflection, and that staff turnover was lower than average despite a period of expansion.
Employee goal setting for results making 2013 a high impact yearCRG emPerform
Goal setting is a powerful process that has proven to increase professional results and employee satisfaction.
Now is the time to create a plan, establish powerful goals that have a direct impact on company success.
In this informative presentation, CRG emPerform and host, Dawn Kohler, President of The Inside Coach, explore:
How to create the right goals for the right reason.
How to word motivational goals.
How to make a goal a reality.
How to adjust a goal for greater impact.
Enjoy!
To learn more about automating easy employee goal management, visit www.employee-performance.com
This workshop aimed to help nurse managers develop their knowledge of performance management. The agenda included introducing key concepts of performance management, developing a framework, and addressing common issues. Participants would understand what performance management entails, how to create a framework, and where to find additional resources. The workshop emphasized a collaborative approach and encouraged discussion of how to design an effective performance management system tailored to each organization's context and goals.
The document discusses setting and discussing performance goals. It outlines the performance cycle and challenges of performance discussions, such as time constraints and defining expectations. The purpose of setting expectations discussions is to ensure understanding, agreement on specific and measurable outcomes, and alignment with organizational objectives. Effective goals are specific, measurable, attainable, realistic, and time-bound. The discussion process involves opening, clarifying, developing, agreeing on, and closing the goals. Guidelines are provided for effective communication and interaction during the discussions. Potential situations, such as an employee lacking confidence, are also addressed.
The document discusses how to effectively communicate internally within an organization. It recommends defining clear objectives for internal communications and sharing them with stakeholders. It also stresses understanding the audience, timing communications strategically, and tailoring messages to be relevant for different groups. The goal is to create an environment where employees feel informed, motivated, and advocate for the company's customers and brands.
This document discusses the key components of an organization's vision, mission, values, goals, and objectives. It defines each component and provides guidance on developing statements for vision, mission, values, strategy, goals, and objectives. A vision statement describes the organization's ideal future state, while the mission statement explains its current purpose and market. Core values reflect the organization's principles and ethics. Goals are broad conditions to achieve, while objectives are specific, measurable targets that support achieving the goals. Strategies, policies, and procedures help guide the organization in pursuing its vision and mission.
This one-day workshop helps managers learn coaching and counseling techniques to improve employee performance. Participants will practice skills like active listening, giving feedback, and having difficult conversations. They also learn how to determine whether to use coaching or counseling and how to conduct effective sessions. By attending, participants receive a course manual, assessment of their skills, and development plan.
The objective of Supervisor/Manager Training is to develop professional skills in all levels of employees that will help to assure the future success of both the participants and their organizations.
The workplace is witnessing more changes than ever before. These changes are influencing more people to question the future direction and economic stability of organizations. People need to adjust to these changes and find comfort in their future by becoming proactive. We can identify the most significant change as competitive intensity.
John P. Kotter, in his book The Leadership Factor 1988, says:
“...More and more, the need for leadership doesn’t stop at the executive level either. Corporations are finding that even lower-level managerial, professional, and technical employees sometimes need to play a leadership role in their arena”.
We offer a customized approach to promote professional development and provide participants with a unique and transformational learning experience. We will offer: modular format of half and one-day programs, lecture series, webinars, and work with clients to customize high-impact learning experiences to meet specific organizational objectives. During the modular training all participants are asked to complete an accompanying assessment and action plan. Following is an outline of ten different workshops from which to choose your customized learning approach for your organization.
Whether the participants are experienced people who want to expand professional skills or inexperienced just learning the skills, we will offer programs to suit their diverse needs.
This presentation discusses the purpose/goals, phases, principles, tactics, use of technology, etc. when developing a communication plan during an organizational change process
The 'People Management' induction program introduces company policies and procedures, supports effective team management, demonstrates tools and best practices, explains common business language, and allows networking. It consists of seven core modules that are mandatory for all line managers, both new hires and those stepping into a management role, to complete within six months through twice monthly classroom workshops and an employee relations masterclass delivered across London hotels. The program aims to provide line managers with the tools to effectively manage their teams by the communicated deadlines.
Embedding a culture of quality: ISO 9001:2015 FocusQualsys Ltd
What does an organisation with a mature culture of quality look like? In this ppt presentation, Richard Green, Former Head of Technical Services at CQI, explains what a culture of quality looks like, the essential building blocks and how to achieve this.
More information can be found: http://quality.eqms.co.uk/blog/6-critical-building-blocks-of-a-quality-culture
This document provides an overview of the Kanban method. It discusses:
- What Kanban is and how it can be used to manage knowledge work and professional services.
- The origins of Kanban in lean manufacturing and its focus on visualizing work and limiting work in progress to improve flow.
- The key principles of Kanban including evolutionary change, focusing on customer needs, and managing work through self-organizing teams.
- Common practices when using Kanban like visualizing workflow on boards, using WIP limits and pull systems, and improving processes collaboratively over time.
Building and sustaining total quality organizationsLizzette Danan
This document discusses key concepts for building and sustaining a total quality organization. It identifies the top obstacles to total quality as lack of motivation, time, and strategic planning. It provides guidance for senior leaders, middle management, and employees to drive cultural change and continuous improvement. It also outlines common mistakes made in quality initiatives, such as treating quality as a program rather than a philosophy, not obtaining short-term results, and not addressing structural barriers to change.
This document describes Subba Iyer's approach to executive coaching. It discusses how executive coaching helps clients improve professional performance and organizational effectiveness through formally defined agreements and behavioral shifts brought about through deeper analysis. Iyer's coaching approach involves multiple loops of learning to facilitate discovery of a coachee's potential, thinking, actions, and outcomes. The engagement process includes understanding the organizational and individual context through diagnosis and setting coaching objectives, action steps, and deliverables. Iyer brings over 25 years of industry experience in strategy, business consulting, program management, and people management to his role as an executive coach.
This document discusses Subba Iyer's approach to executive coaching. It begins by explaining that executive coaching helps clients improve professional performance and organizational effectiveness through analyzing organizational dynamics and facilitating behavioral shifts. It then outlines Iyer's coaching approach, which aims to unleash a client's potential through behavioral shifts, new experiences, and realizations facilitated by skills development, training, and building new perspectives. The document also provides details on Iyer's coaching process, domains, and tools, with the goal of helping clients discover their potential and achieve breakthrough performance through changing actions, mental models, and the realization of their potential contributions.
This document provides information for coaches and mentors on the London Leadership Academy register. It discusses what coaching and mentoring are, how they differ, and the benefits they provide. Coaching focuses on short-term goals and development areas through scheduled sessions, while mentoring involves a more experienced mentor sharing knowledge and experience over a longer period. Both aim to give space for reflection. The document outlines the application process for coaches or mentors on the register and emphasizes the importance of confidentiality, ethics, and structured goal setting and evaluation. Coaches and mentors must follow the EMCC or ICF code of ethics and adhere to ground rules to build trust and keep conversations professional.
Changing behaviour in organisations is one of the toughest challenges communicators face. IABC Canberra presenter Tina Chawner offers insights based on her recent UK experiences.
Demonstrating the impact and value of your vcse organisation CANorfolk
Part of CAN's 2020 Annual VCSE conference. This interactive session is designed to help you understand how you can demonstrate the value of what your organisation does. Led by Jenny Potkins (NCVO) and Paul Webb (MAP & Centre for Youth Impact) this session introduced how you can articulate the difference your organisation makes, and some of the processes and tools you can use to measure that difference.
These slides compliment the webinar titled "People Culture - Whats it all about" presented by Paul Addy from Positive People HR.
Withing the webinar, Paul explores:
* What company culture is and how to better define it
* Articulating what the drivers of an engaged team are
* Some of the tools available to measure your employee engagement and your people culture
To listen to the full webinar recording, please visit http://shorebird-rpo.com/free-webinars/item/people-culture-whats-it-all-about
The document discusses total quality management (TQM) principles and continuous improvement methods like Kaizen. It emphasizes management commitment, customer focus, treating suppliers as partners, and involving employees. Kaizen involves making small, incremental improvements to processes. The PDCA cycle and visual tools help structure continuous improvement efforts. Overall, the document advocates for integrating quality principles across an organization's systems, processes, people, and culture.
This document outlines a workshop on using evaluation to improve organizations and increase their impact. It discusses how evaluation can be used to make work better, plan differently, and become more sustainable. The Campaign to End Loneliness is used as a case study to show how their evaluation with CES helped them become clearer on their goals, provide opportunities for learning and fundraising, and improve their work. Key lessons include involving stakeholders in evaluation, using real-time data, and integrating evaluation into the planning process. Ensuring evaluation is used requires resources, collaboration, champions, and flexible approaches.
This document provides guidance for supervisors and managers to help employees with career planning. It outlines a three stage career planning model of plan, learn, and experience. Tips are provided for facilitating career planning discussions, including asking open-ended questions, providing constructive feedback, and recognizing achievements. The role of supervisors is to support employees' career goals by being a facilitator, source of information, guide, and motivator.
Taking Care of Business (TCOB) - Training & Consulting Solutions for SMEsElaine Cercado
Taking Care of Business (TCOB) is POWERinU's approach to assist local enterprises who commit to embark on and sustain business improvement efforts through training, consulting, coaching and mentoring. This is our way of empowering the SME sector in Singapore, Philippines and the rest of Asia.
This workshop aimed to help nurse managers develop their knowledge of performance management. The agenda included introducing key concepts of performance management, developing a framework, and addressing common issues. Participants would understand what performance management entails, how to create a framework, and where to find additional resources. The workshop emphasized a collaborative approach and encouraged discussion of how to design an effective performance management system tailored to each organization's context and goals.
The document discusses setting and discussing performance goals. It outlines the performance cycle and challenges of performance discussions, such as time constraints and defining expectations. The purpose of setting expectations discussions is to ensure understanding, agreement on specific and measurable outcomes, and alignment with organizational objectives. Effective goals are specific, measurable, attainable, realistic, and time-bound. The discussion process involves opening, clarifying, developing, agreeing on, and closing the goals. Guidelines are provided for effective communication and interaction during the discussions. Potential situations, such as an employee lacking confidence, are also addressed.
The document discusses how to effectively communicate internally within an organization. It recommends defining clear objectives for internal communications and sharing them with stakeholders. It also stresses understanding the audience, timing communications strategically, and tailoring messages to be relevant for different groups. The goal is to create an environment where employees feel informed, motivated, and advocate for the company's customers and brands.
This document discusses the key components of an organization's vision, mission, values, goals, and objectives. It defines each component and provides guidance on developing statements for vision, mission, values, strategy, goals, and objectives. A vision statement describes the organization's ideal future state, while the mission statement explains its current purpose and market. Core values reflect the organization's principles and ethics. Goals are broad conditions to achieve, while objectives are specific, measurable targets that support achieving the goals. Strategies, policies, and procedures help guide the organization in pursuing its vision and mission.
This one-day workshop helps managers learn coaching and counseling techniques to improve employee performance. Participants will practice skills like active listening, giving feedback, and having difficult conversations. They also learn how to determine whether to use coaching or counseling and how to conduct effective sessions. By attending, participants receive a course manual, assessment of their skills, and development plan.
The objective of Supervisor/Manager Training is to develop professional skills in all levels of employees that will help to assure the future success of both the participants and their organizations.
The workplace is witnessing more changes than ever before. These changes are influencing more people to question the future direction and economic stability of organizations. People need to adjust to these changes and find comfort in their future by becoming proactive. We can identify the most significant change as competitive intensity.
John P. Kotter, in his book The Leadership Factor 1988, says:
“...More and more, the need for leadership doesn’t stop at the executive level either. Corporations are finding that even lower-level managerial, professional, and technical employees sometimes need to play a leadership role in their arena”.
We offer a customized approach to promote professional development and provide participants with a unique and transformational learning experience. We will offer: modular format of half and one-day programs, lecture series, webinars, and work with clients to customize high-impact learning experiences to meet specific organizational objectives. During the modular training all participants are asked to complete an accompanying assessment and action plan. Following is an outline of ten different workshops from which to choose your customized learning approach for your organization.
Whether the participants are experienced people who want to expand professional skills or inexperienced just learning the skills, we will offer programs to suit their diverse needs.
This presentation discusses the purpose/goals, phases, principles, tactics, use of technology, etc. when developing a communication plan during an organizational change process
The 'People Management' induction program introduces company policies and procedures, supports effective team management, demonstrates tools and best practices, explains common business language, and allows networking. It consists of seven core modules that are mandatory for all line managers, both new hires and those stepping into a management role, to complete within six months through twice monthly classroom workshops and an employee relations masterclass delivered across London hotels. The program aims to provide line managers with the tools to effectively manage their teams by the communicated deadlines.
Embedding a culture of quality: ISO 9001:2015 FocusQualsys Ltd
What does an organisation with a mature culture of quality look like? In this ppt presentation, Richard Green, Former Head of Technical Services at CQI, explains what a culture of quality looks like, the essential building blocks and how to achieve this.
More information can be found: http://quality.eqms.co.uk/blog/6-critical-building-blocks-of-a-quality-culture
This document provides an overview of the Kanban method. It discusses:
- What Kanban is and how it can be used to manage knowledge work and professional services.
- The origins of Kanban in lean manufacturing and its focus on visualizing work and limiting work in progress to improve flow.
- The key principles of Kanban including evolutionary change, focusing on customer needs, and managing work through self-organizing teams.
- Common practices when using Kanban like visualizing workflow on boards, using WIP limits and pull systems, and improving processes collaboratively over time.
Building and sustaining total quality organizationsLizzette Danan
This document discusses key concepts for building and sustaining a total quality organization. It identifies the top obstacles to total quality as lack of motivation, time, and strategic planning. It provides guidance for senior leaders, middle management, and employees to drive cultural change and continuous improvement. It also outlines common mistakes made in quality initiatives, such as treating quality as a program rather than a philosophy, not obtaining short-term results, and not addressing structural barriers to change.
This document describes Subba Iyer's approach to executive coaching. It discusses how executive coaching helps clients improve professional performance and organizational effectiveness through formally defined agreements and behavioral shifts brought about through deeper analysis. Iyer's coaching approach involves multiple loops of learning to facilitate discovery of a coachee's potential, thinking, actions, and outcomes. The engagement process includes understanding the organizational and individual context through diagnosis and setting coaching objectives, action steps, and deliverables. Iyer brings over 25 years of industry experience in strategy, business consulting, program management, and people management to his role as an executive coach.
This document discusses Subba Iyer's approach to executive coaching. It begins by explaining that executive coaching helps clients improve professional performance and organizational effectiveness through analyzing organizational dynamics and facilitating behavioral shifts. It then outlines Iyer's coaching approach, which aims to unleash a client's potential through behavioral shifts, new experiences, and realizations facilitated by skills development, training, and building new perspectives. The document also provides details on Iyer's coaching process, domains, and tools, with the goal of helping clients discover their potential and achieve breakthrough performance through changing actions, mental models, and the realization of their potential contributions.
This document provides information for coaches and mentors on the London Leadership Academy register. It discusses what coaching and mentoring are, how they differ, and the benefits they provide. Coaching focuses on short-term goals and development areas through scheduled sessions, while mentoring involves a more experienced mentor sharing knowledge and experience over a longer period. Both aim to give space for reflection. The document outlines the application process for coaches or mentors on the register and emphasizes the importance of confidentiality, ethics, and structured goal setting and evaluation. Coaches and mentors must follow the EMCC or ICF code of ethics and adhere to ground rules to build trust and keep conversations professional.
Changing behaviour in organisations is one of the toughest challenges communicators face. IABC Canberra presenter Tina Chawner offers insights based on her recent UK experiences.
Demonstrating the impact and value of your vcse organisation CANorfolk
Part of CAN's 2020 Annual VCSE conference. This interactive session is designed to help you understand how you can demonstrate the value of what your organisation does. Led by Jenny Potkins (NCVO) and Paul Webb (MAP & Centre for Youth Impact) this session introduced how you can articulate the difference your organisation makes, and some of the processes and tools you can use to measure that difference.
These slides compliment the webinar titled "People Culture - Whats it all about" presented by Paul Addy from Positive People HR.
Withing the webinar, Paul explores:
* What company culture is and how to better define it
* Articulating what the drivers of an engaged team are
* Some of the tools available to measure your employee engagement and your people culture
To listen to the full webinar recording, please visit http://shorebird-rpo.com/free-webinars/item/people-culture-whats-it-all-about
The document discusses total quality management (TQM) principles and continuous improvement methods like Kaizen. It emphasizes management commitment, customer focus, treating suppliers as partners, and involving employees. Kaizen involves making small, incremental improvements to processes. The PDCA cycle and visual tools help structure continuous improvement efforts. Overall, the document advocates for integrating quality principles across an organization's systems, processes, people, and culture.
This document outlines a workshop on using evaluation to improve organizations and increase their impact. It discusses how evaluation can be used to make work better, plan differently, and become more sustainable. The Campaign to End Loneliness is used as a case study to show how their evaluation with CES helped them become clearer on their goals, provide opportunities for learning and fundraising, and improve their work. Key lessons include involving stakeholders in evaluation, using real-time data, and integrating evaluation into the planning process. Ensuring evaluation is used requires resources, collaboration, champions, and flexible approaches.
This document provides guidance for supervisors and managers to help employees with career planning. It outlines a three stage career planning model of plan, learn, and experience. Tips are provided for facilitating career planning discussions, including asking open-ended questions, providing constructive feedback, and recognizing achievements. The role of supervisors is to support employees' career goals by being a facilitator, source of information, guide, and motivator.
Taking Care of Business (TCOB) - Training & Consulting Solutions for SMEsElaine Cercado
Taking Care of Business (TCOB) is POWERinU's approach to assist local enterprises who commit to embark on and sustain business improvement efforts through training, consulting, coaching and mentoring. This is our way of empowering the SME sector in Singapore, Philippines and the rest of Asia.
This document discusses performance appraisals, organizational strategic planning, and succession planning. It defines performance appraisal as the systematic rating of an employee's performance and potential according to Flippo. It notes that performance appraisals are needed to document performance, provide feedback, identify training needs, and form the basis for personnel decisions. The objectives of performance appraisals are given as work-related, career development, communication, and administrative. Key elements are setting goals and objectives, measuring performance against them, and providing feedback. Strategic planning is defined as defining an organization's strategy and allocating resources to pursue it. A 5-step strategic planning process is outlined. Succession planning is the process of identifying and developing new leaders to
The document discusses key features of successful transformational change and provides implications. It outlines 10 points of potential failure in organizational change efforts. It stresses the need for a compelling business case, burning platform, and strong foundation to drive change. The change equation and how leadership, communication, and involvement can build commitment for change is examined. Strategies like surfacing barriers early, identifying gaps, and choosing the right communication tools are suggested. Finally, it notes what really drives organizational culture change like leader attention and role modeling. In summary, the document provides a comprehensive overview of factors critical to the success of large-scale organizational transformation efforts.
ORGANIZATIONAL PERFORMANCE AND EFFECTIVENESS (KAIZEN) berhanu taye
Training duration 15 days
Methods of presentation, short lecture, individual exercises, group activities and discussions, project work, using energizer between the session and questions and answers
Target group executives, managers, supervisors, company and enterprises owners and also employees
ORGANIZATIONAL PERFORMANCE AND EFFECTIVENESS (KAIZEN) berhanu taye
TRAINING ONORGANIZATIONAL PERFORMANCE AND EFFECTIVENESS (KAIZEN) IMPLEMENTATION IN THE INDUSTRY CHERKOS SUB CITY ADDIS ABABA CITY ADMINISTRATION ETHIOPIA Vocational Education and Management improvement for change BY: BERHANU TADESSE TAYE October 2014
TRAINING ONORGANIZATIONAL PERFORMANCE AND EFFECTIVENESS (KAIZEN) IMPLEMENTATION IN THE INDUSTRY CHERKOS SUB CITY ADDIS ABABA CITY ADMINISTRATION ETHIOPIA Vocational Education and Management improvement for change BY: BERHANU TADESSE TAYE October 2014
Developing your Internal Communications Strategyrozhendley
A definitive guide on how to develop your internal communications strategy. Includes a blueprint, step by step process, top tips and tools to help your develop your internal communications strategy which aligns with business goals.
Similar to Kanban: definition, values, agendas and metrics (20)
Originally presented at XP2024 Bolzano
While agile has entered the post-mainstream age, possibly losing its mojo along the way, the rise of remote working is dealing a more severe blow than its industrialization.
In this talk we'll have a look to the cumulative effect of the constraints of a remote working environment and of the common countermeasures.
Public Speaking Tips to Help You Be A Strong Leader.pdfPinta Partners
In the realm of effective leadership, a multitude of skills come into play, but one stands out as both crucial and challenging: public speaking.
Public speaking transcends mere eloquence; it serves as the medium through which leaders articulate their vision, inspire action, and foster engagement. For leaders, refining public speaking skills is essential, elevating their ability to influence, persuade, and lead with resolute conviction. Here are some key tips to consider: https://joellandau.com/the-public-speaking-tips-to-help-you-be-a-stronger-leader/
Specific ServPoints should be tailored for restaurants in all food service segments. Your ServPoints should be the centerpiece of brand delivery training (guest service) and align with your brand position and marketing initiatives, especially in high-labor-cost conditions.
408-784-7371
Foodservice Consulting + Design
12 steps to transform your organization into the agile org you deservePierre E. NEIS
During an organizational transformation, the shift is from the previous state to an improved one. In the realm of agility, I emphasize the significance of identifying polarities. This approach helps establish a clear understanding of your objectives. I have outlined 12 incremental actions to delineate your organizational strategy.
A presentation on mastering key management concepts across projects, products, programs, and portfolios. Whether you're an aspiring manager or looking to enhance your skills, this session will provide you with the knowledge and tools to succeed in various management roles. Learn about the distinct lifecycles, methodologies, and essential skillsets needed to thrive in today's dynamic business environment.
Colby Hobson: Residential Construction Leader Building a Solid Reputation Thr...dsnow9802
Colby Hobson stands out as a dynamic leader in the residential construction industry. With a solid reputation built on his exceptional communication and presentation skills, Colby has proven himself to be an excellent team player, fostering a collaborative and efficient work environment.
Comparing Stability and Sustainability in Agile SystemsRob Healy
Copy of the presentation given at XP2024 based on a research paper.
In this paper we explain wat overwork is and the physical and mental health risks associated with it.
We then explore how overwork relates to system stability and inventory.
Finally there is a call to action for Team Leads / Scrum Masters / Managers to measure and monitor excess work for individual teams.
Ganpati Kumar Choudhary Indian Ethos PPT.pptx, The Dilemma of Green Energy Corporation
Green Energy Corporation, a leading renewable energy company, faces a dilemma: balancing profitability and sustainability. Pressure to scale rapidly has led to ethical concerns, as the company's commitment to sustainable practices is tested by the need to satisfy shareholders and maintain a competitive edge.
5. “Kanban is a method for defining,
managing, and improving services
that deliver knowledge work, such as
professional services, creative
endeavors, and the design of both
physical and software products.
9. VALUES
Respect
Valuing, understanding, and
showing consideration for people.
Agreement
The commitment to move
together toward goals, respecting
differences of opinion or
approach.
Understanding
Primarily self-knowledge in order
to move forward. Kanban is an
improvement method, and
knowing the starting point is
foundational.
Leadership
The ability to inspire others to
action through example, words,
and reflection.
Flow
The realization that work is a flow
of value, whether continuous or
episodic.
Customer Focus
Knowing the goal for the system.
Every kanban system flows to a
point of realizing value.
Collaboration
Working together. The Kanban
Method was formulated to
improve the way people work
together, so collaboration is at its
heart.
Balance
The understanding that different
aspects, viewpoints, and
capabilities all must be balanced
for effectiveness.
Transparency
The belief that sharing information
openly improves the flow of
business value. Using clear and
straightforward vocabulary is part
of this value.
10. Change Management
Start with what you do NOW
Agree to pursue improvement
through EVOLUTIONARY
CHANGE
Encourage acts of LEADERSHIP
at every level
PRINCIPLES
Service Delivery
Understand and focus on
CUSTOMER needs and
expectations
Manage the WORK let people
self-organize around it
Evolve POLICIES to improve
outcomes
30. REFERENCES
ANDERSON, David J; CARMICHAEL, Andy; Essential Kankan
Condensed;
Planrockr Blog; O que é Lead time, Cycle Time e Reaction Time?
<https://goo.gl/7C4V2i>
Editor's Notes
“Eu estou aqui porque eu gostaria de ajudar a sermos mais incríveis.”
O que vamos ver?
Definição
O que é Kanban?
Kanban é um método para definir, gerenciar e melhorar serviços que fornecem trabalho de conhecimento, tais como serviços profissionais, empreendimentos criativos e o design de produtos físicos e de software.
Trabalho de conhecimento, é algum produto ou serviço que exige gestão do conhecimento para que ele seja construído, como: Carro, Smartphones, Software...
Working in progress
Working in progress:
Impedir muito ou muito pouco trabalho entrar no sistema, melhorando assim o fluxo de valor para os clientes.
Valores
Respeito: Valorizar, compreender e mostrar consideração pelas pessoas.
Concordância: O compromisso de caminhar juntos em direção a metas, respeitando as diferenças de opinião ou abordagem.
Compreensão: Principalmente auto-conhecimento para avançar. Kanban é um método de melhoria, e conhecer o ponto de partida é fundamental.
Liderança: A capacidade de inspirar os outros à ação através do exemplo, palavras e reflexão.
Foco no Cliente: Conhecer o objetivo do sistema. Todo sistema kanban flui para um ponto de realização de valor.
Fluxo de Valor: A percepção de que o trabalho é um fluxo de valor, seja contínuo ou episódico.
Colaboração: Trabalhando juntos. O Método Kanban foi formulado para melhorar a forma como as pessoas trabalham em conjunto, de modo que a colaboração está no seu coração.
Equilíbrio: O entendimento de que diferentes aspectos, pontos de vista e capacidades devem ser equilibrados para a eficácia.
Transparência: A crença de que o compartilhamento de informações melhora abertamente o fluxo de valor do negócio. Usar o vocabulário claro e direto faz parte desse valor.
Princípios
Gestão de mudanças:
Comece com o que você AGORA
Concordar em buscar melhorias através da MUDANÇA EVOLUCIONÁRIA
Incentivar atos de LIDERANÇA em todos os níveis
Entrega de Serviço:
Compreenda e concentrar-se nas necessidades e expectativas do CLIENTE
Gerencie o TRABALHO que as pessoas se auto-organizem em torno dele
Desenvolva POLÍTICAS para melhorar os resultados
Agendas do Kanban
Sustentabilidade, Orientação a serviços, Sobrevivência;
A Agenda de Sustentabilidade é sobre encontrar um ritmo sustentável e melhorar o foco.
A Agenda de Orientação de Serviços enfoca a atenção no desempenho e na satisfação do cliente.
A Agenda de Sobrevivência está preocupada em manter-se competitiva e adaptável.
Work in Progress (WIP) ou Trabalho em progresso — O estado de um item que está em seu sistema é “Em progresso”. Portando, Trabalho em progresso é o número de itens que está em seu sistema naquele instante que foi analisado.
Lead Time (LT) ou Tempo de espera — É o tempo em que um item permanece em progresso. Ou seja, é o tempo total desde que o item entrou no sistema até o momento que ele saiu.
Throughput (TP) ou Vazão — É a taxa na qual os itens saem de seu sistema (“taxa de saída”).
Tempo de espera médio = Média da quantidade de trabalho em progresso / Vazão média