The Building Blocks Of High Performing OrganisationsKenny Ong
*Key characteristics and capabilities of high-performing organizations
*High performing organisations focus on achieving results and outcomes
*A clear, well articulated, and compelling mission
*Strategic use of partnerships
*Focus on needs of clients and customers
*Strategic management of people
*Steps to foster development of high-performing organisations
People development and engagement in SME organizations-Perspective sharing Winning Minds Solutions
Unlike large organizations, small size organization lacks structured process in people development and engagement. One of the pain points for most of the small organization is people management.Recently, presented a outline on people development and engagement process to SME 's CEO in one of the CEO forum. The contents were well received by participants with more queries and interaction.Hope you enjoy the contents and let me know if you have any queries on this outline.
Joanna Barclay of Culture Leadership Group and Vincent Ho of aAdvantage Consulting share the ABCs for inner and outer transformation to support leaders' journeys of culture change to measure, map and manage culture transformation.
Outline:
- Influence of values and brhaviours on high perfomance, engagement and retention
- Overview of culture transformation tools and the link between performance and culture
- Leadership development and personal alignment to 'wak the talk' and motivate continuous learning to develop a culture of participation
- Case studies on building high performing leadership teams
This presentation was presented at an Education Session at the PACE 2009 Convention by Linnea Blair of Advisors On Target. Information in this presentation was sourced from RAN ONE, Inc. Advisors On Target is a RAN ONE Business Advisor.
The Building Blocks Of High Performing OrganisationsKenny Ong
*Key characteristics and capabilities of high-performing organizations
*High performing organisations focus on achieving results and outcomes
*A clear, well articulated, and compelling mission
*Strategic use of partnerships
*Focus on needs of clients and customers
*Strategic management of people
*Steps to foster development of high-performing organisations
People development and engagement in SME organizations-Perspective sharing Winning Minds Solutions
Unlike large organizations, small size organization lacks structured process in people development and engagement. One of the pain points for most of the small organization is people management.Recently, presented a outline on people development and engagement process to SME 's CEO in one of the CEO forum. The contents were well received by participants with more queries and interaction.Hope you enjoy the contents and let me know if you have any queries on this outline.
Joanna Barclay of Culture Leadership Group and Vincent Ho of aAdvantage Consulting share the ABCs for inner and outer transformation to support leaders' journeys of culture change to measure, map and manage culture transformation.
Outline:
- Influence of values and brhaviours on high perfomance, engagement and retention
- Overview of culture transformation tools and the link between performance and culture
- Leadership development and personal alignment to 'wak the talk' and motivate continuous learning to develop a culture of participation
- Case studies on building high performing leadership teams
This presentation was presented at an Education Session at the PACE 2009 Convention by Linnea Blair of Advisors On Target. Information in this presentation was sourced from RAN ONE, Inc. Advisors On Target is a RAN ONE Business Advisor.
Do you have the right culture to support your organisation strategy and goals?
Understand what culture is, the importance of culture to grow a high performance organisation. Learn what motivates people and how to create a healthy and inspiring workplace.Discover how to measure culture - make the intangible tangible. Learn from success stories of large international companies. Be introduced to a suite of tools to transform your organisation culture.
Building a Performance Culture: Using Technology to Demonstrate ValueThe HR Observer
No one would argue with the importance of the human edge in today’s businesses. It is the inevitable source of creativity, speed, tactics and performance. The value is un-debatable, but the approach to managing this human treasure is often debated; Hire or grow? Structure or flexibility? Invest in low performers or replace? There are a multitude of decisions to take. This presentation will highlight the issues faced by one Jordan’s telecom operators, Umniah. Rada will share with you Umniah’s approach in building performance culture, and she will demonstrate how technology has enabled this process.
Rada Hrout, HR Planning and Development Manager, Umniah
6 Questions to Ask Before Implementing Change in OrganizationsSlideShop.com
Dealing with organizational change can be stressful. To lessen the challenges that may be encountered during the transition, answer the 6 questions enumerated in this presentation.
If you know of change management tips that may help other people, feel free to add them in the comment section.
The purpose of this research paper is to identify why Human Resources (HR) is a change agent in any organization to drive organizational excellence. HR practitioners, as change agents, are responsible for easing the impact of changes in their organization and to empower employees against the consequences of these inevitable changes. Sometimes, the change helps to produce a significant increase in performance excellence and the company can boost sales and production without major additional cost.
Several vital competencies that are reviewed in this paper include how HR practitioners are path creators amongst the path breakers of organizational culture, by being change drivers and business focused. HR practitioners who are unable to function as change agents will inevitably create a barrier against their becoming a well-integrated strategic partner. Therefore, the role of change agent also mediates the relationship between certain HR competencies and organizational performance. This involves monitoring employee engagement and keeping levels high, developing strategies to retain top performers, and continuing to provide value-added services to employees.
“I think as a company, if you can get those two things right — having a clear direction on what you are trying to do and bringing in great people who can execute on the stuff — then you can do pretty well.”
– Mark Zuckerberg, CEO, Facebook
Building the High Performance Workforce (Part 1)G&A Partners
This two part series examines the HR trends driving today’s most engaged employees and the successful companies where they work. Follow the building process from talent selection, career development to employee engagement. Learn the strategies that high performing companies are implementing to win the talent revolution.
This webinar was posted on April 26, 2012 and presented by Jose Laurel, Director Client Advisory at G&A Partners.
Why & how do we work as a strategic HR partner to management here at WoogaSteven Gilmore
I was asked to give a talk to 'Good School' on the topic:
"Why & how do we work as a strategic HR partner to management here at Wooga"
Here are the slides.
RBL Omnia combines five of RBL's exclusive, world-class product offerings: RBL Institute, Virtual Academies, OGS, Online Assessments, and a Research Repository to identify, measure, and monitor the highest impact human capability investments.
Do you have the right culture to support your organisation strategy and goals?
Understand what culture is, the importance of culture to grow a high performance organisation. Learn what motivates people and how to create a healthy and inspiring workplace.Discover how to measure culture - make the intangible tangible. Learn from success stories of large international companies. Be introduced to a suite of tools to transform your organisation culture.
Building a Performance Culture: Using Technology to Demonstrate ValueThe HR Observer
No one would argue with the importance of the human edge in today’s businesses. It is the inevitable source of creativity, speed, tactics and performance. The value is un-debatable, but the approach to managing this human treasure is often debated; Hire or grow? Structure or flexibility? Invest in low performers or replace? There are a multitude of decisions to take. This presentation will highlight the issues faced by one Jordan’s telecom operators, Umniah. Rada will share with you Umniah’s approach in building performance culture, and she will demonstrate how technology has enabled this process.
Rada Hrout, HR Planning and Development Manager, Umniah
6 Questions to Ask Before Implementing Change in OrganizationsSlideShop.com
Dealing with organizational change can be stressful. To lessen the challenges that may be encountered during the transition, answer the 6 questions enumerated in this presentation.
If you know of change management tips that may help other people, feel free to add them in the comment section.
The purpose of this research paper is to identify why Human Resources (HR) is a change agent in any organization to drive organizational excellence. HR practitioners, as change agents, are responsible for easing the impact of changes in their organization and to empower employees against the consequences of these inevitable changes. Sometimes, the change helps to produce a significant increase in performance excellence and the company can boost sales and production without major additional cost.
Several vital competencies that are reviewed in this paper include how HR practitioners are path creators amongst the path breakers of organizational culture, by being change drivers and business focused. HR practitioners who are unable to function as change agents will inevitably create a barrier against their becoming a well-integrated strategic partner. Therefore, the role of change agent also mediates the relationship between certain HR competencies and organizational performance. This involves monitoring employee engagement and keeping levels high, developing strategies to retain top performers, and continuing to provide value-added services to employees.
“I think as a company, if you can get those two things right — having a clear direction on what you are trying to do and bringing in great people who can execute on the stuff — then you can do pretty well.”
– Mark Zuckerberg, CEO, Facebook
Building the High Performance Workforce (Part 1)G&A Partners
This two part series examines the HR trends driving today’s most engaged employees and the successful companies where they work. Follow the building process from talent selection, career development to employee engagement. Learn the strategies that high performing companies are implementing to win the talent revolution.
This webinar was posted on April 26, 2012 and presented by Jose Laurel, Director Client Advisory at G&A Partners.
Why & how do we work as a strategic HR partner to management here at WoogaSteven Gilmore
I was asked to give a talk to 'Good School' on the topic:
"Why & how do we work as a strategic HR partner to management here at Wooga"
Here are the slides.
RBL Omnia combines five of RBL's exclusive, world-class product offerings: RBL Institute, Virtual Academies, OGS, Online Assessments, and a Research Repository to identify, measure, and monitor the highest impact human capability investments.
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.
Delivered to MBA students at Imperial College London. This session covered what Lean Product Development and Management entails, whilst covering the facets of lean including Agile, Lean Startup, Customer Development and more.
State of Succession Planning Report: Are you doing enough to identify and dev...Halogen Software
Developing and maintaining a leadership and talent pipeline makes the list of top concerns in executive surveys year after year. This report examines data from companies around the world to determine how well those organizations are identifying, assessing and developing succession planning programs. It also suggests action plans to help your company learn how to improve your talent management processes.
In this presentation, Roni explains the basics of Kanban and the principles governing the application of Kanban for process improvement. We also look at a comparison between Scrum and Kanban and visit the basic differences between them.
It includes pointers telling what’s wrong with the current system, history of Kanban, introduction to Kanban, benefits of using Kanban, practices used in Kanban, principles of Kanban, how is Scrum different from Kanban. The tutorial begins with details about the current system and what’s wrong with it. It includes pointers like burnout, low throughput, unidentified bottlenecks, too much work which tell what’s wrong with the current system.
Followed by is a section about the history of Kanban which includes points like how the name originated, who discovered it, design, visual signals, based on which system. Resulting in an introduction section which talks about Kanban, what method it uses, scheduling system, what it consists of, amount of work, identification etc. Next comes the benefits section which includes the benefits of using Kanban like helps in visualizing the system, allows to evaluate, identify bottlenecks, establish trust in process etc.
Afterwards there is a section about Kanban practices. It includes practices used in Kanban like visualize, limit WIP in each phase of development, managing flow by keeping it under monitor, make policies explicit, improve collaboratively through the use of scientific models and some terms like lead time, cycle time, throughput etc. Moreover, it also includes the board for easy visualization, story card for keeping track, charts for measurement, control charts to measure average time taken for each task, cumulative flow diagrams showing relative amount of work.
Then comes the principles of Kanban. It includes principles which should be used in Kanban like agree to pursue incremental, evolutionary change, optimize what already exists, respect the current process, roles, responsibilities, leadership at all levels to empower the workforce to bring about change. The last section of this tutorial is Scrum vs Kanban. It explains how scrum is different from Kanban by giving pointers like Scrum prescribes roles, time boxed iterations, backlog items must fit, limit WIP in a different way. It also includes pointers giving reason why it shouldn’t matter because emphasis should be on the goal and not the tool.
Making Work Better for Everyone - An introduction to organisational agilityEduardo Nofuentes
This is the pack used by Eduardo Nofuentes and Bia Affonso from The Agile Eleven during our talk on Thursday 13th of June 2019 as part of our Eleven Nights Series event in Hobart.
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
Building on the Introduction to Lean for small businesses, Louise further explores the ideas behind Continuous Improvement and the various tools businesses can use to benefit from Continuous Improvement practice.
As ever - keeping it simple will be at the heart of the presentation!
Employee Engagement for Outstanding PerformanceMcCauleyS
Employee Engagement drives performance, productivity and builds trust in any organisation. It is at the centre of organisational culture and at the heart of behaviour and attitude
This a simplified presentation to Implement Change,utilizing the Prosci-ADKAR Methodology and some of my personal modifications. I think this first part will help many to understand the Prosci-ADKAR methodology, along with an easier overview of change itself
Leaderonomics SME CEO Conference 2017 - Growing & Scaling your Business to Gr...Roshan Thiran
These are the slides presented by Roshan Thiran, CEO of Leaderonomics at the SME CEO Conference 2017. He shares 4 constraints that are affecting your business and need to be addressed to grow and scale your business. For more information on the Leadership Dojo programme, which Roshan personally programme manages, email info@leaderonomics.com
To follow Roshan on Twitter (@lepaker) and Facebook, go to: www.facebook.com/roshanthiran.leaderonomics
ADDVALUE Consulting is a leading Lean Manufacturing Training firm which partners for making Organization Vision and Mission a reality in the smoothest possible way and the shortest possible time.
What Is Operational Excellence?
Operational excellence is a framework for businesses to focus on growth and execute their strategy better than their competitors .
Drawing from continuous improvement and other tools, companies pursuing operational excellence adopt a mindset of problem solving, teamwork, and top-line growth, allowing them to create more value for customers.
The drive to keep improving in order to have the capacity to pursue innovation and growth (also known as execution excellence) rests on four primary pillars --
Customer Satisfaction
Employee Engagement
Commercial Impact
Efficient Resource Usage
Approach Towards OPEX
Approach towards OPEX starts with building efficient processes that make it clear to all employees whether or not an organization’s systems are running smoothly and make it possible for team members to step in with improvements when necessary.
The systematic management of operations and the commitment to a positive culture that focuses on customers’ needs and empowered staff is key requirement to build OPEX culture
Note :- “Operational excellence enables an organization to do more with the same staff through better employee engagement and streamlined processes. It is not about cutting resources, but rather about figuring out together how we can better apply our resources”
Below mentioned key steps towards OPEX Approach :-
Design Lean Value Streams
Make Lean Value Streams Flow
Make the Flow Visual
Create Standard Work for the Flow
Make the Abnormal Flow Visual
Create Standard Work for the Abnormal Flow
Have Employees in the Flow Improve the Flow
Perform Offense Activities
Success Pyramid
Result
Create value
for Customer
Alignment toward common goal
Systematic Thinking
Constancy around Vision
Continuous Improvement
Flow and Pull value
Focus on Process
Seek Perfection
Cultural Enablers
Lead with Humanity & Respect Every Individuals
Benefits of Operational Excellence
Efficiency in processes and use of resources
Cost reduction or containment
Engaged, stable workforce
Cohesive management
Strong shareholder value
High-quality standards
Beneficial partnerships with suppliers
Operational excellence helps you succeed in good times and bad because of the way it impacts key characteristics and behaviors of your organization.
Agile: Operational excellence is oriented around ongoing adaptation, so it is flexible and dynamic. Markets change, customer tastes shift, innovators introduce new technology, and problems arise. When you apply the principles of operational excellence, you naturally have a self-correcting mechanism to ensure you meet customer needs and that your business continues to grow.
Strategic: When you practice operational excellence, your company leadership does not need to get involved in solving low-level problems and managing daily operations. Instead, senior executives are able to work on new products or markets and revenue opportunities. So, rather than fighting fires, leaders focus on
Similar to BFBM(5-2016) Lean in (lean transformation) (20)
၂၀၁၆ ခုႏွစ္၊ ဇြန္လ (၁၉) ရက္ေန႔ (တနဂၤေႏြေန႔) မွာ က်င္းပျပဳလုပ္ခဲ့တဲ့ Better Future Better Myanmar - 2016 (Do the job you love, love the job you do)
စီးပြားေရးဆိုင္ရာ အခမဲ့ေဟာေျပာပြဲမ်ားရဲ႕ ေျခာက္ႀကိမ္ေျမာက္ေဟာေျပာပြဲမွာ ပါေမာကၡ ေဒါက္တာေအာင္ထြန္းသက္ Do the job you love, love the job you do ေခါင္းစဥ္နဲ႔ ေဟာေျပာခဲ့တဲ့ PowerPoint Slide ျဖစ္ပါတယ္။
၂၀၁၆ခုႏွစ္၊ ဇြန္လ (၄)ရက္ေန႔ (စေနေန႔)၊မူဆယ္ျမိဳ႕၊ မဂၤလာမူဆယ္ လမ္းေလ်ာက္ေစ်းမွာ မွာ မနက္ (၉) နာရီ မွ ေန႔လည္ (၁း၀၀) နာရီအထိ “Don’t find your job, find your career” ခါင္းစဥ္ျဖင့္ Device Business Management Academy ရဲ႕ Principal ဦးတင္ဇံေက်ာ္ မွ ေဟာေျပာေဆြးေႏြးခဲ့တဲ႔ Power Point Slide ျဖစ္ပါတယ္။
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challengesHolger Mueller
Holger Mueller of Constellation Research shares his key takeaways from SAP's Sapphire confernece, held in Orlando, June 3rd till 5th 2024, in the Orange Convention Center.
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.
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
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.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
An introduction to the cryptocurrency investment platform Binance Savings.Any kyc Account
Learn how to use Binance Savings to expand your bitcoin holdings. Discover how to maximize your earnings on one of the most reliable cryptocurrency exchange platforms, as well as how to earn interest on your cryptocurrency holdings and the various savings choices available.
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).
Building Your Employer Brand with Social MediaLuanWise
Presented at The Global HR Summit, 6th June 2024
In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement – helping to position your organization as an employer of choice in today's competitive talent landscape.
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
3. - William Hazlitt (English writer, 1778-1830)
“Prosperity is a great teacher;
adversity a greater.”
4. What is Core Value
Value is always defined from the customer’s perspective
Value-Adding Activities
Transform products or information into products and services the
customer wants
Non-Value-Adding Activities/Waste
Consume resources, but don’t directly contribute value to the
customer
Speed is achieved by identifying and eliminating waste… in processes,
innovation and decision making
8. Leading LEAN Improvements
1. To creates unwavering Passion
2. To create excitement for a Vision
3. To drives cultural transformation across the enterprise
4. resulting in Sustained Competitive Advantage
5. To increase Stakeholder Value.
9. Building Blocks to Engagement
1. Create a sense of urgency
2. Change the focus
3. Develop leaders
4. Communicate openly and often
5. Focus on your customers
10. Building Blocks to Engagement
6. Encourage and sustain innovation
7. Align through shared accountability
8. Allocate resources to ensure success
9. Promote continuous improvement
10. Maintain discipline and focus
12. Your Role
Set the Tempo
Set the business vision and strategies
Create passion for leading the change
Set stretch goals
Define the critical few objectives
Establish metrics and incentives
Leverage Kaizen Breakthrough Events for engaging
associates in collaborative problem solving
14. A Simple Definition of
Lean Thinking & Practice
Systemically develop people and continuously improve
processes to create value and prosperity while consuming
minimum resources.
15. Every Organization Must Address
Purpose – Provide value to customers (cost-effectively to prosper, etc.).
Process – Through value streams that are designed, operated, improved.
People – By engaging and respecting employees and other stakeholders.
Aligning purpose, process, and people.
21. WHAT
is our
PURPOSE?
What situational problem
do we need to address?
How to improve
the work?
How to
develop
the people?
What is our BASIC THINKING??
What
leadership
behavior and
management
system do
we need?
22. Lean Transformation
PROCESS
IMPROVEMENT
Continuous,
practical
changes to
improve the way
the work is done
CAPABILITY
DEVELOPMENT
Sustainable
improvement
capability
in all people
at all levels
VALUE-DRIVEN PURPOSE
- Situational Approach -
“WHAT PROBLEM ARE WE TRYING TO SOLVE?”
Basic Thinking, Mindset, Assumptions
That drive this transformation
Behaviors
MANAGEMENT
SYSTEM
24. Organizational practices
Leadership
Mission statement
Effective operating Procedures
Staff support
Training
Yield: What is important and what is to be accomplished.
Quality principles
Customer focus
Continuous improvement
Employee empowerment
Benchmarking
Just-in-time
Tools of TQM
Yield : How to do what is important and to be accomplished.
Employee fulfillment
Empowerment
Organizational commitment
Yield: Employee attitudes that can accomplish what is important
Customer satisfaction
Winning orders
Repeat customers
Yield: An effective organization with a competitive advantage.
The Flow of Activities in Lean Transformatio
26. Process Improvement at ALL Levels
Macro Enterprise System Level
Value Stream level
Factory, Hospital, Office, Department Level
Micro Level of Each Individual Job
27. LEVELS OF GOALS / PLANS AND THEIR IMPORTANCE
Corporate Decision
Strategic Decision
Tactic Decision
Operational
Decision
Vision/
Top Management
Senior Management
Middle
Management
Lower
Management
29. How to Transform?
It’s easier to act your
way to a new way of
thinking than to think
your way to a new way
of acting.
30. Taking a business to higher levels of performance is best described as jumpshifting.
Ingredients:
Clear Vision
Stretching Goals
Powerful Strategies
Operating Imperatives
+
Lean Managers
31. Traditionally, results are thought
of a Trend Line Growth.
But, Company is looking to do a lot better than Trend Line Growth and has introduced the LEAN
MANAGERS Program to take the business to a whole new level.
33. THINKING DIFFERENTLY
Small changes to small things
a waste of time
Is This Essential?
Small changes to big things
necessary, but frustrating
good, but need many
Big changes to big things
the key to growth
Noâ
NecessaryÂ
VITALÂÂ
34. How do we do it?
LEAN MANAGEMENT means ...
Individual Practice and
Mindset
Transforming the organization and aligning the
people in order to dramatically improve the
business and sustain long-term momentum
35. LEAN MANAGER BEHAVIORS
1. Provides a clear vision
2. Thinks outside the box
3. Creates an aligned team
4. Builds a strong, empowered organization
5. Set and maintains high standards
6. Demonstrates integrity
LEAN MANAGER Results (The Acid Test)
1. Dramatic change
2. Developed and empowered employees
3. Sustained momentum
4. improved competitive/financial position
37. Basic Thinking – Lean Thinking
Principle of “Just Enough”
Practice of Questioning and Experimenting
• Structured Questions and Experiments
38. Lean Thinking
Principle of Respect for People
Practice of Continuous Improvement ( Kaizen)
Never ending learning…to make
things better…
in everything…everywhere
43. What is Lean Process Improvement?
What is Lean?
Is it skinny?
Is it less people?
Is it working harder?
Is it making less?
44. Impact of SFM on Effectiveness of Company’s Operation
Company A
Process
A
Process
B
Process
C
Process
D
Process
E
99% 99% 99% 99% 99%
Total Effectiveness = (99%) x (99%) x (99%) x (99%) x (99%) = 95%
Company B
Process
A
Process
B
Process
C
Process
D
Process
E
95% 95% 95% 95% 95%
Total Effectiveness = (95%) x (95%) x (95%) x (95%) x (95%) = 77%
45. Goals of Lean Process Improvement
Improve Quality
Eliminate Waste
Reduce Lead Time
Reduce Total Costs
50. How things really work in some organizations!
Or, maybe
more like
this:
51. What Do You See in the Picture?
Wagon Leader
Followers
Square Wheels
Round Wheels
Rope
52. The Seven
Deadly Wastes
The ultimate lean target is the total elimination of waste. Waste, or muda, is
anything that adds cost or time without adding value. Seven deadly waste have
been identified over the years. Recently an eighth waste has been identified—
underutilization of people.
53. OPERATING PROFIT
OPERATING EXPENSES
PRODUCT VARIABLE
COST (PVC)/COGS
REVENUE
Gross Sales
Less Discount & Allowances
= Net Revenue
Less Product Variable Cost /COGS
= Net Revenue
Less Total Operating Expenses
= Operating Profit
54. Major contributors to business health and growth are Leverage Points relating to volume and
revenues.
Examples of Volume Drivers:
• Quality
• Pricing
• Advertising
• New Products
• New Brands
• Distribution Systems
• Customer Service
• Merchandising
• Channel Development
• Organization
• Functional Support
• Operating Knowledge
• Packaging Consumer Activity
• Media
• Promotions
• Merchandising
• Public Relations
• Special Events
Consumer Activity
• Ordering
• Delivery
• Merchandising
• Joint Promotions
• Customer Services
55. Product Variable Cost (PVC) – Leverage Points like Quality, Purchasing and
Manufacturing Efficiency, play a major role.
What other leverages would you consider important for your market?
63. Now
the retailer becomes
a mediator between
customers & brands
Customerservice provider
aggregator
manufacturer
64. “Stores”
become places to
manage customer
relationships
Customerservice provider
aggregator
manufacturer Showrooms
Webfronts
Solution boutiques
Shoperiences
Experatail
65. Adapting to change
To create a customer experience that is…
Faster
Easier
Cheaper
More Personal
66. What Customers Want
Thanks to digital, customers now expect a shopping experience that is:
FASTER EASIER CHEAPER
MORE
PERSONAL
How Retailers Can Respond
Thanks to digital, customers now expect a shopping experience that is:
TIMELY RELEVANT CONTEXTUAL TARGETED
68. One Thing Has Stayed The Same
The CUSTOMER Pathway to Purchase
Need Enquire Browse Search Shortlist Compare Order Pay Reward
Market Order
Attract Entertain Engage Transact Reward
The RETAILER Pathway to PurchaseMarket Order
71. 1. HELP
2. RESPECT AND RECOGNITION
3. COMFORT, COMPASSION AND SUPPORT
4. EMPATHIC LISTENING
5. SATISFACTION
72. 6. TRUST
7. FRIENDLY AND SMILING FACE
8. UNDERSTANDING
9. FEELING OF IMPORTANCE
10. QUALITY PRODUCT OR SERVICE AT A FAIR PRICE
73. Benefits
Reach more customers
Reduce costs
Improve cash flow
Increase sales more rapidly
Focus on area of expertise
Retail Functions in
Distribution contd..
74. The Basic
Supply Chain
Finance Flow
Supplier
Raw material packaging
warehouse Manufacturer
Manufacturer warehouse
Retailer warehouse
Retailer
PhysicalFlow
76. 7 Process Wastes (TIMWOOD)
1. Transportation: Unnecessary movement things (parts or machines)
between processes
2. Inventory: Raw material, work in progress or finished goods which
is not having value added to it
3. Movement: Unnecessary movement of people within a process
4. Waiting: People or parts that wait for a work cycle to be complete
77. 7 Process Wastes (TIMWOOD)
5. Overproduction: To produce sooner, faster or in greater quantities
than the customer demands
6. Over processing: Processing beyond the standard required by the
customer
7. Defects: Not right first time, repetition or correction of a process
78. Decisions—Decisions—Decisions
Is my company too small for Lean Process Improvement?
Isn’t Lean a manufacturing process? I am a service business.
Can I afford to implement Lean Process Improvement?
All of these industries have successfully applied Lean to their
processes
80. Infographics
Process
1 Selection the Topic
2 Surveying & Researching
3 Gathering
the Data
4 Analyzing the Data
5 Finding the Narrative
6 Sketching the Idea
7 Editing
8 Designing
9 Testing
10 Completing the
Infographic
82. 5S is a workplace organization technique composed for five primary phases:
Sort, Set In Order, Shine, Standardize, and Systematize.
Lean Six Sigma: 5S
84. Key
Elements of a
Lean
Management
System
(LMS)
Apply strong
Leadership
and
Governance
Engage Staff
Fully in Daily
Improvement
Coach The
Staff and
Transfer Lean
Skills
Measure The
Right Things
and Make
Results Visible
Embed
Standard
Work Into The
Culture
85. Conclusion
If you are the low cost producer of a good or service you have
a competitive advantage and will be able to grow your
business. Lean is the tool to reduce your costs.
86. WITHIN FIVE YEARS, IF
YOU’RE IN THE SAME
BUSINESS YOU ARE IN NOW,
YOU’RE GOING TO BE OUT OF
BUSINESS.