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.
Presentation I gave to the Chicago ACM about Lean Software Development. Full audio can be found here:
https://soundcloud.com/griffinc/intro-to-lean-software
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.
Presentation I gave to the Chicago ACM about Lean Software Development. Full audio can be found here:
https://soundcloud.com/griffinc/intro-to-lean-software
A couple years ago, a company I was working with, asked me to share with them the use cases and benefits of Scrum. It must have really sparked the management’s interest as they asked me to come up with an Agile implementation strategy for the company. This is the presentation I would like to share with you as I believe many curious, mid size, web development shops out there might be seriously thinking about adopting Agile or some hybrid form to supplement their Waterfall process.
Cross-department Kanban Systems - 3 dimensions of scaling #llkd15Andy Carmichael
Describes Clearvision's journey of adopting Kanban, not just in the software development team but in Marketing and other departments. Uses 3 dimensions of scaling - Width (before and after); Height (different sizes, timescales, decision-making); Depth (interdependent services at the same level)
There are a lot of choices and alternatives for getting started with Agile. It can be confusing. This talk will give you a brief guided tour of Agile methodologies so that you have some understanding of how they are similar and how they differ. We'll cover some of the history of iterative development and waterfall as well as the Agile Manifesto to provide context. At the end of this, you will have an understanding of key principles and the Agile landscape.
Please email me if you would like a download.
Presenter:
Dr. Gail Ferreira, Agile Practice Leader, MATRIX Resources, San Francisco Center of Excellence
Rapid scale directly impacts all levels of decision-making, planning, execution, culture, and communications for executives in hypergrowth companies. In this session, we will discuss how to organize, support, and tailor agile practices for teams and sub-teams in companies with a rapid growth cycle. We will share contemporary case studies of hypergrowth companies who have delivered agile at scale.
Topics will include:
• Basic agile and lean methods
• Scrum of Scrums
• SAFe
• Disciplined Agile Delivery (DAD)
• Agility at Scale (Ambler/Lines)
• Spotify model (Tribes, Squads, Chapters & Guilds, DSDM).
Value Stream Analysis: Beyond the Mechanics - Part 2 (Mapping Execution)TKMG, Inc.
Recorded webinar: http://slidesha.re/1d0SBna
Subscribe: http://ksmartin.com/subscribe
To purchase the book: http://bit.ly/VSMbk
To celebrate the launch of Karen Martin and Mike Osterling's new book, VALUE STREAM MAPPING, Karen delivered a series of webinars in early 2014 that addressed the specific elements that are often overlooked when companies conduct value stream analysis and improvement.
In this second webinar in the series, Karen addressed the key success factors in executing a value stream mapping activity.
You will learn:
• How to facilitate a two-stage mapping process.
• The importance of walking the value stream - even if you can't "see" the work.
• Facilitation tips for constructing the current state map and designing the future state map.
• Tips for successful briefings.
Project Prioritizing Model Powerpoint Presentation SlidesSlideTeam
Focus on project delivery team for business benefits by using Project Prioritizing Model PowerPoint Presentation Slides. Our project selection model PPT slide deck will help the company to align the project with the strategy. Demonstrate the steps to prioritize the projects using the project management PowerPoint slideshow. Understand the project criteria, project portfolio analysis, project self-assessment survey, ranking and prioritization model, etc. The challenges that the company faces in prioritizing the projects such as wastage of resources, poorly defined goals, lack of communication, etc can be easily depicted along with the solutions. Help to set priorities by identifying urgent and important projects with our content-ready project screening PowerPoint templates. You can prioritize projects based on business value by incorporating our professionally designed project matrix PPT presentation. You can easily estimate the project cost by using project ranking model PPT visuals. Download project management dashboard PPT slideshow to understand the overall management of the project and analyze the budget as well as the timelines of the project. https://bit.ly/3uQ1PlA
A couple years ago, a company I was working with, asked me to share with them the use cases and benefits of Scrum. It must have really sparked the management’s interest as they asked me to come up with an Agile implementation strategy for the company. This is the presentation I would like to share with you as I believe many curious, mid size, web development shops out there might be seriously thinking about adopting Agile or some hybrid form to supplement their Waterfall process.
Cross-department Kanban Systems - 3 dimensions of scaling #llkd15Andy Carmichael
Describes Clearvision's journey of adopting Kanban, not just in the software development team but in Marketing and other departments. Uses 3 dimensions of scaling - Width (before and after); Height (different sizes, timescales, decision-making); Depth (interdependent services at the same level)
There are a lot of choices and alternatives for getting started with Agile. It can be confusing. This talk will give you a brief guided tour of Agile methodologies so that you have some understanding of how they are similar and how they differ. We'll cover some of the history of iterative development and waterfall as well as the Agile Manifesto to provide context. At the end of this, you will have an understanding of key principles and the Agile landscape.
Please email me if you would like a download.
Presenter:
Dr. Gail Ferreira, Agile Practice Leader, MATRIX Resources, San Francisco Center of Excellence
Rapid scale directly impacts all levels of decision-making, planning, execution, culture, and communications for executives in hypergrowth companies. In this session, we will discuss how to organize, support, and tailor agile practices for teams and sub-teams in companies with a rapid growth cycle. We will share contemporary case studies of hypergrowth companies who have delivered agile at scale.
Topics will include:
• Basic agile and lean methods
• Scrum of Scrums
• SAFe
• Disciplined Agile Delivery (DAD)
• Agility at Scale (Ambler/Lines)
• Spotify model (Tribes, Squads, Chapters & Guilds, DSDM).
Value Stream Analysis: Beyond the Mechanics - Part 2 (Mapping Execution)TKMG, Inc.
Recorded webinar: http://slidesha.re/1d0SBna
Subscribe: http://ksmartin.com/subscribe
To purchase the book: http://bit.ly/VSMbk
To celebrate the launch of Karen Martin and Mike Osterling's new book, VALUE STREAM MAPPING, Karen delivered a series of webinars in early 2014 that addressed the specific elements that are often overlooked when companies conduct value stream analysis and improvement.
In this second webinar in the series, Karen addressed the key success factors in executing a value stream mapping activity.
You will learn:
• How to facilitate a two-stage mapping process.
• The importance of walking the value stream - even if you can't "see" the work.
• Facilitation tips for constructing the current state map and designing the future state map.
• Tips for successful briefings.
Project Prioritizing Model Powerpoint Presentation SlidesSlideTeam
Focus on project delivery team for business benefits by using Project Prioritizing Model PowerPoint Presentation Slides. Our project selection model PPT slide deck will help the company to align the project with the strategy. Demonstrate the steps to prioritize the projects using the project management PowerPoint slideshow. Understand the project criteria, project portfolio analysis, project self-assessment survey, ranking and prioritization model, etc. The challenges that the company faces in prioritizing the projects such as wastage of resources, poorly defined goals, lack of communication, etc can be easily depicted along with the solutions. Help to set priorities by identifying urgent and important projects with our content-ready project screening PowerPoint templates. You can prioritize projects based on business value by incorporating our professionally designed project matrix PPT presentation. You can easily estimate the project cost by using project ranking model PPT visuals. Download project management dashboard PPT slideshow to understand the overall management of the project and analyze the budget as well as the timelines of the project. https://bit.ly/3uQ1PlA
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.
Goodyear's Guide To Lean Product Development - Dozuki Workshop SeriesDozuki Software
Becoming lean is important for virtually all industries and disciplines. But when it comes to product development, applying lean fundamentals often fails.
Join Norbert Majerus, Sr Master Black Belt at Goodyear, for Goodyear's Guide to Lean Product Development. Norbert will reveal how Goodyear successfully implemented lean principles, overcame obstacles, and course-corrected the mis-application of key principles.
This workshop will provide insight into:
• Navigating the costs of applying lean initiatives
• Maximizing your company's revenue
• Creating flow and stability
• Eliminating waste in R&D
• Collaborating with your stakeholders for value stream profitability
...and more
Learn even more at http://dozuki.com
During this talk, I shared some insights on how we in the Product Lifecycle team use the Global Product Lifecycle to provide a lens into Product Strategy. This enables us to take a look closer into products in the portfolio and make decisions based upon Core, Adjacent and Transformational strategic decisions. At the practices level I also shared how Agile, Lean and Lean Startup are built into the product development practices and form the engine of product development.
Behind the product lifecycle I also shared how we are developing a strategic knowledge network across the organisation to empower the enabling functions to work together and contribute to the product lifecycle. This is a direct systems thinking strategy, utilising the specialists skills to surfacing a network of key partners and individuals. Through this network we are able to increase the organisational capabilities to innovate, share knowledge and reduce waste. All of this supports the open source structure we are applying in portfolio governance to truly embrace a learning organisation.
This is a Webinar Done in December 2009 by Nirmalya Banerjee, Principal Consultant at BMGI India about application of Lean in the Construction space. The same concepts apply to any kind of Project Environment.
For any questions regarding the webinar and business enquiries, please mail akhilm@bmgindia.com
A presentation given by Ed Morrissey during the 2010 StL Innovation Camp that highlights the importance of design for start-ups, product developers and everyone else.
Usability & Interface Design for HiTech ProductsPinkesh Shah
Slides from the Product Professionals Networking event hosted by AIPMM and Adaptive Makreting in Hyderabad, India on Feb 3rd.
Usability & Interface Design
www.adaptivemarketing.in
This session will be a combination of presentation and demonstration where we will discuss the role of the Business Analyst in Business Process Modeling and the importance of modeling. A demonstration of how modeling tools can assist a BA in their work will be delivered and will include:
- documenting current or future processes
- determining how processes can be optimized and improved using simulation metrics
- using forms in process design and storyboarding
- publishing models to a larger community for feedback.
- how process models can be transformed into the language of IT (UML, BPEL, etc).
We will also demonstrate BPM BlueWorks, which is an online platform for business analysts! It can help accelerate business process improvement at NO COST. Features include dozens of industry-specific strategy, capability and process maps. Private online tools and workspaces to build new business processes and capability to share online workspaces with your colleagues. Check out http://www.bpmblueworks.com
Matt Howell, President of Modernista!, presents his vision for the new brand team, individual roles, and the process necessary to go from making messages to building platforms.
IBM Rational Software Conference 2009: Process, Project and Portfolio Managem...Kathy (Kat) Mandelstein
Track Keynote for the Process, Project and Portfolio Management Track at the IBM Rational Software Conference 2009
Software and systems delivery has become a fundamental business process in the global economy, and the ability to adapt to changing market conditions requires that information technology is fully integrated into the business strategy and operations to ensure consistent alignment with business priorities, and better execution.
Executives require visibility and real-time decision support to keep the enterprise focused on solutions to high-priority problems, supported by the ability to measure the performance of current and future IT activities and assets. IT leaders must deliver significant business value and ensure constant alignment of project investments with evolving business objectives. Project leaders must be able to identify, implement and drive adoption of repeatable best-practice approaches for successful execution, and be able to more proactively identify and resolve issues, to reduce risks associated with project failure. All stakeholders must be involved and informed in addressing the changing business needs, especially when variations in project health threaten outcomes.
This track explores topics across several domains that support organizational change and iterative software and systems delivery. Hear and learn from actual experiences across the spectrum of process adoption, portfolio planning and oversight, and execution of major initiatives, programs, and projects. This track is for executives, IT leaders, program managers, project managers, portfolio managers, process engineers, business analysts, and other stakeholders concerned with optimizing IT investments with industry best practices and team unifying tools for more predictability, adaptability, and visibility.
Similar to Lean Product Development by Ron Mascitelli (20)
The AME conference provides a forum whereby attendees can stay current with new and developing management and operational techniques. At the AME conference, you’re not just hearing about lean, you’re seeing it firsthand. One of the best features of the AME conference is that attendees have the opportunity to leave the conference venue and tour manufacturing facilities to see lean in action. We will offer more than 40 best practice tours at AME Chicago 2019.
AME Chicago 2019 will offer inspiring keynotes throughout the week--thought leaders in the areas of innovation, leadership, engagement and continuous improvement. Practitioner-to-practitioner sessions will be offered throughout the week in a variety of formats, including roundtables, in-depth panel discussions and innovative, attendee-driven content to maximize your learning experience.
AME is a nonprofit association, and the AME conference is organized by a large group of volunteers. These volunteers are passionate about helping North American manufacturers sustain success through continuous improvement practices.
2019 is the 20th Anniversary of the book "Learning to See." This presentation takes a closer look at how value stream mapping has evolved since the publication of Learning to See and how it ties in with Toyota Kata.
An AME Consortium is a group of local companies (20 +/-) that collaborate for broad, deep, accelerated lean-continuous improvement progress better, faster, and easier than they can do it alone. These dynamic practitioner-to-practitioner networks are designed to support you in accelerating your company’s journey toward excellence through:
- Plant tours rotating through the member companies
- Round-table discussions on a host company’s hot issue
- Special interest groups on a common hot issue (e.g. 5S, VSM,
pull, SCM, etc.)
- Auditor exchanges for deeper application of lean-CI practices
- Consortium strategic plan for support of companies’ lean-CI
priorities
- Shared-cost learning events
- More
Whether you're just getting into the water and starting on your lean journey or you're ready to dive into the deep end, AME San Diego 2018 has something for you.
With the theme Create Waves of Excellence, the AME San Diego 2018 International Conference will explore ways to accelerate your journey toward excellence. Come to learn from the leading and bleeding edge practices of other pioneering continuous improvement practitioners, and go home with new ideas and insights. Join us at the truly one-of-a-kind event in the manufacturing industry which includes engagement, innovation, integration, and connectivity.
Here are slides describing the process of applying for AME's Excellence Award. Deadline for Intent to Apply has been extended through February 28, 2018.
Don't miss the largest lean conference in the world. More than 2,000 attendees are expected. The AME International Conference is focused on helping those on the continuous improvement journey share, learn and grow.
Learn how to apply value stream mapping to office and services and how to adapt the tool to handle the highly variable nature of office and service processes from Drew Locher. For more information about this topic, be sure to check out our 2017 International Conference in Boston http://bit.ly/2oHMiTh
For years, manufacturing companies have been striving towards enterprise excellence throughout their organizations utilizing the philosophy, thinking and tools of lean. There are two basic pillars of lean including continuous improvement tools, and respect for people. There has been a very strong focus on the continuous improvement tools (kaizens, value stream mapping, A3 problem solving, 5S, cells/flow, setup reduction, etc.) with very little emphasis on respect for people. Businesses struggle with understanding the skills and abilities of leadership at every level of the organization required to inspirationally lead towards excellence.
As a result of the combination of the process initiatives over the past 100 years, seven out of eight people report leaving their jobs each day feeling that they work for a company that does not care about them. People are disengaged and unenthusiastic about their work resulting in huge losses of productivity to the entire organization.
Recently, the Association for Manufacturing Excellence (AME), the premier not-for-profit organization dedicated to the journey of continuous improvement and enterprise excellence, invited Barry-Wehmiller to partner with them in addressing the challenges facing manufacturing today. Together they hope to lead the way in transforming manufacturing companies through adoption of people-centric leadership practices. Their vision is to ignite a manufacturing renaissance driven by people-centric leadership coupled with enterprise excellence.
For more information about this topic at the AME Boston 2017 Conference, visit http://bit.ly/2oHMiTh
A PowerPoint presentation of an AME webinar from April 8, 2016 focusing on lean management and lean leadership.
For more information about this topic at our 2017 International Conference in Boston, visit http://bit.ly/2oHMiTh
What should a people-centric culture look like? George Saiz, current president and CEO of AME, shares insights on how you can approach that and gives examples of how employees have responded, including the development of a six pillar process to encompass the creation and sustaining of a people-centric culture. Hear how to equip your engaged employees with the tools of lean to achieve outstanding business results with examples of building A3 thinking into the DNA of the organization.
For AME leaders, how to get started discussing lean in the conference that never ends. Continue the excitement of an AME Conference in the virtual world.
What really keeps performance from slipping back? Mike Rother of the University of Michigan, and Jeff Uitenbroek from Modine Manufacturing Company suggest that the “wedge” of standardization that we’re taught will keep improvement from rolling back is a mistaken idea.
They suggest that a standard is more like a target condition, and that the only way to maintain gains is to keep improvement moving forward.
This is an issue Jeff and Mike feel the Lean community should now be talking about, and the AME LinkedIn group has first crack at discussing it. Comment here or go to LinkedIn groups and search for Association for Manufacturing Excellence.
Karen Martin, recognized expert on lean in office and administrative processes, shares instruction on applying value stream mapping to non-manufacturing organizations.
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.
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!
"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."
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.
[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.
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.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
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.
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!
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
As a business owner in Delaware, staying on top of your tax obligations is paramount, especially with the annual deadline for Delaware Franchise Tax looming on March 1. One such obligation is the annual Delaware Franchise Tax, which serves as a crucial requirement for maintaining your company’s legal standing within the state. While the prospect of handling tax matters may seem daunting, rest assured that the process can be straightforward with the right guidance. In this comprehensive guide, we’ll walk you through the steps of filing your Delaware Franchise Tax and provide insights to help you navigate the process effectively.
Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
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.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
Memorandum Of Association Constitution of Company.ppt
Lean Product Development by Ron Mascitelli
1. Lean Product Development
Workshop
Prepared and presented by –
Ron Mascitelli, PMP
President
Technology Perspectives
Phone: (818) 366-7488
Copyright 2009 – E-mail: techper@att.net
Technology Perspectives
1
WEB: www.Design-for-Lean.com
All Rights Reserved Version 1.09L Revised – 6.25.09
Agenda
“Visioning” a Lean Product Development Process
Practical Learning –
The Market Requirements Event
Visual Workflow Management
2
Copyright 2009 -
2. The Three Dimensions of Excellence in
Product Design and Development
Lean Product Design –
• Design for Manufacture
• Toyota “3P” Process
Production Cost
Lean Innovation –
• Value Engineering
• Rapid Innovation
• Scenario • Design for Six Sigma
Brainstorming
• Set-Based Design
e
ric
Time-to-Market
P
et
rk
Ma
Lean Product Development –
Slashing Time-to-Market and
Improving Resource Utilization
is the Focus of this Workshop
3
Copyright 2008 -
What is Lean Product Development?
It’s all about “productivity” -
= Profits generated per hour of design time
= Efficient utilization of designers / developers
= Faster time-to-market
= More projects completed per unit time
= Higher profits for your firm
= More customers satisfied more of the time
= More fun for designers who are freed from
wasteful, boring activities.
Our enemy is wasted time…
Lean Product Development provides both the
mindset and the tools to fight back!
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3. Why Tolerate Waste?
Error Loops
Profit? Unnecessary Steps
Poor Handoffs
Undefined Roles
Low Value Meetings
Non-Value-
Added Lack of Information
Revenue
Work Missed Target Costs
Excessive Multitasking
Lack of Prioritization
Constant Interruptions
Value-Added
Work Wasted Time May Represent Your
Biggest Product Development Cost!
Copyright 2008 -
“Top Ten” Sources of
Product Development Waste
Chaotic work environment – constant interruptions
Lack of available resources – resource bottlenecks
Lack of clear prioritization of projects / tasks
Poor communication across functional barriers
Poorly defined product requirements
Disruptive changes to product requirements
Lack of early consideration of manufacturability
Over-designing, analysis paralysis, gold-plating
Too many @!%&* meetings
E-mail overload – the “e-mail avalanche”
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4. Identifying Non-Value-Added Waste
“A design / development activity is value-added if it transforms
a new product design (or the essential deliverables needed
to commercialize it) such that either the product’s
profit margin and / or market share are positively impacted.”
Based on this (strict) definition of value, we can divide the activities
of any development project into three categories:
Value = Value-added (essential) tasks
Type 1 (Enabler) = Non-value-added (NVA) but currently necessary
Type 2 (Waste) = NVA and not necessary
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Waste Elimination Through Lean Methods
Current State –
Value Type 1 Enablers Type 2 Waste
Lean “Future State” –
Our goal is to eliminate Type 2 wherever possible, and minimize
the waste in Type 1’s through the use of Lean Methods.
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5. The “Over-the-Wall” Development Process
“Over-the-Wall” is a leftover of commodity mass
production and is the enemy of speed and innovation...
Revised Specifications Engineering Change Orders
Failed Prototype Unacceptable Unit Cost
New Specs “Finished” Design
Launch
Marketing Engineering Manufacturing
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The “Phase / Gate” Development Process
The “Phase / Gate” product development process was
developed for NASA and DOD “megaprojects” to reduce technical
risk and coordinate vast numbers of sub-contractors...
Gate 1 Gate 2 Gate 3 Gate 4
Concept/
Planning Design Prototyping Execution Verification
Redesign Eng. Change Eng. Change
The Phase / Gate process can be used as a transition stage from
“over-the-wall” development, but it is not an end in itself!
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6. Potential Sources of Waste in a “Typical”
Phase / Gate Process
TOO MANY GATE REVIEWS
TOO MANY PROCESS-MANDATED ACTIVITIES
PROCESS DRAINS TIME FROM VALUE CREATION
PROCESS IS DIFFICULT TO SCALE DOWN
PHASES / GATES DISTORT THE CRITICAL PATH
In short, phase / gate is heavy on command and control,
but doesn’t define an efficient way to design and
develop a new product!
Copyright 2008 -
Attributes of a Lean Development Process
Focus of process is on transformation of information, not
on artificial structure and heavy-handed governance.
An event-driven approach simplifies collaboration and
enables design optimization.
Emphasis on proactively managing risks to schedule, cost,
performance, and quality.
Can be scaled to any size project, from a one or two person
“team” to a major development effort.
Simple, often visual tools are used to capture learning, track
progress, set priorities, and solve problems.
A process based on the philosophy that
information and learning must “flow without interruption”.
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7. Overview of a Lean
Product Development Process
Optional
Decision
Market Rqmts. Planning / Risk Points
Market Position Basic Project Plan
Start Segmentation D Milestone Schedule D
Prioritized Rqmts. Risk Mgmt. Plan
Prioritized Features Mitigation Actions
Lean Workflow Management
3P/Cost Reduc. Design Review Prod. Readiness
Production Plan Prototype Data Factory Layout
Purchasing Plan D Design Validation D Supply Chain
Value Engineering Cost Validation Test / Inspection
Innov. Brainstorming Design Freeze Launch Plan
Milestone “Floating” Events
“Events” Make Money!
Innovative
VoC
Problem-
Workshop 13
Solving Copyright 2009 -
A Practical, Common-Sense Approach
to Slashing Waste
“Common Sense is genius dressed in its working clothes.”
- Ralph Waldo Emerson
“Common Sense is something that you already know...
once someone points it out to you.”
- Ron Mascitelli
=
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8. Agenda
“Visioning” a Lean Product Development Process
Practical Learning –
The Market Requirements Event
Visual Workflow Management
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What Constitutes a
Great New Product Opportunity?
Highly Manageable
Differentiated Risk
Aligned Leverages
with Core Great
Manufacturing
Competencies Product Capability
Supports High Net
Firm’s Strategic Present Value
Direction (NPV)
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9. Product Requirements Must be Driven by
How Customers Perceive Value
Categories of Product Value Relative
Product Examples Market Price
Performance Esteem Scarcity Retained Value
Paper Clip
Gold Tie Clasp
Tap Water
Imported Bottled Water
Decorative Wall Poster
Original Oil Painting
Tickets to Local Movie Theater
Tickets to See Bruce Springsteen
Magnetic Compass
Portable GPS Locator
Generic Office Software
Fully Customized Office Software
Digital Alarm Clock
Swiss Grandfather Clock
Copyright 2008 -
Overshoot or Undershoot of Customer Needs
Creates Waste
Region of Optimized
Profit Margin
Profit Margin
Missed Value Performance /
Opportunities Feature Overshoot
Cost of Performance or Added Features
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10. A Lean Starting Point for Any Project –
The Market Requirements Brief
1. Product Designation: ____________________________________________________
2. What specific customer problem(s) does the product solve?
_______________________________________________________________
3. Who are the target customers?
_______________________________________________________________
4. “Most Likely” Sales Volumes:
Year 1 = _________ Year 2 = __________ Year 3 = ___________
5. Target Market Price: __________________ (dollars per unit)
6. Target Manufacturing Cost: __________________ (dollars per unit)
7. Target Market Entry Date: __________________
8. Overt Benefits / Key Attributes:
i. _____________________________________________________________ A one-page
ii. _____________________________________________________________ concise
9. Critical Physical Characteristics: summary!
i. (Example: Weight)
ii. (Example: Dimensions)
10. Critical Performance Requirements:
i. ________________________________________________
ii. ________________________________________________
11. Critical Features:
i. ________________________________________________
ii. ________________________________________________
12. Other Critical Requirements or Constraints:
i. ________________________________________________
ii. ________________________________________________
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The Market Requirements Event
Objective –
To transform voice-of-the-customer (market) data
Into a prioritized list of product design requirements that
maximize customer value, market acceptance, and profits.
Key Outputs –
Market Positioning Statement
Top Five Customer Benefits / Key Differentiators
Prioritized List of Features & Performance Levels
Action Assignments to Execute the Above
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11. Preparation for
The Market Requirements Event
Initial Product Concepts
Customer Survey / Interview Data
Info. on Competitors’ Products = Essential Inputs
Customer Satisfaction Data = Valuable Inputs
Warrantee / Return Data
Target Cost / Price
Manufacturing Constraints
Target Customer Group / Segment
Projected Capital Requirements
Assessment of Technical Risks
Assessment of Market Risks
Strategic Goals for New Product
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Recommended Participants for
The Market Requirements Event
LPD "Events"
Market Planning / Risk 3P / Cost Design Review & Production
Functional Role Requirements Mitigation Reduction Freeze Readiness
Team Leader
Core Team Members
Functional Supervisors
Functional Managers
Marketing Manager
Production Supervisor
Production Manager
Line Operators
Procurement
Supply-Chain
Quality Engineering
Cost Accounting
Mfg. / Process Engineers
Strategic Suppliers
Sales Representatives
Test Engineering
Packaging Designer
Lean Champions 22
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12. Typical Agenda for the
Market Requirements Event
8:00 – 9:00 Overview of Available Customer Data
9:00 – 12:00 Part 1 – Define a Market Position
- Market Positioning Statement
- Identify the “Top Five” Benefits
1:00 – 3:30 Part 2 – Prioritize Requirements & Features
- Round 1 Lean VoC (High Level)
- Compare Outputs to Mkt. Position
- Round 2 Lean VoC (Refine)
3:30 – 4:00 Define Prioritized List of Features / Rqmts.
4:00 – 4:30 Update Master Action List for Concept Design
4:30 – 5:00 Management Outbriefing
One day is the minimum that should be allowed for
the Market Requirements Event – two or more days may
be needed for large or complex projects! 23
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What Does “Market Positioning” Mean?
A product’s “position” in the market is its unique
combination of performance / features, price, and quality.
Ideally, that position is large and well-defined enough to
provide a robust business case.
Competitors’ Products
Quality
Your
Product
Price
Pe
rfo
rm
an
ce
/F
ea
tu
24
re
Copyright 2009 -
s
13. The Market Positioning Statement
A market positioning statement (aka, “value proposition”)
is a one or two sentence phrase that captures the who, what, and
why of your new product.
WHO is the intended target market for the product?
WHAT are the benefits that the new product provides?
WHY would a customer buy your product over others?
Example: “The new Model XYZ Speedboat represents a
breakthrough in performance, appearance, and
sport technology, that targets youthful, affluent,
waterskiing and scuba-diving enthusiasts. With
nearly twice the acceleration, a lightweight all-
carbon-fiber hull, and a three-color gel-coat finish
the Model XYZ is as fast as it is eye-catching.” 25
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What are the “Top Five” Key Differentiators?
Our goal for this Event is to translate customer needs
into prioritized design requirements for your new product.
Key Diff. #1
Key Diff. #2
Customer Prioritized
Needs Key Diff. #3 Design
Requirements
Key Diff. #4
Key Diff. #5
The “Top Five” Key Differentiators are the five
greatest opportunities for your product to succeed 26
in the marketplace – in the customers’ own language! Copyright 2009 -
14. A Tool to Identify the
“Top Five” Key Differentiators
Degree to which market
Relevance needs are totally satisfied Differentiation
Possible key to buying (N = Percent Satisfied) Opportunity
differentiators decision R
(customer benefits) ( R=1 to 3 ) Your Current Competitor Competitor D =
Product Product A Product B Max. N
3 = High Best estimates based on Top five scores
Brainstorm on 2 = Med. market data and 27
are your
Copyright 2009 - these! 1 = Low team’s knowledge “Top Five”
Worked Example for a Speedboat Product
Degree to Which Market
Relevance Needs are Totally Satisfied Differentiation
Possible Key to Buying (N = Percent Satisfied) Opportunity
Differentiators Decision R
(Customer Benefits) ( R=1 to 3 ) Your Current Competitor Competitor D =
Product Product A Product B Max. N
High Top Speed 3 50% 60% 70% 4.3 *
Rapid Acceleration 2 20% 30% 40% 5.0 *
High Towing Capacity 2 80% 90% 90% 2.2
Gas Mileage 1 40% 50% 30% 2.0
Appearance 3 50% 40% 50% 6.0 *
Safety 2 90% 90% 80% 2.2
Supports Scuba Diving 1 10% 20% 20% 5.0 *
Supports Waterskiing 3 30% 20% 40% 7.5 *
* These are the “Top Five” Key Differentiators for this product. 28
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15. Harnessing the “Voice-of-the-Customer (VoC)”
First we enter the Top Five Differentiators in the appropriate
locations (see next slide for a template).
These benefits are “weighted” by their potential to
differentiate the new product (the “D* score”).
Next we list possible features, functions, or performance
levels that the design team believes address
the Top Five Differentiators.
Finally, we score each feature / function on a -5 to +5 scale,
based on its impact on each of Key Differentiators.
The cumulative weighted score across each row represents
that feature / function’s priority in the new product
design.
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The Lean VoC Tool
“Top Five” Key Differentiators
Priority Ranking
Weighted Score
Cumulative
Weighting Factors
for “Top Five” Differentiators
( D score)
that Could Deliver Key Differentiators
Possible Features / Performance Levels
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16. Worked Example Using the Lean VoC Tool
“Top Five” Key Differentiators
Rapid Acceleration
Priority Ranking
Weighted Score
High Top Speed
Supports Scuba
Cumulative
For a
Waterskiing
Appearance
Speedboat
Supports
Product
that Could Deliver Key Differentiators
Possible Features / Performance Levels
4.3 5.0 6.0 5.0 7.5
200 HP Engine 2 2 0 0 3 41.1 X
400 HP Twin Engines 5 5 0 0 5 69.0 1
Split Hull Design -1 -3 1 2 -1 -10.8 X
Carbon Fiber Hull 3 3 0 0 2 42.9 3
Nitrous Oxide Injectors 5 5 0 0 1 54.0 2
3-color Gel-Coat Finish 0 0 5 0 0 30.0 5
Optional Scuba Deck -1 -2 -2 5 2 13.7 7
Automated Tow Rope Feed 0 0 0 0 5 37.5 4
Custom Storage for Gear 0 0 -1 3 2 24.0 6
Fish-Finder Sonar 0 0 0 0 0 0.0 X 31
Copyright 2009 -
Do You Need to Match the Competition?
In addition to differentiating your product from competitors,
you may need to match one or more attributes of
their products to ensure parity in non-differentiating
aspects of your new product.
The goal is to avoid a “negative” that might dissatisfy a customer
and cause you to lose market share or pricing power.
Examples include:
Achieving the same approvals, certifications, etc.
as your top competitors.
Meeting industry standards for interfaces, outputs, etc.
Updating technologies to avoid giving an edge to
your competition.
Matching your top competitor’s basic features or
performance levels. Copyright 2009 -
17. The Final Step: Setting Clear Priorities
for Product Features / Performance Levels
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Copyright 2009 -
Applications of
Must / Should / Could Prioritization
Prioritization of
Prioritization of Key
Optional Product
Performance Targets
Features
Must / Should /
Could Prioritization
Prioritization of Establishment of
Product Versions, M/S/C levels for Testing,
Sizes, etc. Quality, Defects, etc.
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18. Cost / Schedule Problems Can Be Solved by
Trimming “Could-Haves”
If Project Schedule Slips
Beginning of Project or Cost Grow
Highest priority
Must
requirements or
Haves
features are front-end
loaded to allow
scope flexibility
Should at the end of project.
Haves
Could
Haves Scope reduced
to meet target cost
or time-to-market goals
35
Copyright 2009 -
Identifying Must / Should / Could Priorities
Highest scoring features / performance levels
from Lean VoC, plus…
Key requirements that ensure parity with
competitors’ products.
Middle scoring features / performance levels
from Lean VoC, plus…
Key requirements that increase the product’s
strategic fit or commonality with other
products from your firm.
Lower scoring features / performance levels
from Lean VoC, plus…
Relatively high risk “innovations” that might
delight the customer, but are unproven
or optional. 36
Copyright 2009 -
19. Prioritized Requirements for Our Worked Example
Engineering Requirements Brief
Value or Priority
Key Requirement
Description Must Should Could
Power Plant 400 HP Twin Gasoline Engines X
Carburetion Nitrous Oxide Fuel Injection X
Hull Material 3-Layer Carbon Fiber Composite X
Navigation * Next Generation Global GPS X
Communications * XYZ S-to-S Radio with Beacon X
Certifications * UL Certification on all Electronics X
Length * 20 ft. < Length < 24 ft. X
Towing System Automated Feed, Constant Tension X
Hull Finish 3-color Catalyzed Gel Coat X
Drive Train * Common with Model SB15 X
Spar Structure * Common with Model SB32 X
Trailer * Standard Model T24 X
Storage Customized for Scuba / Skiing X
Optional Equip. Optional / Removable Scuba Deck X
* Additional requirements driven by need for parity with competition or 37
Copyright 2009 -
to achieve internal commonality and cost reduction.
Critical Output:
The “Master Action List” Maintains Team Focus
The “Master Action List” is created, maintained and
updated throughout the project to track long-term actions and
manage “unplanned work”.
Responsible Planned Actual Priority
Event Actions / Risk Mitigation
Team Completion Completion (High, Comments
Actions Date Date
Member Med., Low)
Assemble Prototype Kits in Advance Jane M. 4/27/09 High Some parts are still missing
Get Feedback on Draft Test Plan Joe P. 5/1/09 5/8/09 Med. Complete
Run Alternative Circuit Simulations Cedrick M. 5/1/09 High Need Resources!!
Make Reservations with Key Suppliers Joline Q. 5/5/09 Med.
Give Customer Early Perf. Feedback Harry P. 5/10/09 Low
Verify Availability of Lab Technicians Dave N. 5/10/09 Low
38
Copyright 2009 -
20. Agenda
“Visioning” a Lean Product Development Process
Practical Learning –
The Market Requirements Event
Visual Workflow Management
39
Copyright 2009 -
An Integrated System for
Workflow Management
Stand-up meetings, combined
with visual project board
allow for optimized team
communication and
efficiency.
Visual board can be Stand-up Meeting
made available to team
members at other
locations by either using
a webcam, or by posting
a digital picture of the
board on the intranet.
Visual Project Board 40
Copyright 2009 -
(Obeya “Light”)
21. Element #1 –
The Management Status Tool
Planned Actual
Responsible Cost Schedule Tech.
Key Milestone Completion Completion Comments
Team Member Status Status Status
Date Date
Fabricate Prototype David Copperfield 6/7/09 6/7/09 G G G Complete
Prototype Testing Oliver Twist 4/5/09 G Y Y First Test Failed
Prototype Validated Tiny Tim 3/14/09 R R Y May Require Rework
Production Tooling Charles Darney 4/24/09 G R G Supplier Issues
Test Plan Complete Sydney Carton 4/20/09 Y Y G Resources Unavailable
Final Drawing Release Lucy Mannette 5/17/09 G G G
Fabricate Qual Units Charles Dickens 6/14/2009 G G G
41
Copyright 2009 -
An A3-Based Management Status
Template
Copyright 2009 -
22. Substitute for Management Status Tool:
The Multi-Project “Cadence” Tool
Project Kickoff Milestone Number Completion Date
Designation Date 1 2 3 4 5 6 7 8 Plan Est. Actual
10/1/08
Project 1 1/2/09 R 1/2/10 6/5/10
11/20/08
9/24/08
Project 2 3/5/09 Y 3/5/11 3/5/11
Plan
10/5/08
7/1/08
Project 3 2/5/08 R 10/5/09 5/13/10
11/1/08 9/20/08
Actual
Project 4 5/2/09 G 8/19/10 8/19/10
11/1/08
10/1/08
Other? 10/3/07 Y 5/13/09 5/13/09
11/20/08
Key 1. Engineering Spec Complete 5. Critical Design Review / Approval
Milestone 2. Conceptual Design Review / Approval 6. Long Lead Items Ordered
Definitions: 3. Prototype Performance Validated 7. Qualification Testing Complete / Approv.
4. Drawing Pkg. Rev. 0 Released 8. Release to Production
Copyright 2008 -
Element #2 –
Team Master Action List
Responsible Completion
Action Item Due Date Comments
Team Member Date Priority
Create prototype parts kit Jane M. 4/27/09 High Parts missing
Draft test plan out for review Joe P. 5/1/09 5/8/09 Med Complete
Complete circuit simulation Cedrick M. 5/1/09 High Need Resources!!
Order injection-mold tooling Joline Q. 5/5/09 Med
Meet with key supplier Harry P. 5/10/09 Low
Prepare for customer meeting Dave N. 5/10/09 Low
44
Copyright 2009 -
23. Center Section of Visual Board:
The “Wall Gantt”
Horizontal axis represents days
of the week or weeks of the
month
Vertical axis represents team
members available for project
work (including extended team)
Actions are placed at junction
between responsible team
member and due date
Colored “pull cards” can be used
to identify required actions,
with color used to indicate
priority or type of activity
45
Copyright 2009 -
A “Wall Gantt” Template for a
Single Project
2-week Week 1 Week 2
Team Window
Member Mon Wed Fri Mon Wed Fri
Tom
Dick Out
Harry Out
Jane Out Out
Sally
Mary
High Priority Low Priority
Team member 46
Copyright 2003 -
Med. Priority Out unavailable
24. A “Wall Gantt” Template for a
Mix of Medium / Small Projects
2-week Week 1 Week 2
Team Window
Member Mon Wed Fri Mon Wed Fri
Tom
Dick
Harry
Jane
Sally
Mary
Project 1 Project 3 Small Projects
47
Copyright 2003 -
Project 2 Project 4
Element #3 –
The Project Timeline
“Major Milestones” include all five Events,
plus any customer / company mandated milestones.
24
Actual Time to Completion
20
Scheduled Time to Completion
Cum Duration (weeks)
16
12 Schedule
Variance
8
Actual
Plan
4
0
0 1 2 3 4 5 6 7
48
Value Milestone Number Copyright 2009 -
25. Element #4 –
Parking Lot for Issues / Problems
The final quadrant in your project board should provide
space for unplanned issues or problems.
This section should be accessible 24/7 to team members
so they can capture issues as they occur.
Issues that are identified will be dispositioned at the next
team stand-up meeting.
Issue / Problem Owner Date
49
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Example of a Single-Project Visual Board
(aka, “Obeya Light”)
50
Copyright 2009 -
26. Example of a Multi-Project Visual Board
(aka, “Obeya Light”)
Project Cadence Board Multi-Project Wall Gantt
51
Copyright 2009 -
The “Visual Project Board” is a Living
Workflow Management Tool
Management Status Two-Week Action Plan Project Timeline
Planned Actual
Responsible Cost Schedule Tech.
Key Milestone Completion Completion Comments
Team Member Status Status Status
Date Date
Fabricate Prototype David Copperfield 6/7/09 6/7/09 Complete Week 1 Week 2
Prototype Testing Oliver Twist 4/5/09 First Test Failed
Mon Wed Fri Mon Wed Fri
Prototype Validated Tiny Tim 3/14/09 May Require Rework
Tom
Production Tooling Charles Darney 4/24/09 Supplier Issues
Test Plan Complete Sydney Carton 4/20/09 Resources Unavailable
Final Drawing Release Lucy Mannette 5/17/09
Fabricate Qual Units Charles Dickens 6/14/2009
Dick Out
Harry Out
Master Action List Open Issues
Near-Term Action Item
Responsible
Due Date
Completion M / S / C
Comments
Jane Out Out
Team Member Date Priority
Issue / Problem Owner Date
Create prototype parts kit Jane M. 4/27/09 M Parts missing
Draft test plan out for review Joe P. 5/1/09 5/8/09 S Complete
Sally
Complete circuit simulation Cedrick M. 5/1/09 M Need Resources!!
Order injection-mold tooling Joline Q. 5/5/09 M
Meet with key supplier Harry P. 5/10/09 C Mary
Prepare for customer meeting Dave N. 5/10/09 S
52
Copyright 2009 -
27. Project Coordination Using
Team Stand-Up Meetings
How to coordinate a project team –
Application – Coordination
Coordinate team with a 15 minute
“stand-up” meeting
Establishes a work plan for each
team member
All other topics are deferred to Lunch
separate meetings, if needed.
Benefits –
Establishes an urgent “beat” for
project execution
Enables immediate course correction Team
and resource reallocation Schedule
Avoids “time batch” effects caused
by slow feedback 53
Copyright 2009 -
Advantages of Team Coordination
by Stand-up Meetings
Weekly Coordination More Frequent Coordination
100 100
Relative
Relative
Effort
Effort
0 0
5 4 3 2 1 1 1 1 1 1
Work Days Before Meeting Work Days Before Meeting
High High
Magnitude of Errors
Magnitude of Errors
and Waste
and Waste
54
Copyright 2009 - Low Time Between Meetings Low Time Between Meetings
28. Powerful Benefits of
Stand-Up Coordination Meetings
Creates a shared language
among team members
Allows for real-time reallocation
of resources
Enables a focus on value-
creating activities
Establishes a clear work plan
for each day
Provides a mechanism for
cultural change
Builds team identity and
emotional commitment
55
Copyright 2009 -
How to Conduct a Stand-up Meeting
1. Should be held either at starting time, or just before
lunch hour.
2. Should last for no more than 1 minute times the number
of attendees (15 minutes MAXIMUM duration at first…
the team can always agree to a longer duration later).
3. Entire team should attend – off-site people can call in on
a speaker phone – overseas people can be connected
through a designated “liaison.”
4. The meeting leader (anyone) should ask three simple
questions:
• What progress have you made since the last meeting?
• How will you work toward your next key milestone?
• What do you need from others to meet this goal?
56
Copyright 2009 -
29. Overcoming Obstacles to Stand-up Meetings
At first, use a kitchen timer to ensure that
your meetings won’t run longer than 15 minutes.
A speaker phone can be used to include
team members that are geographically dispersed.
Keep attendance limited to those team members
who actually create deliverables and perform actions.
Include “extended team” members only when their
activity level on the project is high.
57
Copyright 2009 -
Frequency of Stand-up Meetings
Depends on Project Urgency
Monthly
Sustaining activities – Long-term strategic projects
Weekly
Major projects with low schedule pressure
3 per Week Recommended for
Most Projects!
Typical projects with high schedule pressure
Daily
“Crunch times” within a schedule-critical project
Twice Daily
Emergencies, fire-fighting, last few days prior to launch
58
Copyright 2009 -
30. Time-Slicing Techniques Can Clear
Time for Focused Project Work
Application –
Formal meetings and low-priority
interruptions are deferred to “Project Time”
late morning and PM. for Focused
Project Work
Phone is set to voice mail, and no
e-mail activity.
Several hours in the AM are allocated
for focused project work requiring Lunch
high level of concentration.
Benefits –
Significant increase in value-
creating time per day.
Avoids waste due to turbulence. Daily Work
Schedule
Enables team members to plan
their time and meet schedule
milestones. Copyright 2008 -
Some “Project Time” Implementation
Suggestions
Establish a standard block of time each day that is set aside for
focused project work, say 8:00 – 10:00 AM.
Create a “study area” at your facility that can be reserved by
workers who require short periods of high concentration.
Consider a structured program that allows team members to
work at home during periods in which they are performing
schedule-critical work.
Issue a “project-time guideline” to all employees (see next slide)
Use a “red flag” or other creative method for communicating
when team members are doing high-concentration work.
Use a “door log” to allow visitors to leave notes or ask
questions without interrupting employee’s concentration.
Copyright 2008 -
31. An Example of a
“Project Time” Guideline
Objective
To provide project team members with a dedicated block of time that will
allow them to focus on project specific deliverables without interruption.
When
Monday – Friday from 8:00 -10:00 am (for example)
Guidelines
• Project time will be blocked on Microsoft Outlook calendars.
• No team level meetings are to be scheduled during this time.
• Participants will not be required to attend staff or functional level meetings during this time.
• Time is not intended to catch up on emails.
• Minimal phone interruptions – set phone to voice mail.
• No drop-in interruptions, unless it is an emergency. (see below)
• Closed door or Do Not Disturb flag will indicate a person is busy and should not be interrupted.
• Extended team members will be included at their functional manager’s discretion.
Emergencies
• Critical documents requiring signature
• Questions relating to time-critical production-support issues
• Issues that, if delayed, will cause a delay to a project milestone or the project schedule
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References
Anderson, D. M., 1997, Agile Product Development for Mass Customization, Irwin Professional.
Barnes, T., 1996, Kaizen Strategies for Successful Leadership, Financial Times Publishing.
Bicheno, J., 2004, The New Lean Toolbox , PICSIE Press.
Boothroyd, G., Dewhurst, P., and W. Knight, 1994, Product Design for Manufacture and Assembly,
2nd Edition, Marcel Dekker, Inc.
Bralla, J. G., 1996, Design for Excellence, McGraw-Hill, Inc.
Bralla, J. G., 1999, Design for Manufacturability Handbook, McGraw-Hill, Inc.
Christensen, C. M., 1997, The Innovator’s Dilemma, Harvard Business School Press.
Christensen, C. M. and M. E. Raynor, The Innovator’s Solution, Harvard Business School Press.
Clark, K. B. and S. C. Wheelwright, 1993, Managing New Product and Process Development,
The Free Press.
Cooper, R. G., 1995, When Lean Enterprises Collide, Harvard Business School Press.
Cooper, R. and R. Slagmulder, 1997, Target Costing and Value Engineering, Productivity Press.
Cusumano, M. A. and K. Nobeoka, 1998, Thinking Beyond Lean, The Free Press.
Dimancescu, D., Hines, P., and N. Rich, 1997, The Lean Enterprise, American Management
Association.
Erhorn, C. and J. Stark, 1994, Competing by Design, Oliver Wright Publications, Inc.
Goldratt, E. M., 1997, Critical Chain, North River Press.
Henderson, B. A. and J. L. Larco, 1999, Lean Transformation, The Oaklea Press.
Ichida, T., 1996, Product Design Review, Productivity Press.
Imai, M., 1997, Gemba Kaizen, McGraw Hill, Inc. 62
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Kennedy, M. N., 2003, Product Development for the Lean Enterprise, The Oaklea Press.
32. References (continued)
Laraia, A. C., Moody, P. E. and R. W. Hall, 1999, The Kaizen Blitz, John Wiley & Sons.
Leach, L. P., 2000, Critical Chain Project Management, Artech House.
Liker, J. K., 1998, Becoming Lean, Productivity Press.
Liker, J. K., 2004, The Toyota Way, McGraw-Hill.
Mascitelli, R., 2002, Building a Project-Driven Enterprise: How to Slash Waste and Boost Profits
through Lean Project Management, .
McConnell, S., 1996, Rapid Development, Microsoft Press.
McGrath, M. E., 2004, Next Generation Product Development, McGraw-Hill.
Poppendieck, M., 2003, Lean Software Development, Addison Wesley.
Project Management Institute, 1996, The Project Management Body of Knowledge (PMBOK) Guide,
The Project Management Institute.
Reinertsen, D. G., 1997, Managing the Design Factory, The Free Press.
Rother, M. and J. Shook, 1999, Learning to See, The Lean Enterprise Institute.
Smith, P. G. and D. G. Reinertsen, 1998, Developing Products in Half the Time,2nd Edition
Van Nostrand Reinhold.
Suri, R., 1998. Quick Response Manufacturing, Productivity Press.
Tufte, E. R., 1983, The Visual Display of Quantitative Information, Graphics Press.
Womak, J. P. and D. T. Jones, 1996, Lean Thinking, Simon & Schuster.
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Copyright 2009 -
Biography of Ron Mascitelli, PMP
Ron Mascitelli, PMP (Project Management Professional, Masters
Degree Solid State Physics, University of California, Los Angeles)
is the Founder and President of Technology Perspectives . Ron is
a recognized leader in the development of advanced product devel-
opment methods. He presents his workshops and seminars
internationally, and has created company-specific lean product
development improvement programs for a number of leading firms,
including Boeing, Intel, Boston Scientific, Adidas, Lockheed-Martin,
Parker Hannifin, Anderson Windows, New Balance Athletic Shoes,
Goodrich Aerospace, Hughes Electronics, and Rockwell Automation.
Ron served as both Senior Scientist and Director of R&D for Hughes Electronics and the
Santa Barbara Research Center. His industry experience includes management of advanced
projects for the Department of Defense, the Defense Advanced Research Projects Agency
(DARPA), Lawrence Livermore Laboratory, NASA, and the Department of Energy.
Since founding in 1994, Ron Mascitelli has worked with over eighty companies to
improve their product development performance and product-line profitability. In addition, he
has published more than twenty papers and technical articles in major journals and trade
publications, and is a contributing author for IEEE’s Technology Management Handbook. He is
the author of four critically acclaimed books, including the recently published The Lean
Product Development Guidebook. Ron currently lives with his wife and their numerous pets in
Northridge, CA.
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