Know about the Lean common mistakes for a cultural change, and the Toyota Way model for the Lean Transformation, see a case example and some systems explanations.
Lean Management Institute of India (LMII) is a nonprofit entity driven towards promoting ‘Lean Thinking’ in organizations in order to provide the best quality services to the customers, with fewer resources and zero wastage.
This presentation was done at the MD&M West Conference in Anaheim, CA on 2/11/15. In it, we explain why most lean programs fail to produce lasting results, why a lean transformation model should be based on Key Process Indicators (KPI) and Key Behavioral Indicators (KBI), how strategy deployment and A-3 thinking can be used to cascade metrics and goals down to the front lines, and how to operationalize lean daily management and daily Kaizen using A-3 and the Improvement Kata
This presentation provides an exective overview of how to plan and implement lean improvements in manufacturing. It identifies and discusses the seven elements considered critical to lean implementation success.
Know about the Lean common mistakes for a cultural change, and the Toyota Way model for the Lean Transformation, see a case example and some systems explanations.
Lean Management Institute of India (LMII) is a nonprofit entity driven towards promoting ‘Lean Thinking’ in organizations in order to provide the best quality services to the customers, with fewer resources and zero wastage.
This presentation was done at the MD&M West Conference in Anaheim, CA on 2/11/15. In it, we explain why most lean programs fail to produce lasting results, why a lean transformation model should be based on Key Process Indicators (KPI) and Key Behavioral Indicators (KBI), how strategy deployment and A-3 thinking can be used to cascade metrics and goals down to the front lines, and how to operationalize lean daily management and daily Kaizen using A-3 and the Improvement Kata
This presentation provides an exective overview of how to plan and implement lean improvements in manufacturing. It identifies and discusses the seven elements considered critical to lean implementation success.
Agile Transformation: The Difference Between Success and FailureSunil Mundra
Of all the organizations that have attempted to be Agile, only few have truly succeeded. The primary reasons for lack of success appears to be the lack of understanding the difference between Agile Adoption and Transformation, and in failing to understand that Agile is a mindset and not a collection of processes and that transformation has to do with significant changes to the organization eco system. Evidence is also available that companies have found it much harder to do Agile Transformation as compared to Agile Adoption
This presentation showcases 2 contrasting case studies, one not successful and the other a success in agile transformation, to bring out the key variables that determine success or lack of it in Agile Transformation.
Leaderonomics extensive corporate learning programs that encompass Leadership Mastery, Personal Mastery, Business/Entrepreneurship Mastery and Functional Mastery.
Contact us today for more information on how you can leverage our expertise for your personal or organisation's needs.
Strategic planning for agile leaders - AgileAus 2019 WorkshopMia Horrigan
Learn the mindset you need to support an Agile change across organisational structure, processes, culture and teams.
Leaders and managers are critical enablers in helping their organisation be successful, yet their role in an Agile environment can be quite different from what they are used to.
In this workshop, you’ll learn about the Agile mindset and what it means as a leader to create the right conditions for Agile to thrive. We’ll focus on the pragmatic aspects of Agile leadership, the role of leadership in Agile transformation, and how to support cultural changes, as well as the structures and operating models to align teams, programs and portfolios and help them work in harmony.
During this workshop you’ll learn:
About the Agile mindset and why it’s important for leaders
How mindset, culture, and values influence your ability to be Agile
How to create a high-performance culture
Practical skills for helping you set up and support Agile teams, programs and portfolios
Pragmatic techniques for scaling an Agile mindset
Unlocking the metrics for measuring your organisational agility.
This workshop is suitable for:
Managers embarking on an Agile transformation
Line managers, Product Owners and Business Owners who want to get the most out of their Agile journey
Portfolio, Program and Product Managers who want to get the most out of Agile ways of working.
The paper explains what is meant by Strategy Deployment, distinguishing between the aspects of alignment and engagement. It anchors the theory and practice in both Strategic Thinking and Lean Thinking
The No-Nonsense Framework for Closing the Strategy-Execution Gap
https://benjaminwann.com/blog
Order the book here:
https://www.amazon.com/dp/B093QF4DD4
Check out my BPI- Business Process course on Udemy!
https://www.udemy.com/course/business-process-improvement-and-process-mapping/?referralCode=9A549649145AD26A9D06
CMI Presentation on Organisational Change Maturity Modelkyliemalmberg
On 22 March Caroline Perkins, MD of Carbon Group and President of the CMI, shared her latest research and work from her new book. The Maturity Model supports you and your organisation in becoming more agile with clear levels that you can aim for.
Lean Leadership for Executives: Initial findings from LGN Research by David Brunt shown at the Lean Summit 2012 - Learning - Educating - Sharing on 27/28 November
Hoshin Kanri process is a powerful strategy deployment methodology for defining long-range key entity objectives. These are breakthrough objectives that extend two to five years with little change. In addition, the Hoshin Kanri process does not lose sight of the day-to-day business measures required to run the business successfully. This dual approach provides an extended period of time for the organization to focus its breakthrough effort, and at the same time, continuously improving key business processes day to day. This methodology continues to be used by some of the world's most successful companies such as Toyota, Hewlett-Packard and Texas Instruments.
BENEFITS
1. Focuses the entire company on a few vital goals, rather than the trivial many
2. Creates alignment towards breakthrough objectives through involvement of the whole management team in the planning process
3. Communicates the key goals to all managers and staff
4. Integrates and encourages cross-functional cooperation to achieve breakthroughs
5. A review process which holds participants accountable for achieving their part of the plan
CONTENTS
1. Introduction to Hoshin Kanri
2. Underlying Principles of Hoshin Kanri
3. Hoshin Kanri Process Using PDCA Approach
4. Hoshin Kanri Tools
5. Elements of Hoshin Kanri
6. Management Reviews
7. Success Factors for Effective Hoshin Kanri Deployment
To download this complete presentation, please go to: http://www.oeconsulting.com.sg
Agile Transformation: The Difference Between Success and FailureSunil Mundra
Of all the organizations that have attempted to be Agile, only few have truly succeeded. The primary reasons for lack of success appears to be the lack of understanding the difference between Agile Adoption and Transformation, and in failing to understand that Agile is a mindset and not a collection of processes and that transformation has to do with significant changes to the organization eco system. Evidence is also available that companies have found it much harder to do Agile Transformation as compared to Agile Adoption
This presentation showcases 2 contrasting case studies, one not successful and the other a success in agile transformation, to bring out the key variables that determine success or lack of it in Agile Transformation.
Leaderonomics extensive corporate learning programs that encompass Leadership Mastery, Personal Mastery, Business/Entrepreneurship Mastery and Functional Mastery.
Contact us today for more information on how you can leverage our expertise for your personal or organisation's needs.
Strategic planning for agile leaders - AgileAus 2019 WorkshopMia Horrigan
Learn the mindset you need to support an Agile change across organisational structure, processes, culture and teams.
Leaders and managers are critical enablers in helping their organisation be successful, yet their role in an Agile environment can be quite different from what they are used to.
In this workshop, you’ll learn about the Agile mindset and what it means as a leader to create the right conditions for Agile to thrive. We’ll focus on the pragmatic aspects of Agile leadership, the role of leadership in Agile transformation, and how to support cultural changes, as well as the structures and operating models to align teams, programs and portfolios and help them work in harmony.
During this workshop you’ll learn:
About the Agile mindset and why it’s important for leaders
How mindset, culture, and values influence your ability to be Agile
How to create a high-performance culture
Practical skills for helping you set up and support Agile teams, programs and portfolios
Pragmatic techniques for scaling an Agile mindset
Unlocking the metrics for measuring your organisational agility.
This workshop is suitable for:
Managers embarking on an Agile transformation
Line managers, Product Owners and Business Owners who want to get the most out of their Agile journey
Portfolio, Program and Product Managers who want to get the most out of Agile ways of working.
The paper explains what is meant by Strategy Deployment, distinguishing between the aspects of alignment and engagement. It anchors the theory and practice in both Strategic Thinking and Lean Thinking
The No-Nonsense Framework for Closing the Strategy-Execution Gap
https://benjaminwann.com/blog
Order the book here:
https://www.amazon.com/dp/B093QF4DD4
Check out my BPI- Business Process course on Udemy!
https://www.udemy.com/course/business-process-improvement-and-process-mapping/?referralCode=9A549649145AD26A9D06
CMI Presentation on Organisational Change Maturity Modelkyliemalmberg
On 22 March Caroline Perkins, MD of Carbon Group and President of the CMI, shared her latest research and work from her new book. The Maturity Model supports you and your organisation in becoming more agile with clear levels that you can aim for.
Lean Leadership for Executives: Initial findings from LGN Research by David Brunt shown at the Lean Summit 2012 - Learning - Educating - Sharing on 27/28 November
Hoshin Kanri process is a powerful strategy deployment methodology for defining long-range key entity objectives. These are breakthrough objectives that extend two to five years with little change. In addition, the Hoshin Kanri process does not lose sight of the day-to-day business measures required to run the business successfully. This dual approach provides an extended period of time for the organization to focus its breakthrough effort, and at the same time, continuously improving key business processes day to day. This methodology continues to be used by some of the world's most successful companies such as Toyota, Hewlett-Packard and Texas Instruments.
BENEFITS
1. Focuses the entire company on a few vital goals, rather than the trivial many
2. Creates alignment towards breakthrough objectives through involvement of the whole management team in the planning process
3. Communicates the key goals to all managers and staff
4. Integrates and encourages cross-functional cooperation to achieve breakthroughs
5. A review process which holds participants accountable for achieving their part of the plan
CONTENTS
1. Introduction to Hoshin Kanri
2. Underlying Principles of Hoshin Kanri
3. Hoshin Kanri Process Using PDCA Approach
4. Hoshin Kanri Tools
5. Elements of Hoshin Kanri
6. Management Reviews
7. Success Factors for Effective Hoshin Kanri Deployment
To download this complete presentation, please go to: http://www.oeconsulting.com.sg
NuStratis is a management consulting firm specializing in improving businesses. This a video testimonial from one of our clients. Visit us at nustratis.com
Expectations from IT Team
Project Methodology - Why it is as important as the Technology for your Product
Gaps in Recent Graduates
How to bridge these gaps?
The role of the PMO must shift as an organization embraces agile methods to avoid the many points of conflict between agile teams that self manage and self-organize and control oriented, administrative PMOs. A solution to this problem is to refocus PMO activity on tasks outside the team’s purview. This presentation discusses the three voice metaphor used to sort out roles in this new environment.
20. Lean Deployment
Deployment Maturity Model
Continuous improvement is everyone's job
Transforming
•
Two to five years to a Lean • Improvement drive by strategy and scorecard
culture. (closer to five) • Lean is "the way we work"
• Result: Value delivered to taxpayers &
customers
• Management team leads process improvement
Optimizing
• Opportunity-focused clusters
• Managers applying the Lean methodology
• Result: Financial benefits & better strategy
execution
• Deployment Champions and Lean team drive
Improving
deployment
• Ad hoc projects focused on financial benefits
• Learning the Lean tools
• Result: Financial benefits
20