Presentation from the 5th itSMF SEE Regional Event on title: KEY ITSM DRIVERS FOR BUSINESS SUCCESS.The conference covered more than 30 inspiring and thought-provoking sessions, and as such it was the biggest and best-ever IT Service Management programme of seminars, panel discussions and keynotes in South East Europe. (http://www.itsmf.org.rs/drupal/content/itsmf-see-2011-programme)
Online version of the presentation - http://prezi.com/lstdrvohprmp/belgrad-prezentacija/
Do the present methods of project management really work? How often are the CPMs not really effective management tools? Why do a huge number of projects overrun budget and schedule, and end up in litigation? The concept of Lean Management comes from the Japanese firm Toyota and its principles have largely been adopted by most of the "big boys" in this country, including firms like General Electric, Milliken, BMW. But do they work in the construction industry? Certainly icons such as Gregory Howell think so and his firm, Lean Management Institute, has been very successful in implementation of these concepts. This webinar is something of a Reader's Digest version of Lean Management and the concepts which should be evaluated for application on your projects.
Presentation from the 5th itSMF SEE Regional Event on title: KEY ITSM DRIVERS FOR BUSINESS SUCCESS.The conference covered more than 30 inspiring and thought-provoking sessions, and as such it was the biggest and best-ever IT Service Management programme of seminars, panel discussions and keynotes in South East Europe. (http://www.itsmf.org.rs/drupal/content/itsmf-see-2011-programme)
Online version of the presentation - http://prezi.com/lstdrvohprmp/belgrad-prezentacija/
Do the present methods of project management really work? How often are the CPMs not really effective management tools? Why do a huge number of projects overrun budget and schedule, and end up in litigation? The concept of Lean Management comes from the Japanese firm Toyota and its principles have largely been adopted by most of the "big boys" in this country, including firms like General Electric, Milliken, BMW. But do they work in the construction industry? Certainly icons such as Gregory Howell think so and his firm, Lean Management Institute, has been very successful in implementation of these concepts. This webinar is something of a Reader's Digest version of Lean Management and the concepts which should be evaluated for application on your projects.
This presentation describes how a chief financial officer (CFO) becomes a Lean CFO by leading a company in developing and deploying a Lean management system. The finance team, business executives, and Lean leaders will all benefit from its forward-thinking improvement approach.
Explaining why the CFO role is so critical for companies adopting a Lean business strategy, The Lean CFO: Architect of the Lean Management System illustrates the process of building and integrating a Lean management system into the overall Lean business strategy. It describes why CFOs should move their companies away from performance measures based on traditional manufacturing practices and into a Lean performance measurement system. In addition, it explains how to integrate a Lean management system with a Lean business strategy to drive financial success.
Joint presentation to SME members on the benefits of Lean, a overview of Lean terminology, and how sequencing operations in a balanced flow reduces Lead Time.
This is a presentation I gave to the Ohio Valley LIG of the Service Management Forum in April of 2010.
I focused the presentation on three main themes:
1) The refinement or removal of non value-added processes in IT (the "big" idea of Lean IT)
2) The institution of metrics (if you don't know where you are now, how do you know where you're going in the future?)
3) The enhancement of communications (manage projects throughout their lifecycle using normalized interfaces)
Avnet, Inc. 2010 Analyst Day & 50th Anniversary Celebration: Dec 15, 2010
Presenters included: Roy Vallee, chairman and chief executive officer; Rick Hamada, president and chief operating officer; Ray Sadowski, senior vice president and chief financial officer; Harley Feldberg, president, Electronics Marketing; and Phil Gallagher, president, Technology Solutions.
Following the analyst day event, Avnet commemorated its 50th anniversary on the New York Stock Exchange by ringing the closing bell.
As a complement to the Lean Leaders Meeting brochure, we\'ve added the Business Development Pack for solution providers to review. Since delegates of the Lean Leaders Meeting are Lean practitioners by invite only, this document gives solution providers the chance to participate in the event through direct partnership with IQPC and Lean Leaders. Visit the website for complete details at www.leaders-in-lean.com.
How IT can support a Lean Transformation? Daniel T Jones - European Lean IT S...Institut Lean France
How IT can support a Lean Transformation? Daniel Jones' presentation from the European Lean IT Summit 2012.
Watch more Lean IT presentations and videos on the event website: www.lean-it-summit.com
David Segal IMTS 2010 PLM for Value Stream ManagementDavid Segal
Application of PLM (Product Lifecycle Management) methodologies to facilitate Lean Manufacturing and Engineering. Particular use of PLM for Lean Product Development and enterprise Value Streams Management
Achieving standardization
of Supply Chain Processes
to increase ‘‘end to end’’
transparency and decrease
costs
By Peter Devos
LogiChem 2011 will be the event's tenth anniversary and an opportunity for the most senior chemical supply chain & global logistics directors from the European chemicals community to come together once again share experiences, make new contacts and benchmark the latest chemical supply chain initiatives.
Not only will LogiChem 2011 be a chance for the chemical industry to reminisce about the last ten years but an opportunity to shape the next decade. To celebrate a decade of LogiChem, there will be an exciting three day programme filled with networking opportunities in our new location, Antwerp.
Why IT Governance is a powerful business tool. Evaluating the potential for value creation –
the Governance Scorecard. Using the Scorecard to improve IT integration.
Managed Services refers to the practice of using specialized service providers for executing specified operating tasks leading to cost & delivery efficiencies and releasing management bandwidth for mission critical activities.
Telecom, BFSI, IT, ITES, Consumer Products
http://www.hcltech.com/travel-transportation-logistics - More on Travel Transportation & Logistics
http://www.hcltech.com/ - More on HCL Technologies
HCL’s Cross Docking IT framework enables Logistics service providers to better align IT applications with business functions. The three-stage framework with five phases covers the entire spectrum of your IT system to let the CIO focus on quantifiable business benefits from IT activities. With its business process orientation, it will make the LSP’s IT landscape more optimized and nimble, thus providing it an edge in today’s challenging environment.
1. LEAN
Management
The basic facTs
cosT
Simply, LEAN is a management practice that service &
adminisTraTion
delivery
creates more value for a business by eliminating
waste. LEAN Management aims to create a team
culture committed to continuously improving all
systems and processes throughout the entire
lean
organisation. producTiviTy enTerprise people
Originating from the automotive manufacturing
sector through the world famous Toyota Production
System, it is increasingly being adapted to suit any
business including service, financial and health qualiTy environmenT
industries.
safeTy
Whilst this may appear logical; actually applying this
to all aspects of a business is difficult.
seven Key Wastes Key benefits
1 Overproduction Eliminates waste along entire value stream
2 Delays & idle time Creates processes that require:
3 Unnecessary handling or transportation Less human effort
Less space
4 Unnecessary inventory
Less capital
5 Unnecessary motion
Less cost
6 Over-processing Less time
7 Errors or defective parts Generates fewer errors
Ability to rapidly respond to changing
customer needs
Information management becomes simpler
and more accurate
Delivering Tangible Results
2. lean building blocKs conTinuous
improvemenT
LEAN Management is often modelled as the House of
LEAN; a systematic approach that will deliver a robust
highesT safeTy highesT qualiTy
and sustainable delivery system. shorT lead Time loWesT cosT
advanced Tools
It is critical for all businesses undergoing a LEAN
producTion leveling living pareTo sTaTisTical process conTrol
transformation to establish a stable foundation creating
cusTomer connecTions conTinuous floW andon
the necessary platform for an embedded long-term
Kanban rooT cause process connecT poKa yoKe
continuous improvement culture.
smed cellular manufacTuring qualiTy aT source
foundaTion Tools
value Tpm visual mgT 5s
sTream
mapping problem solving sTandardised WorK Kaizen
implemenTaTion
Utilising the expertise of a LEAN specialist, businesses are guided through the implementation of the LEAN system in its
entirety rather than isolated programs.
identifiy & make customers
understand continue
measure final map value eliminate creaTe steps in esTablish pull value seeK until state of
waste value from
value customers sTream in value floW stream pull upstream perfecTion perfection is
needs reached
delivery flow activity
our experTise
Led by our dedicated LEAN Management team, Phalanx Consulting’s expertise stems from a robust combination of academic
training and international industry experience. Dynamic, insightful and client focused, our team of creative thinkers takes an
analytical approach to value stream assessment to develop innovative solutions specific to each client’s needs.
Gaining knowledge about LEAN is vital for the long-term success of the implementation process. Phalanx Consulting
supports the crucial steps that help reduce employee resistance, cultivates learning and engenders long-term commitment.
Workshops conducted with senior management and key stakeholders
awareness establish commitment levels required of management to support implementation
explain lean management and benefits
preparation create experts and agents of change
& Training define vision for lean transformation
establish policies and employee communication strategy
conduct value stream mapping
implement create a prioritised implementation plan
apply appropriate foundation tools
coaching create a learning environment within the workplace to allow
employees to experience success
& support
ongoing support over the life of the improvement initiative (approx 12 weeks)
Telephone 1300 731 245 email enquiry@phalanxgroup.com.au Website www.phalanxgroup.com.au