Over the 16 years that we've been providing support to organizations at nearly every stage of the Lean journey, leadership has consistently emerged as the single most important determinant of success. Those organizations with strong leadership engagement soar, while those who don't fail to experience significant transformation.
These are the materials for Karen's third (and final) of three webinars on Lean Leadership. In this webinar, Karen reviewed the system of Lean principles, management practices, and tools, and then focuses on the role of leaders in understanding their organization's value streams, setting the strategic direction for value stream transformation, and monitoring the cycle of improvement.
The webinar recording is available at:http://www.slideshare.net/KarenMartinGroup/lean-leadership-part-3-of-3-webinars-67941809
Not a subscriber? To receive automatic notification of future webinars, gain access to our library of free assessments and templates, and receive our occasional newsletter with improvement tips: www.ksmartin.com/subscribe.
Value Stream Transformation: Achieving Excellence through Leadership Alignmen...TKMG, Inc.
To subscribe: http://ksmartin.com/subscribe
To purchase the book: http://bit.ly/VSMbk
These are slides from a talk given on 1/8/14 in San Diego, California at SME Connect's Operations Roundtable.
Too many organizations today suffer from silo-centric behavior and intra-organizational conflict. And yet most don’t understand what’s holding them back from achieving outstanding performance. This is where Karen Martin’s new book Value Stream Mapping comes into play.
Value stream mapping can unleash the full potential of an organization and deliver greater customer value, increased profit margins, and create fulfilling work environments.
In this talk, Karen discussed how to:
• Prepare and engage your leadership team in the transformation process
• Gain a deep understanding about your current work systems and the related barriers to delivering value
• Design a future state that enables outstanding performance on all fronts
• Adopt a new design and lay the foundation for continued improvement
Value Stream Mapping: From Tool to Management PracticeTKMG, Inc.
Recorded webinar: http://slidesha.re/1sKe9P7
Subscribe: http://ksmartin.com/subscribe
Purchase the book: http://bit.ly/VSMbk
Too many organizations today suffer from silo-centric behavior and intra-organizational conflict. Yet most don’t understand what’s holding them back from achieving outstanding performance.
Value Stream Mapping (VSM), popularized in Mike Rother and John Shook’s landmark book Learning to See, is a highly effective method for improving performance across an organization. However, VSM is commonly misunderstood, misapplied and under-utilized. Properly executed, value stream mapping is much more than an operations design tool. It also results in a more engaged and knowledgeable leadership team; surfaces hidden cultural and organizational issues; and aligns values, resources, goals and priorities.
In this webinar, you’ll learn how to
* Use value stream mapping as an organizational transformation tool
* Properly scope and plan for a value stream mapping activity
* Obtain leadership consensus about the future state design
* Create and execute a highly effective Value Stream Transformation Plan
Process Change: Communication & Training TipsTKMG, Inc.
Subscribe: ksmartin.com/subscribe
Recorded Webinar: http://bit.ly/1Gl23Hm
Rolling out process improvements is a common point of failure in organizations.
We've Had it All Wrong: Manage Processes, Not peopleTKMG, Inc.
Recorded webinar: http://slidesha.re/1iuvE3F
Subscribe: http://www.ksmartin.com/subscribe
Karen’s Books: http://ksmartin.com/books
For decades now, "management" has been synonymous with managing people. Meanwhile, processes, the lifeblood of an organization, remain largely unmanaged. In this webinar, Karen shares her views on why we need to change our thinking and her practical how-to's for making this vital pivot.
Value Stream Mapping: What to Do Before You Dive InTKMG, Inc.
Recorded webinar: http://slidesha.re/1juuPs4
To subscribe: http://ksmartin.com/subscribe
To purchase the book: http://bit.ly/VSMbk
Value Stream Mapping is a powerful way to improve performance across a large portion of an enterprise. But, before you dive into mapping, there are significant steps you must take to assure a successful outcome. In this webinar, award-winning author, Karen Martin shares the proper preparation an organization must take to reap the full set of benefits Value Stream Mapping offers.
Topics include:
Leadership – what is their role?
Scoping – how "big” should you go?
Team formation – who are the right people to include?
Facilitator selection – what traits and skills are needed?
Charter development and socialization – it’s far more than a planning tool!
Logistics & communication – how do you make sure everyone is engaged and prepared?
Watch this webinar for a no-nonsense discussion about the key success factors and common failings in preparing to value stream map.
Value Stream Mapping in Office & Service SetttingsTKMG, Inc.
Recorded webinar: http://bit.ly/1l6zLVy
Subscribe: http://www.ksmartin.com/subscribe
To purchase the book: http://bit.ly/VSMbk
This webinar covers the subtle differences between manufacturing-style value stream maps and those in office and service settings.
Contact us if you'd like an in-house workshop or external facilitation for a real-time mapping session. http://www.ksmartin.com
Karen Martin, recognized expert on lean in office and administrative processes, shares instruction on applying value stream mapping to non-manufacturing organizations.
Value Stream Transformation: Achieving Excellence through Leadership Alignmen...TKMG, Inc.
To subscribe: http://ksmartin.com/subscribe
To purchase the book: http://bit.ly/VSMbk
These are slides from a talk given on 1/8/14 in San Diego, California at SME Connect's Operations Roundtable.
Too many organizations today suffer from silo-centric behavior and intra-organizational conflict. And yet most don’t understand what’s holding them back from achieving outstanding performance. This is where Karen Martin’s new book Value Stream Mapping comes into play.
Value stream mapping can unleash the full potential of an organization and deliver greater customer value, increased profit margins, and create fulfilling work environments.
In this talk, Karen discussed how to:
• Prepare and engage your leadership team in the transformation process
• Gain a deep understanding about your current work systems and the related barriers to delivering value
• Design a future state that enables outstanding performance on all fronts
• Adopt a new design and lay the foundation for continued improvement
Value Stream Mapping: From Tool to Management PracticeTKMG, Inc.
Recorded webinar: http://slidesha.re/1sKe9P7
Subscribe: http://ksmartin.com/subscribe
Purchase the book: http://bit.ly/VSMbk
Too many organizations today suffer from silo-centric behavior and intra-organizational conflict. Yet most don’t understand what’s holding them back from achieving outstanding performance.
Value Stream Mapping (VSM), popularized in Mike Rother and John Shook’s landmark book Learning to See, is a highly effective method for improving performance across an organization. However, VSM is commonly misunderstood, misapplied and under-utilized. Properly executed, value stream mapping is much more than an operations design tool. It also results in a more engaged and knowledgeable leadership team; surfaces hidden cultural and organizational issues; and aligns values, resources, goals and priorities.
In this webinar, you’ll learn how to
* Use value stream mapping as an organizational transformation tool
* Properly scope and plan for a value stream mapping activity
* Obtain leadership consensus about the future state design
* Create and execute a highly effective Value Stream Transformation Plan
Process Change: Communication & Training TipsTKMG, Inc.
Subscribe: ksmartin.com/subscribe
Recorded Webinar: http://bit.ly/1Gl23Hm
Rolling out process improvements is a common point of failure in organizations.
We've Had it All Wrong: Manage Processes, Not peopleTKMG, Inc.
Recorded webinar: http://slidesha.re/1iuvE3F
Subscribe: http://www.ksmartin.com/subscribe
Karen’s Books: http://ksmartin.com/books
For decades now, "management" has been synonymous with managing people. Meanwhile, processes, the lifeblood of an organization, remain largely unmanaged. In this webinar, Karen shares her views on why we need to change our thinking and her practical how-to's for making this vital pivot.
Value Stream Mapping: What to Do Before You Dive InTKMG, Inc.
Recorded webinar: http://slidesha.re/1juuPs4
To subscribe: http://ksmartin.com/subscribe
To purchase the book: http://bit.ly/VSMbk
Value Stream Mapping is a powerful way to improve performance across a large portion of an enterprise. But, before you dive into mapping, there are significant steps you must take to assure a successful outcome. In this webinar, award-winning author, Karen Martin shares the proper preparation an organization must take to reap the full set of benefits Value Stream Mapping offers.
Topics include:
Leadership – what is their role?
Scoping – how "big” should you go?
Team formation – who are the right people to include?
Facilitator selection – what traits and skills are needed?
Charter development and socialization – it’s far more than a planning tool!
Logistics & communication – how do you make sure everyone is engaged and prepared?
Watch this webinar for a no-nonsense discussion about the key success factors and common failings in preparing to value stream map.
Value Stream Mapping in Office & Service SetttingsTKMG, Inc.
Recorded webinar: http://bit.ly/1l6zLVy
Subscribe: http://www.ksmartin.com/subscribe
To purchase the book: http://bit.ly/VSMbk
This webinar covers the subtle differences between manufacturing-style value stream maps and those in office and service settings.
Contact us if you'd like an in-house workshop or external facilitation for a real-time mapping session. http://www.ksmartin.com
Karen Martin, recognized expert on lean in office and administrative processes, shares instruction on applying value stream mapping to non-manufacturing organizations.
Recorded webinar: http://bit.ly/1uVqMJC
Subscribe: http://www.ksmartin.com/subscribe
Purchase the book: http://www.bit.ly/VSM
These are slides from a webinar done with APICS Heartland on the topic of Value Stream Mapping.
This webinar covers:
• How to use value stream mapping as an organizational transformation & leadership alignment tool
• How to plan for a value stream mapping activity
• The mechanics of mapping, including key metrics
for office/service/knowledge work
• How to create an actionable Value Stream Transformation Plan
value stream mapping and metrics based process mappingTKMG, Inc.
Since Mike Osterling and I released our latest book, Value Stream Mapping, we've received a lot of questions about which level of mapping--value stream vs. process--people should opt for and why/when. We've also continued to hear people claim that value stream mapping team members should include the front-line staff. Not so.
These are the slides for a webinar delivered on 12-17-2015. The recording is available at:
http://www.slideshare.net/KarenMartinGroup/value-stream-and-process-mapping-when-you-opt-for-each or http://ksmartin.com/webinars.
For more information, we invite you to consider http://bit.ly/VSM-AMZ for VSM and http://bit.ly/MBPM-AMZ for MBPM. (Please note: MBPM is priced high because it includes an extensive Excel tool to document maps and auto-calculate results.)
Metrics-Based Process Mapping: An Excel-Based SolutionTKMG, Inc.
To subscribe: http://www.ksmartin.com/subscribe
To purchase the book: http://bit.ly/MBPMbk
This is the Excel tool Mike Osterling & I developed to provide the means for electronically archiving & distributing manually prepared metrics-based process maps.
The Summary Metrics sheet auto-calculates projected improvement based on current state findings and future state design.
Recorded webinar: http://slidesha.re/1iJ2ZWu
Subscribe: http://ksmartin.com/subscribe
Purchase the book: http://bit.ly/VSMbk
This webinar presents case studies for several client engagements that involved value stream mapping. For each case, you'll learn:
• What the driver was for value stream improvement.
• What the planning process consisted of.
• The discoveries and challenges that surfaced—and the shifts that occurred—during the 3-day activity.
• Transformation results.
During the webinar, Karen also answers participant questions about facilitation, transformation plan ownership, team composition, going to the Gemba, and collecting data that's not easily measured.
Value Stream Transformation: 10 Keys to SuccessTKMG, Inc.
Recorded webinar: http://slidesha.re/1CXiepG
Subscribe: http://www.ksmartin.com/subscribe
Purchase the book: http://www.bit.ly/VSM
Value Stream Mapping is a powerful, leadership-level improvement activity that looks at how work flows across an organization from a customer request to delivering on that request.
Using a methodical approach to gain insights into current performance and a no-holds barred approach for an improved future state, leaders are able to transform their operations into efficient and effective value delivery systems.
In this webinar, you'll learn the 10 key success factors that Karen and her team have found create the greatest degrees of success in the transformation process.
Over the 16 years that we've been providing support to organizations at nearly every stage of the Lean journey, leadership has consistently emerged as the single most important determinant of success. Those organizations with deep leadership engagement soar, while those who don't fail to experience significant transformation.
In this second of three webinars, Karen reviews the system of Lean principles, management practices, and tools, and then focus on leadership's role in strategy deployment and problem solving. These are the slides for the webinar delivered on 9-22-2016. The recording is available at http://www.slideshare.net/KarenMartinGroup/lean-leadership-part-2-of-3-webinars
Not a subscriber? To receive automatic notification of future webinars, gain access to our library of free assessments and templates, and receive our occasional newsletter with improvement tips: http://www.ksmartin.com/subscribe.
Subscribe: http://www.ksmartin.com/subscribe
Dowload your FREE assessment: http://www.ksmartin.com/too-self-assessment/
To purchase the book: http://bit.ly/TOObk
In Lean conversations, we often hear “it’s 10% tools and 90% people,” “we need to change the culture,” and “they just don’t get it.” While each of these statements may be true, they all reflect that something is missing in our problem-solving and transformation attempts—and that missing element is helping people change their behaviors. In reality if we don’t change the way the organization thinks and behaves, on a day-to-day basis, we won’t significantly impact performance levels.
This workshop includes both theory and practical application around the behaviors of excellence: organizational clarity, focus, discipline, and widespread employee engagement. Activities include class discussions and four major activities representing each of the dimensions.
The clarity activity centers on the words we use and how ambiguity and "softened" language hinders performance. The focus activity is a timed simulation that demonstrates how working on fewer projects at a time increases the total number of projects completed in a comparable given time period. Participants learn metrics-based process mapping, a highly disciplined process for standardizing work. In the final activity, participants practice techniques that lead to engagement and disengagement.
Value stream mapping is a practical and highly effective way to learn to see and resolve disconnects, redundancies, and gaps in how work gets done.
This VSM project template helps you and your project team to put together a "storyboard" for effective presentation to your key stakeholders. It includes four key phases:
1) Define and pick product/service family
2) Create a current state map
3) Develop a future state map
4) Develop an implementation plan
This document consists of a VSM project template in Powerpoint format and a set of Excel templates comprising VSM charter, Results table, Implementation Plan and common VSM icons.
Lean Value Stream Mapping (VSM) Training ModuleFrank-G. Adler
The Lean Value Stream Mapping (VSM) Training Module v8.0 includes:
1. MS PowerPoint Presentation including 154 slides covering History of Lean Manufacturing, Five Lean Principles, Seven Lean Wastes, A Step-by-Step Approach to Value Stream Mapping with Examples, Basic Lean Management Methods and Tools.
2. MS Excel Value Stream Mapping Team Charter Template
3. MS Excel Future State Transformation Plan Template
4. MS Excel Process Study Worksheet Template & Example, Work Chart Template, Work Combination Table Template & Example, and Process Capacity Worksheet Template & Example
Metrics-Based Process Mapping: Part 1 of 3TKMG, Inc.
Recorded webinar: http://slidesha.re/1eYtbZM
Part 2 - http://slidesha.re/17pgwcS
Part 3 - http://slidesha.re/139L8Sb (Excel tool product demo)
Subscribe: http://www.ksmartin.com/subscribe
To purchase the book: http://bit.ly/MBPMbk
Metrics-Based Process Mapping (MBPM) is a methodology that was developed to support the adoption of lean practices in office, service, and knowledge work environments.
Designed and developed by Karen Martin & Mike Osterling, this technique integrates the functional orientation of conventional swim-lane process maps with the time and quality metrics used in value stream mapping.
Learn how to create a metrics-based process map to identify and eliminate waste in an office/service process. Part 1 of 3.
These slides are from the Metrics-Based Process Mapping webinar delivered 09-29-2021.
Companion resources:
• View the recording - https://tkmg.com/webinars/metrics-based-process-mapping-3/
• Buy the book - https://tkmgacademy.com/products/metrics-based-process-mapping/
• Take the TKMG Academy course - https://tkmgacademy.com/courses/metrics-based-process-mapping/
Lean Thinking is a management philosophy based on the Toyota Production System (TPS). With Lean Thinking, you will be able to enhance value for your customers by improving service delivery and eliminating waste. Simply put, by becoming a Lean organization, you will be able to improve personal effectiveness, increase productivity and create greater customer value with less resources.
This training presentation is especially tailored for service industries. By teaching this presentation to managers and employees, they will have a better understanding of the Lean principles and approach to eliminating waste, and will be more forthcoming to lead and participate in the Lean implementation process.
LEARNING OBJECTIVES
1. Understand the principles and key concepts of Lean
2. Acquire knowledge on the key Lean methods and tools and their applications to improve personal effectiveness, value creation and waste elimination
3. Identify ways to develop “Kaizen eyes” to look for improvement opportunities
4. Describe the various Lean roles
CONTENTS
1. Introduction to Lean Thinking
2. Key Concepts of Lean Thinking
3. Overview of Lean Methods & Tools
4. Ways to develop "Kaizen Eyes"
5. Lean Roles
6. Sustaining a Lean Culture
To download this complete presentation, please visit: http://www.oeconsulting.com.sg
Metrics-Based Process Mapping - Part 3 of 3 (Product Demo)TKMG, Inc.
Recorded webinar: http://slidesha.re/18ToNHR
Part 1 - http://slidesha.re/15qe1qW
Part 2 - http://slidesha.re/17pgwcS
Subscribe: http://www.ksmartin.com/subscribe
To purchase the book: http://bit.ly/MBPMbk
Product Demo
Metrics-Based Process Mapping (MBPM) is a methodology that was developed to support the adoption of lean practices in office, service, and knowledge work environments.
Designed and developed by Karen Martin & Mike Osterling, this technique integrates the functional orientation of conventional swim-lane process maps with the time and quality metrics used in value stream mapping.
The Excel tool provides improvement teams with an easy way to electronically archive and distribute current and future state MBPMs created with paper and Post-it® notes.
Clarity First: What it is. Why you need it. How to get it.TKMG, Inc.
These are the slides for the webinar https://vimeo.com/manage/296007941
A lack of clarity costs companies, educational institutions, government agencies, and nonprofits billions of dollars a year. Beyond the red ink, this lack of clarity also inserts unnecessary risk, demotivates team members, and causes customers to question whether the organization can deliver value.
On a personal front, a lack of clarity creates interpersonal tension and hurts the mission of otherwise well-meaning leaders.
In this webinar, Karen shares what clarity is and how a lack of clarity leads to poor performance--both organizationally and personally--and eroding trust. She shares powerful ways to operate with greater clarity to unleash the potential of people and organizations alike.
To supplement the webinar, consider taking our free quiz to assess how you and your organization currently rate (www.clarityfirstquiz.com) or purchase the book (www.clarityfirstbook.com).
Metrics-Based Process Mapping: Part 2 of 3TKMG, Inc.
Recorded webinar: http://slidesha.re/18boq16
Part 1 - http://slidesha.re/15qe1qW
Part 3 - http://slidesha.re/139L8Sb (Excel tool product demo)
Subscribe: http://www.ksmartin.com/subscribe
To purchase the book: http://bit.ly/MBPMbk
Metrics-Based Process Mapping (MBPM) is a methodology that was developed to support the adoption of lean practices in office, service, and knowledge work environments.
Designed and developed by Karen Martin & Mike Osterling, this technique integrates the functional orientation of conventional swim-lane process maps with the time and quality metrics used in value stream mapping.
What is Value Stream Mapping?
History:
What is Value?
What is a Value Stream?
Different things flow through the Stream:
Reason for Mapping & Analysis :
Objectives:
Team Members and Roles in VSM Study Project:
How to create a Value Stream Mapping?:
Value Stream Mapping Process with example
Step 1 - Gather Data and Information:
Step 2 - Create a Current State Map
VSM Study Symbols:
Collecting Data and Time Studies in VSM Study:
Examples of data required in this study:
Process Steps in VSM Study:
Analysis of the Current State Map:
Step 3 – Future State Map & Action Plans:
Creating an Ideal and Future State
Analysis of Future State Map:
Step 4 – Execute the Plan:
Step 5 – Align & Analysis of Current and Future State:
Keys Points for Successful VSM Study:
Mouhcine NAHAL
Brizzoft offers both Corporate and Public Training on Big data , Lean six sigma, Balanced Score card, Hoshin Kanri (Policy deployment), Theory of Constrains, Design Of Experiments(DOE), Business Process Reengineering.
Recorded webinar: http://bit.ly/1uVqMJC
Subscribe: http://www.ksmartin.com/subscribe
Purchase the book: http://www.bit.ly/VSM
These are slides from a webinar done with APICS Heartland on the topic of Value Stream Mapping.
This webinar covers:
• How to use value stream mapping as an organizational transformation & leadership alignment tool
• How to plan for a value stream mapping activity
• The mechanics of mapping, including key metrics
for office/service/knowledge work
• How to create an actionable Value Stream Transformation Plan
value stream mapping and metrics based process mappingTKMG, Inc.
Since Mike Osterling and I released our latest book, Value Stream Mapping, we've received a lot of questions about which level of mapping--value stream vs. process--people should opt for and why/when. We've also continued to hear people claim that value stream mapping team members should include the front-line staff. Not so.
These are the slides for a webinar delivered on 12-17-2015. The recording is available at:
http://www.slideshare.net/KarenMartinGroup/value-stream-and-process-mapping-when-you-opt-for-each or http://ksmartin.com/webinars.
For more information, we invite you to consider http://bit.ly/VSM-AMZ for VSM and http://bit.ly/MBPM-AMZ for MBPM. (Please note: MBPM is priced high because it includes an extensive Excel tool to document maps and auto-calculate results.)
Metrics-Based Process Mapping: An Excel-Based SolutionTKMG, Inc.
To subscribe: http://www.ksmartin.com/subscribe
To purchase the book: http://bit.ly/MBPMbk
This is the Excel tool Mike Osterling & I developed to provide the means for electronically archiving & distributing manually prepared metrics-based process maps.
The Summary Metrics sheet auto-calculates projected improvement based on current state findings and future state design.
Recorded webinar: http://slidesha.re/1iJ2ZWu
Subscribe: http://ksmartin.com/subscribe
Purchase the book: http://bit.ly/VSMbk
This webinar presents case studies for several client engagements that involved value stream mapping. For each case, you'll learn:
• What the driver was for value stream improvement.
• What the planning process consisted of.
• The discoveries and challenges that surfaced—and the shifts that occurred—during the 3-day activity.
• Transformation results.
During the webinar, Karen also answers participant questions about facilitation, transformation plan ownership, team composition, going to the Gemba, and collecting data that's not easily measured.
Value Stream Transformation: 10 Keys to SuccessTKMG, Inc.
Recorded webinar: http://slidesha.re/1CXiepG
Subscribe: http://www.ksmartin.com/subscribe
Purchase the book: http://www.bit.ly/VSM
Value Stream Mapping is a powerful, leadership-level improvement activity that looks at how work flows across an organization from a customer request to delivering on that request.
Using a methodical approach to gain insights into current performance and a no-holds barred approach for an improved future state, leaders are able to transform their operations into efficient and effective value delivery systems.
In this webinar, you'll learn the 10 key success factors that Karen and her team have found create the greatest degrees of success in the transformation process.
Over the 16 years that we've been providing support to organizations at nearly every stage of the Lean journey, leadership has consistently emerged as the single most important determinant of success. Those organizations with deep leadership engagement soar, while those who don't fail to experience significant transformation.
In this second of three webinars, Karen reviews the system of Lean principles, management practices, and tools, and then focus on leadership's role in strategy deployment and problem solving. These are the slides for the webinar delivered on 9-22-2016. The recording is available at http://www.slideshare.net/KarenMartinGroup/lean-leadership-part-2-of-3-webinars
Not a subscriber? To receive automatic notification of future webinars, gain access to our library of free assessments and templates, and receive our occasional newsletter with improvement tips: http://www.ksmartin.com/subscribe.
Subscribe: http://www.ksmartin.com/subscribe
Dowload your FREE assessment: http://www.ksmartin.com/too-self-assessment/
To purchase the book: http://bit.ly/TOObk
In Lean conversations, we often hear “it’s 10% tools and 90% people,” “we need to change the culture,” and “they just don’t get it.” While each of these statements may be true, they all reflect that something is missing in our problem-solving and transformation attempts—and that missing element is helping people change their behaviors. In reality if we don’t change the way the organization thinks and behaves, on a day-to-day basis, we won’t significantly impact performance levels.
This workshop includes both theory and practical application around the behaviors of excellence: organizational clarity, focus, discipline, and widespread employee engagement. Activities include class discussions and four major activities representing each of the dimensions.
The clarity activity centers on the words we use and how ambiguity and "softened" language hinders performance. The focus activity is a timed simulation that demonstrates how working on fewer projects at a time increases the total number of projects completed in a comparable given time period. Participants learn metrics-based process mapping, a highly disciplined process for standardizing work. In the final activity, participants practice techniques that lead to engagement and disengagement.
Value stream mapping is a practical and highly effective way to learn to see and resolve disconnects, redundancies, and gaps in how work gets done.
This VSM project template helps you and your project team to put together a "storyboard" for effective presentation to your key stakeholders. It includes four key phases:
1) Define and pick product/service family
2) Create a current state map
3) Develop a future state map
4) Develop an implementation plan
This document consists of a VSM project template in Powerpoint format and a set of Excel templates comprising VSM charter, Results table, Implementation Plan and common VSM icons.
Lean Value Stream Mapping (VSM) Training ModuleFrank-G. Adler
The Lean Value Stream Mapping (VSM) Training Module v8.0 includes:
1. MS PowerPoint Presentation including 154 slides covering History of Lean Manufacturing, Five Lean Principles, Seven Lean Wastes, A Step-by-Step Approach to Value Stream Mapping with Examples, Basic Lean Management Methods and Tools.
2. MS Excel Value Stream Mapping Team Charter Template
3. MS Excel Future State Transformation Plan Template
4. MS Excel Process Study Worksheet Template & Example, Work Chart Template, Work Combination Table Template & Example, and Process Capacity Worksheet Template & Example
Metrics-Based Process Mapping: Part 1 of 3TKMG, Inc.
Recorded webinar: http://slidesha.re/1eYtbZM
Part 2 - http://slidesha.re/17pgwcS
Part 3 - http://slidesha.re/139L8Sb (Excel tool product demo)
Subscribe: http://www.ksmartin.com/subscribe
To purchase the book: http://bit.ly/MBPMbk
Metrics-Based Process Mapping (MBPM) is a methodology that was developed to support the adoption of lean practices in office, service, and knowledge work environments.
Designed and developed by Karen Martin & Mike Osterling, this technique integrates the functional orientation of conventional swim-lane process maps with the time and quality metrics used in value stream mapping.
Learn how to create a metrics-based process map to identify and eliminate waste in an office/service process. Part 1 of 3.
These slides are from the Metrics-Based Process Mapping webinar delivered 09-29-2021.
Companion resources:
• View the recording - https://tkmg.com/webinars/metrics-based-process-mapping-3/
• Buy the book - https://tkmgacademy.com/products/metrics-based-process-mapping/
• Take the TKMG Academy course - https://tkmgacademy.com/courses/metrics-based-process-mapping/
Lean Thinking is a management philosophy based on the Toyota Production System (TPS). With Lean Thinking, you will be able to enhance value for your customers by improving service delivery and eliminating waste. Simply put, by becoming a Lean organization, you will be able to improve personal effectiveness, increase productivity and create greater customer value with less resources.
This training presentation is especially tailored for service industries. By teaching this presentation to managers and employees, they will have a better understanding of the Lean principles and approach to eliminating waste, and will be more forthcoming to lead and participate in the Lean implementation process.
LEARNING OBJECTIVES
1. Understand the principles and key concepts of Lean
2. Acquire knowledge on the key Lean methods and tools and their applications to improve personal effectiveness, value creation and waste elimination
3. Identify ways to develop “Kaizen eyes” to look for improvement opportunities
4. Describe the various Lean roles
CONTENTS
1. Introduction to Lean Thinking
2. Key Concepts of Lean Thinking
3. Overview of Lean Methods & Tools
4. Ways to develop "Kaizen Eyes"
5. Lean Roles
6. Sustaining a Lean Culture
To download this complete presentation, please visit: http://www.oeconsulting.com.sg
Metrics-Based Process Mapping - Part 3 of 3 (Product Demo)TKMG, Inc.
Recorded webinar: http://slidesha.re/18ToNHR
Part 1 - http://slidesha.re/15qe1qW
Part 2 - http://slidesha.re/17pgwcS
Subscribe: http://www.ksmartin.com/subscribe
To purchase the book: http://bit.ly/MBPMbk
Product Demo
Metrics-Based Process Mapping (MBPM) is a methodology that was developed to support the adoption of lean practices in office, service, and knowledge work environments.
Designed and developed by Karen Martin & Mike Osterling, this technique integrates the functional orientation of conventional swim-lane process maps with the time and quality metrics used in value stream mapping.
The Excel tool provides improvement teams with an easy way to electronically archive and distribute current and future state MBPMs created with paper and Post-it® notes.
Clarity First: What it is. Why you need it. How to get it.TKMG, Inc.
These are the slides for the webinar https://vimeo.com/manage/296007941
A lack of clarity costs companies, educational institutions, government agencies, and nonprofits billions of dollars a year. Beyond the red ink, this lack of clarity also inserts unnecessary risk, demotivates team members, and causes customers to question whether the organization can deliver value.
On a personal front, a lack of clarity creates interpersonal tension and hurts the mission of otherwise well-meaning leaders.
In this webinar, Karen shares what clarity is and how a lack of clarity leads to poor performance--both organizationally and personally--and eroding trust. She shares powerful ways to operate with greater clarity to unleash the potential of people and organizations alike.
To supplement the webinar, consider taking our free quiz to assess how you and your organization currently rate (www.clarityfirstquiz.com) or purchase the book (www.clarityfirstbook.com).
Metrics-Based Process Mapping: Part 2 of 3TKMG, Inc.
Recorded webinar: http://slidesha.re/18boq16
Part 1 - http://slidesha.re/15qe1qW
Part 3 - http://slidesha.re/139L8Sb (Excel tool product demo)
Subscribe: http://www.ksmartin.com/subscribe
To purchase the book: http://bit.ly/MBPMbk
Metrics-Based Process Mapping (MBPM) is a methodology that was developed to support the adoption of lean practices in office, service, and knowledge work environments.
Designed and developed by Karen Martin & Mike Osterling, this technique integrates the functional orientation of conventional swim-lane process maps with the time and quality metrics used in value stream mapping.
What is Value Stream Mapping?
History:
What is Value?
What is a Value Stream?
Different things flow through the Stream:
Reason for Mapping & Analysis :
Objectives:
Team Members and Roles in VSM Study Project:
How to create a Value Stream Mapping?:
Value Stream Mapping Process with example
Step 1 - Gather Data and Information:
Step 2 - Create a Current State Map
VSM Study Symbols:
Collecting Data and Time Studies in VSM Study:
Examples of data required in this study:
Process Steps in VSM Study:
Analysis of the Current State Map:
Step 3 – Future State Map & Action Plans:
Creating an Ideal and Future State
Analysis of Future State Map:
Step 4 – Execute the Plan:
Step 5 – Align & Analysis of Current and Future State:
Keys Points for Successful VSM Study:
Mouhcine NAHAL
Brizzoft offers both Corporate and Public Training on Big data , Lean six sigma, Balanced Score card, Hoshin Kanri (Policy deployment), Theory of Constrains, Design Of Experiments(DOE), Business Process Reengineering.
Process Improvement Methodologies For Process Excellence PowerPoint Presentat...SlideTeam
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Complete Guide To Input Output Business Process Model PowerPoint Presentatio...SlideTeam
It covers all the important concepts and has relevant templates which cater to your business needs. This complete deck has PPT slides on Complete Guide To Input Output Business Process Model PowerPoint Presentation Slides with well suited graphics and subject driven content. This deck consists of total of thirty six slides. All templates are completely editable for your convenience. You can change the colour, text and font size of these slides. You can add or delete the content as per your requirement. Get access to this professionally designed complete deck presentation by clicking the download button below. https://bit.ly/2YPjtsX
These are the slides that accompany the webinar found at: https://vimeo.com/280459431
Operating with clear processes makes or breaks organizational performance and it's an aspect of operations that is often fairly weak. Measuring organizational performance—whether overall performance or the performance of a small work team—is another area that we find often organizations struggling with.
In this webinar—the 3rd of 5 webinars based on content from my latest book, Clarity First—you'll learn the five criteria for robust process management and best practices for measuring and managing performance at any level in the organization. Additional topics will include creating and using standard work, how to properly roll out process changes, and avoiding measurement that drives the wrong behaviors.
Rapid Deployment of ERP solutions using agile practices by Husni Roukbi Agile ME
Economic climate demands a faster return on investment, often within the same year of the implementation. Implementing ERP solutions in the traditional waterfall way that takes up to 18 months before a customer can see the value of it is no longer acceptable. This presentation will discuss how we reduced ERP implementation time from 18 months to 6 months using a combination of DevOps and agile practices.
Overview of Lean Manufacturing and Six Sigma tools, comaprison between Lean Speed and Six Sigma Quality combining Lean with Six Sigma
Overview of DMAIC and SIX SIGMA FORMULA
These are the slides for the webinar delivered on 8-9-2016. The recording is available at http://www.slideshare.net/KarenMartinGroup/lean-leadership-part-1-of-3-webinars
Over the 16 years that we've been providing support to organizations at nearly every stage of the Lean journey, leadership has consistently emerged as the single most important determinant of success. Those organizations with deep leadership engagement soar, while those who don't fail to experience significant transformation.
In this first of three webinars, Karen shares the perspective and content that she and her team use when working with executives and senior leadership teams within the firm's clients.
She review the system of Lean principles, management practices, and tools, and then focuses on 6 of the topics leaders most commonly misunderstand or are unaware of:
1. Three of the core values that underlie Lean management
2. Key performance indicators
3. Visual management
4. Work standardization
5. Go and see (Gemba) management
6. The one environmental "don't" that destroys all Lean effort
Not a subscriber? To receive automatic notification of future webinars, gain access to our library of free assessments and templates, and receive our occasional newsletter with improvement tips: http://www.ksmartin.com/subscribe.
This resource for the finance industry digs into quality data processing for finance and why it matters. Developed by CloudFactory, you'll learn why when it comes to data processing practices in the financial services industry, quality is not optional.
Learn more: https://www.cloudfactory.com/white-papers/outsourced-data-processing
These are the slides for the webinar https://vimeo.com/507636848
Since releasing her book, Clarity First, Karen has continued to analyze, experiment, and reflect on the strong connection between operating with clarity and successfully deploying Lean management—or any improvement-centric management philosophy. She’s learned that addressing the need for clarity head-on is an accelerant.
In this webinar, Karen discusses:
• The personal and organizational benefits of operating with clarity
• The three ways people approach clarity
• How to use Lean Management practices—the 5 P’s—to cultivate clarity
With a strong appetite for and courage to operate with clarity, there's no limit to individual and organizational performance!
To supplement the webinar, visit www.tkmg.com/books/clarity-first -- take our free quiz to assess how you and your organization currently rate, download the first chapter of the book or the CLEAR Problem Solving card mentioned in the webinar, and more.
If you’re interested in learning more about the clarity practices Karen discussed in the webinar, check out www.tkmgacademy.com, our online learning arm.
These are the slides for the webinar https://vimeo.com/480910753
Since releasing her book, Clarity First, Karen has continued to analyze, experiment, and reflect on the strong connection between operating with clarity and successfully deploying Lean management—or any improvement-centric management philosophy. She’s learned that addressing the need for clarity head-on is an accelerant.
In this webinar, Karen discusses:
• The personal and organizational benefits of operating with clarity
• The three ways people approach clarity
• How to use Lean Management practices—the 5 P’s—to cultivate clarity
With a strong appetite for and courage to operate with clarity, there's no limit to individual and organizational performance!
To supplement the webinar, visit www.tkmg.com/books/clarity-first -- take our free quiz to assess how you and your organization currently rate, download the first chapter of the book, and more.
If you’re interested in learning more about the clarity practices Karen discussed in the webinar, check out www.tkmgacademy.com, our online learning arm.
These are the questions I suggest people use to solve problems more effectively. I've mapped it here to PDSA, but it can also be mapping to DMAIC, 8D, OODA, etc.
For more information, see Karen's latest book, Clarity First, pp 168-209. www.clarityfirstbook.com
These are the slides for the 5th webinar in a 5-webinar series based on Karen's book, Clarity First. The webinars are available on www.ksmartin.com/webinars.
Of all the organizational capabilities to be developed, problem solving takes the top spot. Yet all too often organizations lack a clear and effective method for solving problems that the entire workforce is proficient in.
These are the slides for the webinar of the same name, available at www.ksmartin.com/webinars
In the webinar--the 4th of 5 webinars based on content from Karen’s latest book, Clarity First--you learn a question-based problem solving method (CLEAR) that helps people at all levels of the organization become stronger problem solvers. You'll also learn the proper way to build these capabilities at all levels of your organization.
If you haven't taken it already, we recommend you take the Clarity First Quiz to see how you and your organization rate (www.clarityfirstquiz.com). You may also be interested in purchasing the book to obtain a deeper understanding that can lead to deeper understanding - www.clarityfirstbook.com.
Clarity First: Overview (1 of 5 webinars)TKMG, Inc.
A lack of clarity costs companies, educational institutions, government agencies, and nonprofits billions of dollars a year. Beyond the red ink, this lack of clarity also inserts unnecessary risk, creates demotivating workplaces, and causes customers to question whether the organization can deliver value.
These are the slides for the first of 5 webinars based on the content in Karen’s latest book, Clarity First. In this webinar, Karen shares what clarity is and why people and organizations need it. She also shows how pursuing clarity is at the core of Lean management systems, and is both the greatest reason for resistance and the most powerful way to unleash the potential of people and organizations alike.
To purchase Clarity First, visit www.clarityfirstbook.com. You may also want to take The Clarity Quiz to learn the degree to which you and your organization operate with clarity: www.clarityfirstquiz.com.
Know How Data is Calculated - OEE exampleTKMG, Inc.
This is a section from the performance chapter in my new book, Clarity First, which addresses a problem we often see with measuring OEE (overall equipment effectiveness). To order the book: www.clarityfirstbook.com.
The Trust Factor: Eliminating Waste with a Reliable SystemTKMG, Inc.
One of my first written pieces on Lean, this was the feature article in the March 2006 issue of Industrial Engineer. (As a note, I didn't write the sidebar on trust-building exercises and wasn't thrilled that the editors added content without my permission.)
Building the Fit Organization (with guest presenter Dan Markovitz)TKMG, Inc.
Slides for a webinar hosted by Karen Martin on January 21, 2016 and delivered by Dan Markovitz.
Video & webinar description: http://www.slideshare.net/KarenMartinGroup/building-the-fit-organization-with-guest-presenter-dan-markovitz-57375703
Subscribe: www.ksmartin.com/subscribe.
Book: http://amzn.to/1lCeAwj
Lean and the Corporate Agenda with Guest Jacob StollerTKMG, Inc.
Recorded Webinar: http://bit.ly/1UBCCUK
Subscribe: http://www.ksmartin.com/subscribe
Why is it that even the most successful lean projects often go unrecognized in the executive suites? The issue may be lack of alignment – the fact that executives don't see a connection between Lean progress and the corporate agenda that they are expected to fulfill.
This webinar will help directors, managers, supervisors, Lean champions, and consultants understand how corporate agendas affect executive attention and decision making, and what this means for Lean projects.
Participants will learn how to cultivate an ear for business developments that concern executives, and to communicate Lean results in a language that will resonate with all senior leaders.
The evidence will be drawn from the author’s new book The Lean CEO (McGraw-Hill), which explains, through in-depth CEO interviews, the circumstances leading to enterprise-wide adoption of lean in 28 organizations.
About the presenter:
Jacob Stoller is a Toronto-based writer and consultant who has helped business leaders tell their stories for the past 15 years. His recent book, The Lean CEO, uses narratives from 28 lean-practicing CEOs to illustrate the true meaning of a lean transformation. A frequent commentator in the business press, Jacob has delivered a variety of learning events in Canada and the US, and authored documents for clients such as Microsoft, Dell Computer, Staples, Pitney Bowes, International Data Corporation (IDC), CMA Canada, and the Conference Board of Canada.
For more information about The Lean CEO: http://amzn.to/1AUq19C. Buy a book for yourself and the senior leader you ultimately report to!
Connect with Jacob on Twitter: @JacobStoller and on LInkedIn: https://www.linkedin.com/in/jacobstoller
Recorded Webinar: http://bit.ly/1HiVyla
Subscribe: http://www.ksmartin.com/subscribe
Organizational culture – everybody talks about it, few understand its underlying mechanisms and even fewer know how to truly establish the culture they need to succeed.
A structure that enforces discipline can help you develop necessary habits, but that won't be enough to achieve breakthrough performances and ensure long-term success. That requires establishing an atmosphere where people wholeheartedly engage in their work and are enthusiastic about continuously improving it. This is where culture comes in. Culture is the abstract root cause for why teams with the same training, following the same routine and using the same tools, can produce completely different results.
In this webinar, you'll get a completely new perspective of what organizational culture is and learn how to establish a culture where your entire organization continuously and methodically improves!
Joakim Ahlström is an internationally recognized expert on establishing continuous improvement cultures and helping organizations achieve excellence in all fronts. Based in Stockholm, Sweden, he’s the author of How to Succeed with Continuous Improvement and the Head of Consulting at C2 Management. Ahlström has helped global companies such as Coca-Cola, Volvo, Ericsson and IKEA achieve long-term improvement in performance by supporting the development of a high-performance continuous improvement culture.
To learn more about Joakim's book and possibly read it in advance of the webinar, please visit http://amzn.to/1djhPF3 or http://www.succeedwithci.com/.
Connect with Joakim on Twitter: @JoakimAhlstrom and @SucceedWithCI and on LInkedIn: https://www.linkedin.com/in/joakimahlstrom
Recorded webinar: http://bit.ly/1IidQDp
Subscribe: http://www.ksmartin.com/subscribe
All too often people use Lean solely to drive daily incremental improvement (kaizen). What we don't hear as much about is the power of Lean to create substantive business improvement (kaikaku), such as gaining significant market share, growing sales within existing customers, creating disruptive products, increasing cash flow, and growing margins. Margin growth is especially important. Even non-profits need money to reinvest in their operations.
In this webinar, you'll learn how to make improvements that grow your top and bottom lines. You can create better work environments that deeply engage the workforce, while also thrilling your CFO, shareholders, and Board. THIS is what assures that Lean management continues to be taken seriously.
Specifically, you will learn:
• How to calculate the financial impact of your improvement efforts.
• Ways for improving margins (profit) through expense reduction (but not layoffs!).
• Improvements that help grow your top line (revenue/sales).
• How to engage executives in the process.
Recorded webinar: http://slidesha.re/1tGIZaH
Subscribe: http://www.ksmartin.com/subscribe
Purchase the book: http://bit.ly/TOObk
Effective problem solving is not an innate skill that most people are born with.
Even for those few few lucky ones who are born with natural problem-solving talent, it is often drummed out of them by parents, teachers, and bosses. And those whose academic preparation would lead you to believe that they're highly skilled in this area (such as engineers and physicians) regularly fall prey to sloppy problem solving.
The good news is that effective problem solving is a skill that can be developed. Everyone can learn to solve problems effectively given the will and ample practice with a skilled coach/teacher.
This webinar focuses on the P (plan) phase of the PDSA/PDCA cycle (plan-do-study-adjust), which is the most difficult phase of scientific problem solving for people to master. Topics include:
• Setting a target condition
• Problem clarification
• Scoping and qualifying the problem
• Root cause analysis
Watch this lively discussion and learn the important first steps for closing the gap between where you are and where you'd like or need to be.
As preparation for the webinar, you may want to read the Discipline chapter in Karen's Shingo Award-winning book, The Outstanding Organization. www.ksmartin.com/TOO
Recorded webinar: http://slidesha.re/1nOR5i5
Subscribe: http://ksmartin.com/subscribe
Purchase the book: http://bit.ly/TOObk
This webinar features content from Karen's workshop and talk at the Lean Enterprise Institute and Lean Frontiers Coaching Summit, held on July 29 & 30, 2014 in Long Beach, California.
Both the workshop and talk focus on learning how to break the "telling" habit as a leader or improvement coach, and how to use the right questions at the right time to develop people more effectively and get better work results.
A3 Management: Effective Problem Solving via PDSATKMG, Inc.
Recorded webinar: http://slidesha.re/1kwmhx4
Subscribe: http://ksmartin.com/subscribe
For more information, see Chapter 4 of the Shingo Research Award winning The Outstanding Organization: http://bit.ly/TOObk
A3 management is a fundamental Lean management practice for making effective improvement, solving problems, developing people, and building a learning organization.
While this disciplined approach generates more effective and sustainable results than traditional problem solving, it’s arguably the process of developing skilled coaches that carries the greatest organizational benefits -- including the cultural shifts needed to accelerate transformation.
With practice, the organization becomes more responsive, focused, and effective in delivering value to its customers and attracting and retaining talent.
In this webinar, you will learn:
• The mechanics of using PDSA (plan-do-study-adjust) for solving problems.
• The vital role coaching plays in building organization-wide problem solving capabilities.
• How to break the “telling” habit that disrespects a worker’s creative potential.
• How to systematically build coaching capabilities to accelerate learning.
Recorded webinar: http://slidesha.re/1jiKoif
Subscribe: http://ksmartin.com/subscribe
Showing respect for people is something that most people agree with in theory. But many organizations don't show respect the way it’s meant in Lean management. The result? Poor business performance, difficulty attracting and retaining talent, and customer service that leaves much to be desired.
In this webinar, you will learn:
• Why respect goes far beyond how you interact with someone.
• How work systems & processes create disrespect.
• How blame and disrespect are inextricably linked.
• How robust problem-solving demonstrates respect for people.
• How to use improvement to build a highly respectful culture.
People work far too many hours and give too much to organizations to not receive respect in return. Watch to learn how.
Recorded webinar: http://www.slidesha.re/1nFHE51
Subscribe: http://www.ksmartin.com/subscribe
Confronting resistance to change is a common lament from improvement professionals, middle managers, and senior leaders alike. But organizations that approach improvement properly experience very little resistance to change. This webinar will unlock the keys to resistance-free improvement:
You will learn:
• The power behind properly designed & socialized charters.
• Technique for aligning all stakeholders around the need for change.
• How to assure that a proposed change is truly an improvement.
• Techniques for using psychology to reduce resistance.
Lean management includes all of the tools and practices you need to experience practically zero resistance to change. This webinar will show you how to fully leverage them.
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
India Orthopedic Devices Market: Unlocking Growth Secrets, Trends and Develop...Kumar Satyam
According to TechSci Research report, “India Orthopedic Devices Market -Industry Size, Share, Trends, Competition Forecast & Opportunities, 2030”, the India Orthopedic Devices Market stood at USD 1,280.54 Million in 2024 and is anticipated to grow with a CAGR of 7.84% in the forecast period, 2026-2030F. The India Orthopedic Devices Market is being driven by several factors. The most prominent ones include an increase in the elderly population, who are more prone to orthopedic conditions such as osteoporosis and arthritis. Moreover, the rise in sports injuries and road accidents are also contributing to the demand for orthopedic devices. Advances in technology and the introduction of innovative implants and prosthetics have further propelled the market growth. Additionally, government initiatives aimed at improving healthcare infrastructure and the increasing prevalence of lifestyle diseases have led to an upward trend in orthopedic surgeries, thereby fueling the market demand for these devices.
Explore our most comprehensive guide on lookback analysis at SafePaaS, covering access governance and how it can transform modern ERP audits. Browse now!
Taurus Zodiac Sign_ Personality Traits and Sign Dates.pptxmy Pandit
Explore the world of the Taurus zodiac sign. Learn about their stability, determination, and appreciation for beauty. Discover how Taureans' grounded nature and hardworking mindset define their unique personality.
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
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.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
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!
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
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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.
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.
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
6. You will learn…
• What’s a value stream?
• What are the organizational benefits of looking at work
through the value stream lens?
• What’s involved in a value stream transformation cycle?
• What’s a value stream map?
• Why is VSM a team-based, leadership-heavy activity?
• How does one prepare for a mapping activity, create current
and future state maps, and develop a transformation plan?
• Key success factors
7. Wherever there is a request and a deliverable,
there is a value stream.
8. Value Stream
All of the activities required to transform a
customer request into a good or service.
8
First defined in The Machine That Changed the World,
James Womack, Daniel Jones, & Daniel Roos, 1990.
Process ProcessProcess
Customer
Request
Customer
Receipt
10. Value Stream Mapping Progression
10
Mike Rother &
John Shook
1999
Beau Keyte &
Drew Locher,
2004 & 2015
Karen Martin &
Mike Osterling
2014
“Whenever there is a product for a
customer, there is a value stream.
The challenge lies in seeing it.”
11. Work: Degrees of Granularity
11
Value
Stream
Process Process Process
Step StepStep
Macro
Perspective
• Define strategic
direction
(“what”)
• Heavy leadership
involvement
• Value Stream
Mapping
Micro
Perspective
• Identify the
tactical “how”
• Heavy frontline
involvement
• Metrics-Based
Process
Mapping
12. Work: Levels of Granularity
12
Begin Discussions
with Prospective
Client
Negotiate &
Execute
Contract
Communicate
Plan Options &
Enrollment Process
Enroll
Employees
Service
the Contract
Value
Stream
Process
Negotiate
pricing
Approve
Negotiate
terms
Approve
Execute
Contract
CUSTOMER
14. One Value Stream Map for Each Product Family
Function A Function B Function C Function D Function E Function F Function B Function H
X X X X X
X X X X X
X X X X X X X X
X X X X X
X X X X X
X X X X X X X X
X X X X
X X X X X X X
X X X X X
Value
Stream
Map #1
15. Value Stream Scoping Diagram: Defining Specific Conditions
Golden State
Equipment, Inc.
Capital
Equipment
80% $; 10% vol.
Catalog
40%
Configure to
order
15%
Engineer to
order
35%
Custom
hardware
20%
Custom
software
20%
Both
60%
New Product
Development
10%
Spares &
subassemblies
20% $; 90% vol.
Catalog
Engineer to
order
15
16. Value Stream Mapping Benefit:
Seeing the Whole
16
Value Stream Mapping enables a
mapping team to get ABOVE the work
26. Sample Future State Decisions
• Replace sales commissions with annual profit sharing.
• Insource an outsourced activity.
• Restructure broker relationships.
• Merge two departments.
• Shift work from one department to another.
• Push authorizations down two levels.
• Eliminate a department (with staff redeployment to other areas).
• Build the means for customers to order online.
• Add value stream owners to org chart.
• Double the financial levels of authority.
26
27. Improvement Roles
Who? Accountability Practice / Tool
Sr. Leaders What has to happen Hoshin Planning,
Value Stream
Mapping
Frontlines How it will happen” Projects, Kaizen
Events, Just-do-its,
Daily Kaizen
StrategicTactical
Middle
Management
28. Value Stream
Improvement
Annual Goals & Priorities
(Strategy Deployment) or
High-level A3
Projects (w/ or w/o A3),
Rapid Improvement Events
(Kaizen Events), Daily Kaizen (Kata)
30. Lead Time vs. Process Time
Lead Time (LT)
Work
Received
Work passed to
next process or
department
Process Time
(PT)
Lead Time = Elapsed time; Throughput time; turnaround time
Process Time = Touch time; work time; cycle time
Work is Idle Work is Idle
31. Measuring In-Process Quality:
Percent Complete & Accurate (%C&A)
Customer
Process
1
Process
2
Process
3
Process
4
80% 50%95%
75%
90%
%C&A = % of incoming work that’s “usable as is”; no need for rework:
• Correcting information or material that was supplied
• Adding information that should have been supplied
• Clarifying information that should have or could have been clearer
31
32. Customer
1
Process 3
Function E
LT = 0.5 days
PT = 30 mins.
%C&A = 95%
4
4
10 mins.
1 days
120 mins.
2 days
30 mins.
0.5 days Total LT = 3.5 days
Total PT = 160 mins.
Activity Ratio = 9.5%
Rolled %C&A = 89.3%
Process 2
Function C
LT = 2 days
PT = 120 mins.
%C&A = 95%
3
3
IT-1 IT-2
5 items
Process 1
Function A
LT = 1 days
PT = 10 mins.
%C&A = 99%
5
2
1 items 10 items
Standard
work
Modified
approvals
IT interface
Cross-
train
Cross-
train
Standard
work
Error
proof
Basic Value Stream Map: Future State
33. Value Stream Performance
Sample Results
Metric Current State
Projected
Future State
Projected
% Improvement
Lead Time
(PO to shipping)
17 months 7.5 months 56%
Process Time 600 hours 450 hours 25% (22 FTEs)
Rolled % Complete &
Accurate
0% 21% > 2,000%
On-time delivery 13% 90% 592%
# Internally-produced
Change Orders
25/project 12/project 52%
Freed Cash flow $25M per year
35. 1
2 1
3 2
4 3
5 4
5
1 6
2 7
3 8
4 9
5 10
1
2 1
3 2
4 3
5 4
1
2
3
4 Date: Date:engagement, financials, lead time, safety records, etc.
effectiveness, market trends, customer satisfaction, employee Signature:
Date:
Relevant Data Agreement
Examples: work volume & volume variation, process quality &
Executive SponsorWhat data is required to understand relevant current state isues.
Signature: Signature:
How will the business, internal and external customers, and Function
internal and external suppliers benefit from value stream improvement? SMEs that may not be needed full time
Always a nice touch; keeps
the team from wandering
On-site, ample wall space,
quiet/private location
Benefits to Customers & Business On-Call Support
Increase <defined metric> from X to Y (Z% improvement).
Reduce <defined metric> from X to Y (Z% improvement).
Measurable Target Condition
What's driving the need for improvement? Function
Leadership-heavy
Current State Problems & Business Needs Mapping Team
Boundaries &
Limitations
Improvement Time
Frame
What is the team NOT authorized to change?
Typically 3-6 months
Last Step Task on last process block
Logistics
Coordinator
Not always needed
Aids in consensus building
and organizational learning.
Typically the last hour of the
day.
First Step Task on first process block
Briefing
Dates &
Times
Meals
Provided
Briefing
Attendees
** required
*optional
List the the people that are
required to attend the briefings (**)
and those whose attendance is
optional (*).
Demand Rate
Trigger
How many times is this done per wk, qtr, mo, or yr?
What initiates the process?
Value Stream Mapping Charter
Scope Accountable Parties Logistics
Required: typically VP or C-level
If needed—often director or
manager level
Specific
Conditions
What circumstances are included and excluded?
(e.g., type of customer, geographic location, etc.)
Value Stream
Champion
Value stream being improved
Executive
Sponsor
Value Stream
Event Dates
& Times
3 days typically; consecutive
is best; 6 hrs per day
minimum; 7 or 8 hrs is best
Required: skilled, objective person
leading the activity
Base-camp
Location
Facilitator
Name
Name
FacilitatorValue Stream Champion
Contact Information
Contact Information
Charter: Critical planning, communication, and consensus-building tool
Available at www.ksmartin.com/vsm-charter
36. What problem are you trying to solve?
36
Desired State
(or known standard)
Current State
Gap =
Problem
37. Agency
1.3 hrs. 5.0 hrs.
10.0 days
3.0 hrs.
5.0 days
0.2 hrs.
1.0 days
1.0 hrs.
3.0 days
5.0 hrs.
2.0 days
1.3 hrs.
1.5 days
8.0 hrs. 4.0 hrs.
10.0 days
0.1 hrs.
10.0 days
40.0 hrs.
10.0 days
4.0 hrs.
7.0 days
3.0 hrs.
64.0 days Total LT = 124.7 days
Total PT = 75.8 hrs.
Activity Ratio = 8%
Customer's
Order
System
Apptus/
Design
C9
Apollo
Create
Opportunity
Conduct
Credit Check
Sales
Credit
LT = 0 days
PT = 1.25 hrs.
%C&A: 60%
1
Create & Send
Proposal
Validate
Opportunity
create IO
Sales
Strategic
Response
LT = 2 weeks
PT = 5 hrs.
%C&A: 80%
2
Rev iew &
Negotiate
Deal Via
Unsigned IO
Sales
Deal Desk
LT = 1 weeks
PT = 3 hrs.
%C&A: 66%
4
3
Sign & return
IO
Customer
LT = 1 days
PT = 0.25 hrs.
%C&A: 100%
4
Confirm
Campaign
Details
Direct Teams
to setup
campaign,
obtain assetsAcct Mgmt
LT = 3 days
PT = 1 hours
%C&A: 52%
5
Setup &
Launch
Campaign
Ad
Operations
Analytics
LT = 2 days
PT = 5 hrs.
%C&A: 50%
30
6
Obtain
Ext. Data &
Config. Auto
Load (AO)
Acct Mgmt
Ad
Operations
LT = 1.5 days
PT = 1.25 hrs.
%C&A: 80%
7
Rolled %C&A = 1.9%
Monitor
Campaign &
Trouble Shoot
Operations
Acct Mgmt
Analytics
LT = 0 days
PT = 8 hrs.
%C&A: 50%
8
Inv oice
Customer
(Batch = 1x/
mnth)
Finance
LT = 2 weeks
PT = 4 hrs.
%C&A: 60%
13
9
Send
Commission
Report To
Comp
(Batch =
1x/mnth)
Finance
LT = 2 weeks
PT = 0.1 hrs.
%C&A: 99%
10
Assign
Campaign To
Reps
(Batch = 45
Days)
Comp
LT = 10 days
PT = 40 hrs.
%C&A: 95%
11
Pay
Commission
Finance
Payroll
LT = 7 days
PT = 4 hrs.
%C&A: 100%
12
Notify Client
They Are Liv e
&Send SS's
Acct Mgmt
Ad
Operations
LT = 1 days
PT = 1 hrs.
%C&A: 98%
7B
Receiv e Cash
(inv oice
payment)
90 Calendar
days = 64
working days
LT = 64 days
PT = 3 hrs.
%C&A: 100%
6
13
Marketing Campaign
Current State Value Stream Map
1,000 Campaigns per Month
Rev iew &
sign IO
Finance
Legal
Analytics
Product
LT = 2 days
PT = 0 hrs.
%C&A: 95%
3B
Up Sell & Ask
For Incr.
Rev enue
Acct Mgmt
Sales
LT = 0 days
PT = 1 hrs.
8B
Send Wrap-Up
Reports &
Cond. QBR's
Acct Mgmt
Sales
Analytics
LT = 0 days
PT = 2 hrs.
9B
Rate Card
Kanter
Data.com
Credit Safe
Forsev a
DNB
Sales Force
JIRA Fuel/ DSP
Admin
Excel/
Google
Sheets
NetSuite
Customer's
Billing
System
ADPXactlyX1
Agency's
Customer
38. Go to the
Gemba to
learn how
work REALLY
gets done
Go & See
Ask Why
Show Respect
39. Daily Leadership Briefings
Day 1 – Share insights; reduce resistance
Day 2 – Build consensus re: future state
Day 3 – Gain commitment for action plan 39
40. Agency
0.5 hrs. 2.5 hrs.
10.0 days
2.0 hrs.
5.0 days
0.2 hrs.
1.0 days
0.5 hrs.
3.0 days
2.0 hrs.
0.4 days
1.3 hrs.
1.5 days
6.5 hrs. 0.2 hrs.
4.0 days
0.1 hrs.
5.0 days
16.0 hrs.
5.0 days
4.0 hrs.
7.0 days
2.0 hrs.
53.0 days Total LT = 95.8 days
Total PT = 37.8 hrs.
Activity Ratio = 5%
Customer
Order
Systems
Apptus/
DocuSign
C9
Create
Opportunity
Conduct
Credit Check
Sales
Credit
LT = 0 days
PT = 0.5 hrs.
%C&A: 90%
1
Create & Send
Proposal
Validate
Opportunity
Create IO
Sales
Acct Mgmt
Strategic
Response
LT = 2 weeks
PT = 2.5 hrs.
%C&A: 90%
2
Rev iew &
Negotiate
Deal Via
Unsigned IO
Sales
Deal Desk
LT = 1 weeks
PT = 2 hrs.
%C&A: 90%
3
Sign & return
IO
Close IO in
SFDC
Customer
Sales
LT = 1 days
PT = 15 mins.
%C&A: 100%
4
Confirm
Campaign
Details
Obtain
Creativ e
Assets
Acct Mgmt
LT = 3 days
PT = 30 mins.
%C&A: 75%
5
Setup &
Launch
Campaign
Ad
Operations
Analytics
LT = 3 hours
PT = 2 hrs.
%C&A: 70%
6
Obtain
Ext. Data &
Config. Auto
Load (AO)
Acct Mgmt
Ad
Operations
LT = 1.5 days
PT = 1.25 hours
%C&A: 95%
7
Rolled %C&A = 27%
Monitor &
Trouble Shoot
Campaign
Operations
Acct Mgmt
Analytics
LT = 0 days
PT = 6.5 hrs.
%C&A: 80%
8
Send
Commission
Report To
Comp.
(Batch =
Weekly)
Finance
LT = 5 days
PT = 5 mins.
%C&A: 99%
10
Assign
Campaign To
Reps
(Batch =
Weekly)
Comp
LT = 5 days
PT = 2 days
%C&A: 99%
11
Pay
Commission
Finance
Payroll
LT = 7 days
PT = 4 hrs.
%C&A: 100%
12
Notify Client
They Are Liv e
&Send Screen
Shots
AM
Ad
Operations
LT = 1 days
PT = 1 hrs.
%C&A: 98%
7B
Reciev e Cash
(Inv oice
Payment)
75 Calendar
days=53
working days
LT = 53 days
PT = 2 hrs.
%C&A: 100%
13
Marketing Campaign
Future State Value Stream
2,000 Campaigns per Month
Up Sell & Ask
For Incr.
Rev enue
AM
Sales
PT = 0.5 hrs.
8B
Send Wrap-Up
Reports &
Cond. QBR's
AM
Sales
Analytics
PT = 2 hours
9B
Gainsight
Kantar
Data.com
Creditsafe
Forsev a
DNB
Sales Force
JIRA
Fuel/ DSP
Scale Tool
NetSuite
Customer's
Billing
System
ADPXactly
Agency's
Customer
Inv oice
Customer
(Batch = end
of campaign
+ 4 days)
Finance
LT = 4 days
PT = 0.25 hrs.
%C&A: 95%
2
9
Define, test and
roll out AM role in
proposal process
Migrate rate
card to SFDC
Automate deal
approval (w/
exception
processing)
Automate IO
load into SFDC
Implement BI
Create FYI email to
client confirming
campaign launch
Define opportunity and
create standard wrok
re: entry into SFDC
(including timing)
Implement signed IO
closed date + X days
Create master data
Evaluate keeping C9 vs.
creating SFDC forecast
tool; implement decision
Eliminate
JIRA
Improve
tie-out
Launch campaigns within
1 hr of receiving signed IO
and creative
Improve quality
of external
reports
Continue testing & evaluate
Gainsight and finish roll
out if OK
Complete
development
& roll out
scale tool
Make insight
generator
more robust
Create means for
giving customers
greater insight
Get customer invoice
requirements upfront
Automate external
reports for invoicing
Consolidate to one
vendor for credit
checks
Create
executive
dashboard
Define forecasting data
needs, methodology, timing
& system(s) of record
Design and
implement lock
box automation
Optimize for credit
card payments
(where applicable)
Create weekly
commissionable
revenue report
Implement multi-
seat support
Find means to
eliminate Admin
& Apollo
Design & implement
system integration
Define and gain
consensus re:
"transparency" (geo
specific)
Future State VSM:
Your Blueprint
41. 41
J F M A M J J A S O N D
1
All existing customers with RFQ have
access to form; %C&A of quotes = 90%
KE1
Sean
Michaels
X X 0%
2
Reduce PT @ review step and ensure
RFQ omissions are detected at this step
KE1
Sean
Michaels
X X 50%
3
All estimates created using template;
reduce estimate PT to 1.5 hours
KE2
Dave
Gerald
X X 75%
3,4 Central repository for estimate history Proj
Diana
Marie
X 100%
6
Eliminate manual emails between sales
and estimating
Proj
Diana
Marie
X 100%
8 Fewer bugs passed on to production KE3
Ryan
Austin
X 50%
8
Designated resources for ETO SW
develop - shorter LT & improved
leveraging of experience
Proj
Michael
O'Shea
X X 0%
8,9
Less guessing re: customer requirement;
fewer assumptions and bad design
passed to production
JDI
Diana
Marie
X 100%
8,9
Eliminate need for CS to compile
specification package for eng, SW &
production
Proj
Diana
Marie
X X X 10%
7
Eliminate need to maintain BOMs in
BlueStreak; eliminate licencing cost
Proj
Dave
Gerald
X X 50%
7
Free up time in Sales group (only
contacted if significant variance)
JDI
Danny
Tran
X 100%
10
Customer service able to review PO and
create SO
KE4
Danny
Tran
X X 100%
Value Stream Transformation Plan
Value Stream Golden State Equipment, Inc. Scheduled Review Dates
Executive Sponsor Allen Ward 9-Aug-13 18-Oct-13
Value Stream Champion Nancy Little 23-Aug-13 8-Nov-13
Value Stream Mapping Facilitator Dave Parks 9-Sep-13 26-Nov-13
Activate auto-notification in SalesForce
(work flow)
Date Created 7/26/2013 30-Sep-13 19-Dec-13
FS VSM
Block #
Goal or Measurable Target Proposed Countermeasure
Exec.
Method*
Owner
Planned Timeline for Execution
Status
Standard RFQ form/checklist developed
and made available to customers
Standard review criteria developed for
sales to check incoming RFQs
Update existing estimating template
Link Excel and Salesforce
Improved software testing routines
Designated SW development team for
ETO product
Give Eng design and SW Dev open
access to sales and specification
documents from quoting process
Link data files in SalesForce to SO and
WO in SAP
Activate BOM costing in SAP
Customer service reviews and approves
PO (compares to quote)
Standard work defined for PO review
42. Managing the Value Stream
• Key Performance Indicators
2-5 relevant value stream KPIs (need process level KPIs as well)
Operations heavy
Set targets and visual management boards; track
• Ownership
Designated person – Value Steam Owner
Monitors KPIs and communicates performance to plan
Drives problem solving and ongoing improvements; ensures
alignment with strategy
43. 43
Monitoring Value Stream & Process Performance
Value Stream Value Stream Owner Process Process Owner
Outpatient Imaging Sally V Scheduling & Registration Bill G
Exam & Clinical Reporting Jose C
Reports to physician Maria J
Inpatient surgery Tonianne S Admission Tom M
Clinical stay Kathleen T
Discharge Mike M
Billing Sylvia S
Revenue Cycle Management Bruce T N/A N/A
Value Stream & Process Ownership
ABC Medical Center