Lean is a business system that learns to solve the right problems faster than competitors while wasting less time, effort, capital and resources.
Discover Daniel T Jones presentation from the 6th international Lean IT Summit in Paris in March 2017.
A lean journey is a never ending story. At the Lean IT Summit 2017, David Bogaerts and Leendert Kalfsbeek explained where thaey are now: how they involve everyone in continuous improvement and unlock the improvement talent and power of all their people.
They also explained how they help their people keep a daily focus on the most important goals and challenges they know they must overcome in order to create the best banking experience for their customers.
Discover the 3rd episode of ING Lean IT journey, the previous ones and more Lean IT stories on www.lean-it-summit.com!
Lean pilots provide an innovative framework for solving enterprise challenges through agile and lean methodologies. Case studies highlight successes in automating contracts, streamlining third party onboarding, improving the DUNS research process, and ensuring Privacy Shield compliance. Lessons learned include welcoming early failure, using cross-functional self-organizing teams, making decisions with data, and ensuring enterprise collaboration. The framework establishes a repeatable process for running lean experiments to minimize risk and waste.
How Lean helped us put quality back at the heart of our Agile Process, by Ren...Institut Lean France
Learn how BISAM, the leading software editor into Performance, Attribution & Composites Analytics, decided to refocus on quality after more than 10 years of disciplined Agile practices.
A fascinating Lean IT story presented by Renaud Wilsiud, CTO of BISAM at the Lean IT Summit 2017.
Discover more Lean IT REX on www.lean-it-summit.com
How I became a Lean CIO by Sari Torkkola, Lean IT Summit 2014Institut Lean France
Three years ago Sari Torkkola was a CIO with great people in her team who...were burning out due to constant fire-fighting and internal customers describing the service level as “IT sucks”. She then realized that the traditional way
of managing does not produce results for anybody. One day, she googled «Lean». 3 years later, she has turned into a leader who coaches everyday. This is the story of her Lean journey. More about Lean IT on www.lean-it-summit.com
Improve software development speed beyond your customer’s dreams with LeanInstitut Lean France
The document describes how a French software company called Theodo struggled with client unhappiness, high employee turnover, and low profits when using a traditional development methodology. They adopted agile Scrum practices but clients remained uninvolved until they switched to billing based on time spent rather than fixed price contracts. This engaged clients and improved outcomes. Theodo's success is now attributed to balancing agile Scrum practices with Lean principles while respecting clients, employees, and continuous improvement through tools like visual boards.
Escaping the Legacy of Mass Production by Prof Daniel T JonesInstitut Lean France
Breaking through the legacy of mass production: is IT part of the problem and how could it really help to unlock the future?
Discover Prof. Daniel T Jones presentation from the European Lean IT Summit 2013. The video is available here: http://www.youtube.com/watch?v=l5YZ7SCEHPw&list=UUS_BXp5Zg9td-ZfczI1BgZw&feature=share&index=19
More Lean IT videos and presentations on www.lean-it-summit.com
Dealing with Shifting Priorities using Lean/Kanban Flow, WIP Limits and Capac...AgileSparks
Many teams suffer from due to conflicting priorities. When today's priority one usurps yesterday's priority one, expensive context switching becomes a problem.
Operations teams are especially hard hit by shifting priorities because of increased variability from supporting ongoing development of new projects while maintaining features & apps in production. Add in unplanned work and security issues and we have a battle between getting new features delivered or keeping production stable. Hence the dilemma DevOps is working to solve.
Dominica will talk about how Dev and Ops teams can use use a Lean flow Kanban approach to limit work-in-progress and allocate capacity for the nature of the demand as a way to address and improve prioritization issues and context switching.
Continuous Improvement in Learning & Performing by Arthur van Wylick, EDSN, L...Institut Lean France
Making 14 million gas and electricity customers happier using Lean: On the Dutch energy market, EDSN manages the data of approximately 14 million gas and electricity customers. Discover how their Lean program provided a major transformation between grid operators, commercial parties and shipping parties in redesigning their metering data processes and the following results: a reduction of handling time of incidents of 65%, improved client satisfaction by 13% and employee satisfaction by 16%. A presentation by Arthur van Wylick, director of EDSN at the Lean IT Summit 2014. More examples of Lean in IT on www.lean-it-summit.com
A lean journey is a never ending story. At the Lean IT Summit 2017, David Bogaerts and Leendert Kalfsbeek explained where thaey are now: how they involve everyone in continuous improvement and unlock the improvement talent and power of all their people.
They also explained how they help their people keep a daily focus on the most important goals and challenges they know they must overcome in order to create the best banking experience for their customers.
Discover the 3rd episode of ING Lean IT journey, the previous ones and more Lean IT stories on www.lean-it-summit.com!
Lean pilots provide an innovative framework for solving enterprise challenges through agile and lean methodologies. Case studies highlight successes in automating contracts, streamlining third party onboarding, improving the DUNS research process, and ensuring Privacy Shield compliance. Lessons learned include welcoming early failure, using cross-functional self-organizing teams, making decisions with data, and ensuring enterprise collaboration. The framework establishes a repeatable process for running lean experiments to minimize risk and waste.
How Lean helped us put quality back at the heart of our Agile Process, by Ren...Institut Lean France
Learn how BISAM, the leading software editor into Performance, Attribution & Composites Analytics, decided to refocus on quality after more than 10 years of disciplined Agile practices.
A fascinating Lean IT story presented by Renaud Wilsiud, CTO of BISAM at the Lean IT Summit 2017.
Discover more Lean IT REX on www.lean-it-summit.com
How I became a Lean CIO by Sari Torkkola, Lean IT Summit 2014Institut Lean France
Three years ago Sari Torkkola was a CIO with great people in her team who...were burning out due to constant fire-fighting and internal customers describing the service level as “IT sucks”. She then realized that the traditional way
of managing does not produce results for anybody. One day, she googled «Lean». 3 years later, she has turned into a leader who coaches everyday. This is the story of her Lean journey. More about Lean IT on www.lean-it-summit.com
Improve software development speed beyond your customer’s dreams with LeanInstitut Lean France
The document describes how a French software company called Theodo struggled with client unhappiness, high employee turnover, and low profits when using a traditional development methodology. They adopted agile Scrum practices but clients remained uninvolved until they switched to billing based on time spent rather than fixed price contracts. This engaged clients and improved outcomes. Theodo's success is now attributed to balancing agile Scrum practices with Lean principles while respecting clients, employees, and continuous improvement through tools like visual boards.
Escaping the Legacy of Mass Production by Prof Daniel T JonesInstitut Lean France
Breaking through the legacy of mass production: is IT part of the problem and how could it really help to unlock the future?
Discover Prof. Daniel T Jones presentation from the European Lean IT Summit 2013. The video is available here: http://www.youtube.com/watch?v=l5YZ7SCEHPw&list=UUS_BXp5Zg9td-ZfczI1BgZw&feature=share&index=19
More Lean IT videos and presentations on www.lean-it-summit.com
Dealing with Shifting Priorities using Lean/Kanban Flow, WIP Limits and Capac...AgileSparks
Many teams suffer from due to conflicting priorities. When today's priority one usurps yesterday's priority one, expensive context switching becomes a problem.
Operations teams are especially hard hit by shifting priorities because of increased variability from supporting ongoing development of new projects while maintaining features & apps in production. Add in unplanned work and security issues and we have a battle between getting new features delivered or keeping production stable. Hence the dilemma DevOps is working to solve.
Dominica will talk about how Dev and Ops teams can use use a Lean flow Kanban approach to limit work-in-progress and allocate capacity for the nature of the demand as a way to address and improve prioritization issues and context switching.
Continuous Improvement in Learning & Performing by Arthur van Wylick, EDSN, L...Institut Lean France
Making 14 million gas and electricity customers happier using Lean: On the Dutch energy market, EDSN manages the data of approximately 14 million gas and electricity customers. Discover how their Lean program provided a major transformation between grid operators, commercial parties and shipping parties in redesigning their metering data processes and the following results: a reduction of handling time of incidents of 65%, improved client satisfaction by 13% and employee satisfaction by 16%. A presentation by Arthur van Wylick, director of EDSN at the Lean IT Summit 2014. More examples of Lean in IT on www.lean-it-summit.com
the PointZERO vision introduction (includes Quality Supervision overview)Rik Marselis
PointZERO is a vision aimed at increasing business success by parallel and step-by-step improvement across the application lifecycle, to shorten time to market, avoid and reduce cost, eliminate risk, and reach fit for purpose quality.
This vision was created by a team of Sogeti and Capgemini people and is still evolving. The books were published in 2012.
Evidence Based Management - Measuring value to enable improvement and agilityScrum Australia Pty Ltd
This document discusses evidenced based management (EBM) for business agility. It discusses how traditional measures of activity and output are not sufficient, and that organizations should instead focus on measuring outcomes and value delivered to customers. It introduces several key value areas (KVAs) that organizations can measure to guide improvements, including current value, unrealized value, time to market, ability to innovate, and others. Specific metrics are provided that can be used to measure each KVA. The document advocates for an EBM approach of continuously measuring value, selecting areas for improvement, experimenting to improve value, and evaluating results.
by Marcio Sete
Flow Efficiency is an incredibly powerful improvement driver. It shows you how efficient the work is flowing through your value stream.
The status quo is still around maximising the resource allocation and efficiency. Organisations are too focused on that and they forget to look to the work.
The formula to find the flow efficiency is simple: touch time, divided by lead-time, times 100%. It shows you the proportion of time you spend adding value to a piece of work in comparison with the lead time.
The commonly observed flow efficiency in traditional organisations is around 15%, which means that, on average, 85% of the time every piece of work is actually idling in queues, accumulating waiting time. That’s rouge!
Most of the time, organisations are trying to increase efficiency on the value added time, forgetting that the waiting time, is where we have the biggest room for improvements.
By identifying and shifting 25% of the average lead time from waiting time to value-added time, and organisation is literally, in one year, getting back the equivalent of three months of capacity from their entire team.
What would you do if you had an extra three months of capacity from your team every year, just by tweaking the way of working?
This talk will show you how to increase your flow efficiency by identifying and fixing common sources of waiting time.
fkiQuality is a consultancy that applies Lean and Six Sigma methods to improve clients' operational excellence through consulting, training, and coaching. They help clients solve common operational problems like long lead times, poor flexibility, defects, excessive costs, and risks. Their consultants have experience improving processes across various industries like manufacturing, healthcare, supply chain, financial services, retail, and facilities management. They provide training programs and certifications in Lean Six Sigma.
Devops for business : Efficiency & InnovationSatish Bhatia
My notes of how the underlying age-old principles driving Innovation & Efficeincy stand true today and can be adopted within business teams to break barriers, build trust and change from a culture of "silos" to "collaboration" across boundaries
How are you leading your agile teams? Yael Rabinovich & Sagi SmolarskiAgileSparks
The document discusses how to improve team performance and engagement through agile principles. It notes that employee engagement starts with investing in managers' ability to motivate employees. Fair process is important for buy-in on decisions. Self-organization enables teams to perform at their best when leaders provide focus, clear goals and expectations, and an environment for continuous learning and improvement. Measuring outcomes rather than busywork helps maximize team value.
The way to teach and deploy Lean and Six Sigma is broken. Here is how to fix this situation by applying Deming principles.
Presented at the 2015 International Deming Research Seminar, Washington, DC on 24 March 2015.
A multitude of students, instructors and practitioners of current improvement (C.I.) methods like Lean and Six Sigma learn a fraction of what they need, ignore the best ways to apply it, and dismiss whatever they have not being taught.
For example, some companies will “only do Lean” while others “will only do Six Sigma”.
This partial understanding of the C.I. methods is the natural result of fractioning a body of knowledge and the inward focus of the keepers of each method.
Thus, it is common to find a Six Sigma black belt who ignores the notion of the company as a system and a Lean practitioner who is not schooled in statistical analysis of any kind. Both miss on much useful knowledge which would make their efforts far more effective.
Worse still, managers and leaders unaware of Deming principles, launch programs of transformation which involve others in the organization while keeping themselves “safely away.”
Keywords: Lean, Six Sigma, Green belts, Deming, Ohno, W Edwards Deming, Taiichi Ohno, Shewhart, SOPK, management, project management, tribal, feuds, 2001 Space Odyssey, SIPOC, FTY, 7 wastes, 8 wastes, fear, JIT, jidoka, autonomation, gemba, teamwork, transformation, constancy of purpose, metrics, Hoshin planning, Hoshin Kanri, systems view, systemic view, training, leadership, we can do it, deadly diseases, knowledge, System of Profound Knowledge, Toyota Production System, TPS, standards, SOP
The 3 Revolutions (Agile, Lean, Lean Startup)Claudio Perrone
This is the (long overdue) translation of my opening keynote at the Italian Agile Day. I just presented it for IASA Ireland (International Association Software Architects).
The a3thinker.com iphone/ipad app I mentioned (on Lean problem solving, 5 Whys, etc) went on sale on the Apple store on Mar 18. The A3 Thinker's Action Deck (physical cards) is going to be on sale shortly...and it is just awesome ;-)
Technical Debt is a gap between Computer Science and Software Engineering. Common understanding of causes for the Technical Debt is centered on the careless software development choices for the sake of speed and expediency. However Technical Debt usually goes beyond just Technology. This presentation covers the origins of Technical and Product Debt, how to manage it and mitigate it
by Robert Boyd
Scrum/Agile Product over Project
Look at how the Agile Manifesto and Scrum sets up the team to be Product and Customer focused. We’ll look at the first two principles of the Agile Manifesto and how these lay the groundwork to keep the customer and the product or service we provide them foremost in our priorities. We’ll look at specific Scrum roles and expectations found in the Scrum framework and how these too center our attention on product and the customer..
Delivery: Product over Project
We’ll look at how having a project delivery focus can reduce understanding the customer. We’ll look at how having a product focus helps drive more frequent deliveries. We’ll also take about the winners and losers when we have the project focus driving our delivery rhythms. We’ll also provide some tips on to make your product & customer central to your delivery strategy.
Team: Product over Project
We’ll look at the downside of having project teams including how the temporary nature of projects affects business success. This may include less innovation, no appetite for risk, less opportunity to end the project early, burned out team members, transient team members, and less understanding of product and customers. We’ll look at ways of moving to product teams, some hard, like absorbing backend platform team into the product team or creating end-to-end product teams with no external dependencies.
Customer: Product over Project
We’ll see how the project focus can neglect the customer even when the customer’s feedback is most needed. We’ll hear the story of our company, the Mickey MouseTrap Co, and how we get it all wrong because we are too strongly focused on the project and project delivery date. We hear the lessons learned and how having a product focus would have mitigated our loses. Our view of the customer’s advantage when we have a product focus ties together Delivery and Team product focus.
What you can do
Here we’ll see how having a project as a wrapper around our product work acts as a timebox and target. Highlight some of the actions to start the movement towards Product Teams. We’ll review today’s outcomes.
Pmi lean management what can we learn from toyota's success story - Lauren...PMILebanonChapter
Lean management focuses on eliminating waste and optimizing processes to increase efficiency. Toyota pioneered the lean approach through its Toyota Production System after World War 2 due to financial constraints. Lean aims to identify and remove non-value added activities through techniques like value stream mapping and by reducing defects, overproduction, waiting times and excess inventory. While some companies initially see benefits from lean, many fail to sustain improvements long-term if they don't fully engage employees and align projects to strategic objectives.
This document provides an overview of Agile Project Management. It begins by describing some of the limitations of traditional project management approaches, such as long timelines and products becoming outdated. It then introduces Agile Project Management as an alternative approach that allows for flexibility and incorporating feedback throughout the project. Several key aspects of Agile Project Management are summarized, including focusing on short "sprints" of work, daily stand-up meetings, emphasizing customer collaboration, and being able to change direction based on learning. Comparisons are made between Agile and traditional approaches, with Agile noted as particularly suitable for unstable or changing environments.
APM Planning, Monitoring and Control SIG Conference 2021 - Project controls: but not as we know it
Session title:
Punchcards to Power BI - Managing change in the digital age
presented by Jay Armstrong and Sanjay Nithiyanantham
Tuesday 13 July 2021
The link to the write up page and resources of this conference:
https://www.apm.org.uk/news/apm-pmc-sig-conference-2021-project-controls-but-not-as-we-know-it/
Presentation synopsis:
As the digital age evolves, data science, automation and AI will increasingly disrupt and change the way we deliver projects. As project controls professionals we know that its often not what we do but how we do it that determines our success. How do we harness new and evolving technology to meet the needs of our teams in order to achieve success? How do we adapt the technology into our current processes and our overall process strategy to maximise efficiencies?
How do we better engage with our teams to trust and go on this digital journey with us to curtail resistance?
Conference description:
How will Project Data Analytics (PDA) change project controls in the future?
We all know that one of the key elements to successful project delivery is a robust project control system. But while many of these processes are well established, the ability to make maximum use of the resulting data has often proved challenging. But this is changing.
For those involved in project controls in any way, this conference shared the latest practical uses of PDA as well as a glimpse into the future!
The conference provided insight from a range of PDA practitioners as well as feedback from a recent Delphi research study on the topic.
PDA will be key to the profession as we look forwards, make sure you help us shape it to deliver what we really need.
This document discusses different approaches to implementing a production system. A push system focuses on standardization, central teams, and audits to ensure compliance with principles. A pull system sees the production system as performance-driven, focuses on flow, involvement of employees, and addressing hindrances. It implements through challenging objectives, practice, and coach support rather than principles alone. The purpose is achieving results rather than following principles.
The document discusses how Lean Six Sigma is better than just doing typical projects for solving operational problems. Lean Six Sigma is designed to discover the root cause of problems and find sustainable solutions, whereas most projects just implement known solutions. Lean Six Sigma uses a structured approach to explore and analyze problems, then discover and implement the best solution. It encourages organizations to stop just coping with problems and start solving them systematically using Lean Six Sigma. The four main types of operational problems Lean Six Sigma can address are things taking too long, too many errors, overly complex ways of working, and high costs.
DOES15 - Randy Shoup - Ten (Hard-Won) Lessons of the DevOps TransitionGene Kim
Randy Shoup, Consulting CTO
DevOps is no longer just for Internet unicorns any more. Today many large enterprises are transitioning from the slow and siloed traditional IT approach to modern DevOps practices, and getting substantial improvements in agility, velocity, scalability, and efficiency. But this transition is not without its challenges and pitfalls, and those of us who have led this journey have the scar tissue to prove it.
A successful transition to DevOps practices ultimately involves changes to organization, to culture, and to architecture. Organizationally, we want to create multi-skilled teams with end-to-end ownership and shared on-call responsibilities. Culturally, we want to prioritize solving problems and improving the product over closing tickets. Architecturally, we want to move to an infrastructure with independently testable and deployable components.
The ten practical lessons outlined in this session synthesize the speaker’s experiences leading teams at eBay, Google, and KIXEYE, as well as from his current consulting practice.
Allan R. Coletta, author of a new book The Lean 3P Advantage: A Practitioner’s Guide to the Production Preparation Process was a guest on the Business901 Podcast, Lean 3P is PDCA on Steroids. Allan is a chemical engineer with an extensive background in manufacturing operations, supply chain and engineering, gained while working in the chemical process and healthcare diagnostics industries. This is a transcription of the podcast.
This document discusses how lean thinking and digital capabilities can be combined to create innovative solutions for businesses. It advocates using an "ideal state" approach to redesign processes and services, bringing in digital technologies where relevant. The document provides examples of how organizations have used this approach to dramatically improve processes like supplier services, travel and expense claims, and social housing lettings. It emphasizes starting with the ideal customer experience rather than technology, and involving frontline teams in co-creating new solutions.
The document discusses Production Preparation Process (3P), which is a Lean manufacturing method that embeds Lean principles into product and process design through a cross-functional team approach. The 3P method involves defining needs, creating prototypes, and designing processes to enable one-piece flow. It is best suited for complex products or processes with opportunities to streamline, and can help minimize costs and design production that is easy to change over quickly. The core attributes of 3P emphasize building layouts and equipment that allow for smooth material flow and one-piece production.
The document discusses the future potential of Lean and challenges with current Lean approaches. It argues that expert-designed Lean programs rely on compliance and static optimization rather than learning. True Lean potential requires active leadership, engaging employees in collaborative problem solving and continuous learning. Pioneering CEOs applying Lean as a strategy saw superior results by focusing on people and cumulative learning to solve problems and translate gains to the bottom line.
This document provides information about a Lean Manager Certification Program. The program is a 6-month, hands-on training designed to teach directors, managers, and specialists how to apply Lean principles to identify problems, formulate solutions, and develop a culture of continuous improvement. The training consists of 14 modules that cover topics such as Lean transformation, production planning, problem solving, and Lean leadership. Participants are required to complete all training sessions and implement an assigned project to become certified. The goal of the program is to develop Lean practitioners and leaders who can manage operations using Lean thinking and tools.
the PointZERO vision introduction (includes Quality Supervision overview)Rik Marselis
PointZERO is a vision aimed at increasing business success by parallel and step-by-step improvement across the application lifecycle, to shorten time to market, avoid and reduce cost, eliminate risk, and reach fit for purpose quality.
This vision was created by a team of Sogeti and Capgemini people and is still evolving. The books were published in 2012.
Evidence Based Management - Measuring value to enable improvement and agilityScrum Australia Pty Ltd
This document discusses evidenced based management (EBM) for business agility. It discusses how traditional measures of activity and output are not sufficient, and that organizations should instead focus on measuring outcomes and value delivered to customers. It introduces several key value areas (KVAs) that organizations can measure to guide improvements, including current value, unrealized value, time to market, ability to innovate, and others. Specific metrics are provided that can be used to measure each KVA. The document advocates for an EBM approach of continuously measuring value, selecting areas for improvement, experimenting to improve value, and evaluating results.
by Marcio Sete
Flow Efficiency is an incredibly powerful improvement driver. It shows you how efficient the work is flowing through your value stream.
The status quo is still around maximising the resource allocation and efficiency. Organisations are too focused on that and they forget to look to the work.
The formula to find the flow efficiency is simple: touch time, divided by lead-time, times 100%. It shows you the proportion of time you spend adding value to a piece of work in comparison with the lead time.
The commonly observed flow efficiency in traditional organisations is around 15%, which means that, on average, 85% of the time every piece of work is actually idling in queues, accumulating waiting time. That’s rouge!
Most of the time, organisations are trying to increase efficiency on the value added time, forgetting that the waiting time, is where we have the biggest room for improvements.
By identifying and shifting 25% of the average lead time from waiting time to value-added time, and organisation is literally, in one year, getting back the equivalent of three months of capacity from their entire team.
What would you do if you had an extra three months of capacity from your team every year, just by tweaking the way of working?
This talk will show you how to increase your flow efficiency by identifying and fixing common sources of waiting time.
fkiQuality is a consultancy that applies Lean and Six Sigma methods to improve clients' operational excellence through consulting, training, and coaching. They help clients solve common operational problems like long lead times, poor flexibility, defects, excessive costs, and risks. Their consultants have experience improving processes across various industries like manufacturing, healthcare, supply chain, financial services, retail, and facilities management. They provide training programs and certifications in Lean Six Sigma.
Devops for business : Efficiency & InnovationSatish Bhatia
My notes of how the underlying age-old principles driving Innovation & Efficeincy stand true today and can be adopted within business teams to break barriers, build trust and change from a culture of "silos" to "collaboration" across boundaries
How are you leading your agile teams? Yael Rabinovich & Sagi SmolarskiAgileSparks
The document discusses how to improve team performance and engagement through agile principles. It notes that employee engagement starts with investing in managers' ability to motivate employees. Fair process is important for buy-in on decisions. Self-organization enables teams to perform at their best when leaders provide focus, clear goals and expectations, and an environment for continuous learning and improvement. Measuring outcomes rather than busywork helps maximize team value.
The way to teach and deploy Lean and Six Sigma is broken. Here is how to fix this situation by applying Deming principles.
Presented at the 2015 International Deming Research Seminar, Washington, DC on 24 March 2015.
A multitude of students, instructors and practitioners of current improvement (C.I.) methods like Lean and Six Sigma learn a fraction of what they need, ignore the best ways to apply it, and dismiss whatever they have not being taught.
For example, some companies will “only do Lean” while others “will only do Six Sigma”.
This partial understanding of the C.I. methods is the natural result of fractioning a body of knowledge and the inward focus of the keepers of each method.
Thus, it is common to find a Six Sigma black belt who ignores the notion of the company as a system and a Lean practitioner who is not schooled in statistical analysis of any kind. Both miss on much useful knowledge which would make their efforts far more effective.
Worse still, managers and leaders unaware of Deming principles, launch programs of transformation which involve others in the organization while keeping themselves “safely away.”
Keywords: Lean, Six Sigma, Green belts, Deming, Ohno, W Edwards Deming, Taiichi Ohno, Shewhart, SOPK, management, project management, tribal, feuds, 2001 Space Odyssey, SIPOC, FTY, 7 wastes, 8 wastes, fear, JIT, jidoka, autonomation, gemba, teamwork, transformation, constancy of purpose, metrics, Hoshin planning, Hoshin Kanri, systems view, systemic view, training, leadership, we can do it, deadly diseases, knowledge, System of Profound Knowledge, Toyota Production System, TPS, standards, SOP
The 3 Revolutions (Agile, Lean, Lean Startup)Claudio Perrone
This is the (long overdue) translation of my opening keynote at the Italian Agile Day. I just presented it for IASA Ireland (International Association Software Architects).
The a3thinker.com iphone/ipad app I mentioned (on Lean problem solving, 5 Whys, etc) went on sale on the Apple store on Mar 18. The A3 Thinker's Action Deck (physical cards) is going to be on sale shortly...and it is just awesome ;-)
Technical Debt is a gap between Computer Science and Software Engineering. Common understanding of causes for the Technical Debt is centered on the careless software development choices for the sake of speed and expediency. However Technical Debt usually goes beyond just Technology. This presentation covers the origins of Technical and Product Debt, how to manage it and mitigate it
by Robert Boyd
Scrum/Agile Product over Project
Look at how the Agile Manifesto and Scrum sets up the team to be Product and Customer focused. We’ll look at the first two principles of the Agile Manifesto and how these lay the groundwork to keep the customer and the product or service we provide them foremost in our priorities. We’ll look at specific Scrum roles and expectations found in the Scrum framework and how these too center our attention on product and the customer..
Delivery: Product over Project
We’ll look at how having a project delivery focus can reduce understanding the customer. We’ll look at how having a product focus helps drive more frequent deliveries. We’ll also take about the winners and losers when we have the project focus driving our delivery rhythms. We’ll also provide some tips on to make your product & customer central to your delivery strategy.
Team: Product over Project
We’ll look at the downside of having project teams including how the temporary nature of projects affects business success. This may include less innovation, no appetite for risk, less opportunity to end the project early, burned out team members, transient team members, and less understanding of product and customers. We’ll look at ways of moving to product teams, some hard, like absorbing backend platform team into the product team or creating end-to-end product teams with no external dependencies.
Customer: Product over Project
We’ll see how the project focus can neglect the customer even when the customer’s feedback is most needed. We’ll hear the story of our company, the Mickey MouseTrap Co, and how we get it all wrong because we are too strongly focused on the project and project delivery date. We hear the lessons learned and how having a product focus would have mitigated our loses. Our view of the customer’s advantage when we have a product focus ties together Delivery and Team product focus.
What you can do
Here we’ll see how having a project as a wrapper around our product work acts as a timebox and target. Highlight some of the actions to start the movement towards Product Teams. We’ll review today’s outcomes.
Pmi lean management what can we learn from toyota's success story - Lauren...PMILebanonChapter
Lean management focuses on eliminating waste and optimizing processes to increase efficiency. Toyota pioneered the lean approach through its Toyota Production System after World War 2 due to financial constraints. Lean aims to identify and remove non-value added activities through techniques like value stream mapping and by reducing defects, overproduction, waiting times and excess inventory. While some companies initially see benefits from lean, many fail to sustain improvements long-term if they don't fully engage employees and align projects to strategic objectives.
This document provides an overview of Agile Project Management. It begins by describing some of the limitations of traditional project management approaches, such as long timelines and products becoming outdated. It then introduces Agile Project Management as an alternative approach that allows for flexibility and incorporating feedback throughout the project. Several key aspects of Agile Project Management are summarized, including focusing on short "sprints" of work, daily stand-up meetings, emphasizing customer collaboration, and being able to change direction based on learning. Comparisons are made between Agile and traditional approaches, with Agile noted as particularly suitable for unstable or changing environments.
APM Planning, Monitoring and Control SIG Conference 2021 - Project controls: but not as we know it
Session title:
Punchcards to Power BI - Managing change in the digital age
presented by Jay Armstrong and Sanjay Nithiyanantham
Tuesday 13 July 2021
The link to the write up page and resources of this conference:
https://www.apm.org.uk/news/apm-pmc-sig-conference-2021-project-controls-but-not-as-we-know-it/
Presentation synopsis:
As the digital age evolves, data science, automation and AI will increasingly disrupt and change the way we deliver projects. As project controls professionals we know that its often not what we do but how we do it that determines our success. How do we harness new and evolving technology to meet the needs of our teams in order to achieve success? How do we adapt the technology into our current processes and our overall process strategy to maximise efficiencies?
How do we better engage with our teams to trust and go on this digital journey with us to curtail resistance?
Conference description:
How will Project Data Analytics (PDA) change project controls in the future?
We all know that one of the key elements to successful project delivery is a robust project control system. But while many of these processes are well established, the ability to make maximum use of the resulting data has often proved challenging. But this is changing.
For those involved in project controls in any way, this conference shared the latest practical uses of PDA as well as a glimpse into the future!
The conference provided insight from a range of PDA practitioners as well as feedback from a recent Delphi research study on the topic.
PDA will be key to the profession as we look forwards, make sure you help us shape it to deliver what we really need.
This document discusses different approaches to implementing a production system. A push system focuses on standardization, central teams, and audits to ensure compliance with principles. A pull system sees the production system as performance-driven, focuses on flow, involvement of employees, and addressing hindrances. It implements through challenging objectives, practice, and coach support rather than principles alone. The purpose is achieving results rather than following principles.
The document discusses how Lean Six Sigma is better than just doing typical projects for solving operational problems. Lean Six Sigma is designed to discover the root cause of problems and find sustainable solutions, whereas most projects just implement known solutions. Lean Six Sigma uses a structured approach to explore and analyze problems, then discover and implement the best solution. It encourages organizations to stop just coping with problems and start solving them systematically using Lean Six Sigma. The four main types of operational problems Lean Six Sigma can address are things taking too long, too many errors, overly complex ways of working, and high costs.
DOES15 - Randy Shoup - Ten (Hard-Won) Lessons of the DevOps TransitionGene Kim
Randy Shoup, Consulting CTO
DevOps is no longer just for Internet unicorns any more. Today many large enterprises are transitioning from the slow and siloed traditional IT approach to modern DevOps practices, and getting substantial improvements in agility, velocity, scalability, and efficiency. But this transition is not without its challenges and pitfalls, and those of us who have led this journey have the scar tissue to prove it.
A successful transition to DevOps practices ultimately involves changes to organization, to culture, and to architecture. Organizationally, we want to create multi-skilled teams with end-to-end ownership and shared on-call responsibilities. Culturally, we want to prioritize solving problems and improving the product over closing tickets. Architecturally, we want to move to an infrastructure with independently testable and deployable components.
The ten practical lessons outlined in this session synthesize the speaker’s experiences leading teams at eBay, Google, and KIXEYE, as well as from his current consulting practice.
Allan R. Coletta, author of a new book The Lean 3P Advantage: A Practitioner’s Guide to the Production Preparation Process was a guest on the Business901 Podcast, Lean 3P is PDCA on Steroids. Allan is a chemical engineer with an extensive background in manufacturing operations, supply chain and engineering, gained while working in the chemical process and healthcare diagnostics industries. This is a transcription of the podcast.
This document discusses how lean thinking and digital capabilities can be combined to create innovative solutions for businesses. It advocates using an "ideal state" approach to redesign processes and services, bringing in digital technologies where relevant. The document provides examples of how organizations have used this approach to dramatically improve processes like supplier services, travel and expense claims, and social housing lettings. It emphasizes starting with the ideal customer experience rather than technology, and involving frontline teams in co-creating new solutions.
The document discusses Production Preparation Process (3P), which is a Lean manufacturing method that embeds Lean principles into product and process design through a cross-functional team approach. The 3P method involves defining needs, creating prototypes, and designing processes to enable one-piece flow. It is best suited for complex products or processes with opportunities to streamline, and can help minimize costs and design production that is easy to change over quickly. The core attributes of 3P emphasize building layouts and equipment that allow for smooth material flow and one-piece production.
The document discusses the future potential of Lean and challenges with current Lean approaches. It argues that expert-designed Lean programs rely on compliance and static optimization rather than learning. True Lean potential requires active leadership, engaging employees in collaborative problem solving and continuous learning. Pioneering CEOs applying Lean as a strategy saw superior results by focusing on people and cumulative learning to solve problems and translate gains to the bottom line.
This document provides information about a Lean Manager Certification Program. The program is a 6-month, hands-on training designed to teach directors, managers, and specialists how to apply Lean principles to identify problems, formulate solutions, and develop a culture of continuous improvement. The training consists of 14 modules that cover topics such as Lean transformation, production planning, problem solving, and Lean leadership. Participants are required to complete all training sessions and implement an assigned project to become certified. The goal of the program is to develop Lean practitioners and leaders who can manage operations using Lean thinking and tools.
The document discusses applying Lean principles to instructional design using the ADDIE model. It advocates analyzing training needs closely with business goals in mind. The design phase includes prototyping and stakeholder feedback. Development focuses on subject matter expert review. Implementation involves announcing training and delivery. Evaluation assesses learning and business impact in multiple levels. Lean ID aims to eliminate waste from the training process.
Nem360 2017 setting technology trends into the strategic context v200Markku Rehberger
Markku Rehberger is a project manager for GDPR compliance who has experience in various industries including IT, manufacturing, energy, and construction. In his presentation, he discusses the need for companies to develop digital strategies that leverage new technologies in order to stay competitive. He notes that most companies currently lack clear strategies and the management capabilities needed to effectively utilize technology. Rehberger advocates that companies analyze strategic contexts, design new business capabilities directed by technology, and focus on automation and cognitive computing in order to prevail against competitors in the digital age.
This document discusses process innovation tools and their benefits. It outlines three tools - TRIZ, breaking assumptions, and SCAMPER. TRIZ helps solve problems by understanding conflicts and better using resources. Breaking assumptions leads to innovative solutions by challenging current thinking. SCAMPER prompts new ideas through substituting, combining, or modifying existing processes. Process innovation tools allow organizations to radically improve processes rather than just incrementally change them.
The new role of industrial engineering in a flat worldPablo Santana
The document discusses how the role of industrial engineering has changed in recent decades due to factors like globalization, mass customization, and accelerated product development. Traditional industrial engineering focused on areas like process improvement and facility layout, but now must also address new technologies, business models, and applying concepts like lean management and theory of constraints across more areas. Additionally, innovation and creating new customer value are increasingly important, going beyond just optimizing existing processes. The role of industrial engineers is shifting from pure optimization to also enabling innovation through concepts like systematic innovation and managing knowledge across the organization.
This document discusses several approaches to total quality management (TQM), including:
- The Deming management philosophy which focuses on systems thinking, understanding variation, theory of knowledge, and psychology. It also outlines Deming's famous 14 points for management.
- The Juran philosophy which emphasizes quality planning, control, and improvement. It promotes conformance to specifications and statistical tools.
- The Crosby philosophy which advocates the principles of "zero defects" and prevention over inspection. It also lists Crosby's famous 14 points for quality improvement.
- Feigenbaum's philosophy which coined the term "total quality control" and viewed quality as a strategic business tool requiring involvement from everyone. It promoted using
Roger Garrini
Directing Agile Change
Successful change - good culture and governance matter
APM Governance Specific Interest Group Conference
London, 06 Oct 2016
This document discusses process innovation tools. It outlines the benefits of TRIZ, breaking assumptions, and SCAMPER for process excellence. Process excellence is often unsuccessful due to a failure to understand entire processes. Using process innovation tools can improve success rates by focusing on innovating, not just improving, processes. TRIZ helps solve problems by understanding conflicts and resources. Breaking assumptions leads to innovative solutions by challenging current thinking. SCAMPER prompts new ideas through substituting, combining, and modifying existing processes.
Design thinking innovation training course outline - building a co-design app...DesignThinkers
This document outlines an action learning course that teaches design thinking. The course objectives are to help participants unravel challenges and co-create solutions by discovering customer needs, transforming insights into ideas and designs, enabling co-creation, and learning early stage testing. It defines design thinking as a problem-solving method that involves interdisciplinary collaboration to innovate. The document provides frameworks and tools to apply design thinking, such as role playing and developing empathy, and explains how design thinking can help businesses innovate, differentiate their models, and focus their efforts.
The document discusses the concepts of Enterprise 2.0 and Web 2.0. It provides definitions of Enterprise 2.0 from various experts that focus on adopting social media and participative technologies in organizations. The document then reviews principles and lessons from prior management philosophies like Scientific Management, the work of Deming, Drucker, Senge and Toyota. It proposes a new perspective on Enterprise 2.0 as a learning organization focused on knowledge work and workers.
The document summarizes the origins and principles of Lean manufacturing as derived from Toyota's production system. It describes a 1990 study showing Japanese automakers had 50% higher productivity and quality with 40% faster development times using Lean principles. Lean focuses on eliminating waste to optimize value delivery. The core ideas are only producing what is needed when it is needed, stopping work to fix problems, and empowering employees.
Only 20% of innovation management suitable for digitalization. Find out what key success factors drive those disciplines and what tools are possible options.
The case dives deeper into digital idea management (the tool shown live is viima) and InnoSurvey, a 360 degree innovation assessment built on proven metrics.
Slides are from a lecture on Digital Industry (Certificate of Advanced Studies at FHNW).
The lecture is min. 1 hr plus practical parts provided as preparation or exercises. Get German language support and more material here: https://www.sensaco.com/digital-innovation-management/
Presented by:
Bank of America
QuantumConnect
We will examine the three pillars of successfully running learning as a business: standardization, technology, and resourcing.
For Learning to be a legitimate business, it must possess the infrastructure fundamentals that enables all other business units to thrive.
Successful business requires: your ability to produce a consistent and reliable product, the technology that provides you the visibility to lead and results you can measure, and your ability to effectively optimize your resources (internal and outsourced).
To effectively learn a business, you must:
Understand the secrets to successfully aligning your resources, including outsourcing
Understand the workflow technology required to run your organization as a business
Understand the challenges and techniques used to standardize development across an enterprise.
These are possibly the largest barriers to success and are most certainly the most notable areas that are subject to failure.
Outcome Engineering 101: Five Guidelines to Delivering Products that Create I...Cognizant
Outcome engineering is a creative process that marries technological perspective with design thinking to ensure products deliver desired business outcomes. The document provides 5 guidelines for outcome-oriented product development: 1) Reframe how designers and engineers work together from the start, 2) Make innovation practical through user empathy, 3) Iteratively improve products through small changes, 4) Validate ideas quickly with prototyping, and 5) Motivate teams through gamification by tying rewards to impact. The goal is to anticipate customer needs, bring out the best in design and technology, and continually refine products through testing to gain a competitive edge.
The document summarizes key principles of the Toyota Way presented by Jeffrey Liker from the University of Michigan. The Toyota Way focuses on long-term thinking, respecting people, eliminating waste from processes, and continuous improvement. It emphasizes base management on a long-term philosophy, develop leaders committed to the culture, continuously improve processes through standardizing tasks and problem solving, and make decisions slowly through consensus building.
Special Project, Challenges of IT ImplementationTonjeB
Implementing new technologies presents many challenges for companies. Constant changes in technology, customer needs, and product life cycles make it difficult for companies to keep up. Employees also need continuous training to adjust to new technologies. A clear strategy and communication between management and employees is important for successful implementation. The eight step model provides a framework for identifying, planning, and integrating technologies that meet business needs and lead to long-term success. Focusing on both efficiency and effectiveness throughout the implementation process helps companies overcome challenges and realize the advantages of new technologies.
Similar to Lean strategy: Solving the right problems by Daniel T Jones (20)
En ces temps de grands changements, comment réagir ? Il existe deux risques principaux : rester immobile en attendant que ça passe, ou bien d'engager toute l'entreprise dans de grands paris risqués.
Une bien meilleure approche est celle du "scenario planning", élaborée par Pierre Wack chez Royal Dutch Shell sur la base des travaux de Herman Kahn. Cette approche permet d'éviter ces écueils en amenant l'équipe dirigeante à considérer simultanément plusieurs grands scénarios d'évolution.
L'Institut Lean France a préparé ce support, destiné à être partagée en visio-conférence, pour vous aider à guider votre propre réflexion sur le sujet.
En ces temps de grands changements, comment réagir ? Il existe deux risques principaux : rester immobile en attendant que ça passe, ou bien d'engager toute l'entreprise dans de grands paris risqués.
Une bien meilleure approche est celle du "scenario planning", élaborée par Pierre Wack chez Royal Dutch Shell sur la base des travaux de Herman Kahn. Cette approche permet d'éviter ces écueils en amenant l'équipe dirigeante à considérer simultanément plusieurs grands scénarios d'évolution.
L'Institut Lean France a préparé ce support, destiné à être partagée en visio-conférence, pour vous aider à guider votre propre réflexion sur le sujet.
Build Lasting Customer Obsession to Disrupt Yourself, Bianca Bowron-CuthillInstitut Lean France
In Bianca's presentation, learn how Intuit, a 36 year old start up continues to reinvent itself while maintaining a customer obsessed culture across the entire organization & how they continue to humanize the experience they deliver for their customers.
Also learn how Intuit applies lean principles across every aspect of their business and the role this plays in innovation across the organization and how to implement an organization wide customer driven innovation program.
More stories of Lean in digital on www.lean-digital-summit.com
Build Lasting Customer Obsession to Disrupt yourself, Bianca Bowron-Cuthill, ...Institut Lean France
Learn how Intuit continues to reinvent itself while maintaining a customer-obsessed culture and how Intuit applies lean principles across every aspect of their business and the role this plays in innovation across the organization.
More stories of Lean in digital on www.lean-digital-summit.com
The story of our Lean IT journey Melanie Noyel, Acta MobilierInstitut Lean France
The IT team at a company implemented Lean principles and saw many improvements as a result. They reduced support time from 25 hours per week to 10 hours, decreased the backlog of projects from 100 to 60, and increased customer satisfaction scores close to 100 from an initial 67. The team also took pride in their work as bugs decreased and development costs were reduced due to the new Lean processes around visual management, problem solving, and aligning team and customer goals.
Why kanban is the secret to scale your tech team by Marc-Antoine Lacroix QontoInstitut Lean France
The document describes how a tech team at Qonto used Kanban to scale their operations. They implemented a Kanban board to visualize workflow and introduced specific columns for scoping, specification, development, and completion. This helped reduce wait times and align the team. Metrics showed drastic reductions in average cycle times from over 40 days to under 2 days after adopting Kanban.
This talk by Cecil Dijoux, author of #Hyperlean, is about answering the questions managers ask themselves every day to thrive in the digital era. How to daily manage the activity so that customer experience remains at the very heart of the team concern? How to foster the right context to encourage experimentation and the development of the team agility? How to adopt the right posture to engage every one, every day in the thinking, building, checking, learning loop so that each team member can see her or his contribution to the company operational improvement and financial growth as she learns new things about her own work?
Find out more about Lean in the digital world on www.lean-digital-summit.com
Today digital transformations push IT organizations to develop new products and services faster while they must keep maintaining their legacy systems. Because of the increase of new assets, new technologies, new customers, the number of incidents grows dramatically. The impact is huge on both customers and companies. It forces CIOs to put more budget on RUN to the detriment of CHANGE to keep the situation under control. The good news is that it is possible to get out of this critical situation.
Through a concrete story, within the banking sector, Pierre Jannez, Lean IT coach with Operae Partners, explained how a team leader and his 7 teammates have put the situation back on track by removing all incidents of a critical application in 6 months ; how they multiplied per 3 their productivity using the two pillars of the Toyota Production System, Just In Time & Jidoka, to deliver corrections faster, with the best level of quality ever, and eventually how they progressively moved from a reparation work.
More stories of Lean in digital are available on www.lean-digital-summit.com
Dr Pierre Masai is the VP Information Systems at Toyota Motor Europe. Discover his presentation from the Lean Digital Summit 2019.
More Lean IT stories on www.lean-digital-summit.com
The high performance learning enterpris, by Steve Bell and Karen WhitleyInstitut Lean France
Steve Bell and Karen Whitley-Bell from Digital Lean Strategies presented 7 principes for the high performance learning enterprise at the Lean Digital Summit 2019.
Discover more Lean Digital stories on www.lean-digital-summit.com
Bas Vodde is the creator of LeSS, a lightweight (agile) framework for scaling Scrum to more than one team.
Toyota Production System and Lean Thinking have been an essential influence to LeSS. Lean Thinking is one of the ten LeSS principles. In this talk, he zoomed in a little on how and why Lean Thinking influenced LeSS and how similar thinking can help your development independent of ‘scaling framework’.
LeSS is different with other scaling frameworks in the sense that it provides a very minimalistic framework that enables empiricism on a large-scale which enables the teams and organization to inspect-adapt their implementation based on their experiences and context. LeSS is based on the idea that providing too much rules, roles, artifacts and asking the organization to tailor it down is a fundamentally flawed approach and instead scaling frameworks should be minimalistic and allowing organizations to fill them in.
More Lean presentations are available on www.lean-digital-summit.com
Have your improvements plateaued? Are Scrum Masters acting more like facilitators than active improvement drivers? Are your improvement efforts grounded in reactive problem solving and good intentions but failing to deliver true and measurable results? These questions indicate that there is a “missing link” between the improvement culture that so many Agilists want but rarely find they can execute. This presentation captures the last six years of experience working with Toyota Kata in an Agile setting, helping teams, departments, business units and organizations learn how to set ambitious and measurable improvement goals and work iteratively toward them.
Discover more Lean Digital stories on www.lean-digital-summit.com
For Alistair Cockburn, Agile has become overly decorated. Let’s scrape away those decorations for a minute, and get back to the center. The Heart of Agile is a fresh look at Agile that strips away a lot of the noise that has built up over recent years. It contains just four imperatives: Collaborate, Deliver, Reflect, Improve. With these four words, we can both improve the effectiveness of any organization and also find new and interesting topics that are not in the common agile literature.
More presentations from the Lean Digital Summit 2019 are available on www.lean-digital-summit.com
Lean and agile software because or despite rising complexity by Yves CaseauInstitut Lean France
At the Lean Digital Summit 2019, Yves Caseau, Group CIO of Michelin talked about software factories and how to leverage lean and agile practices to cope with uncertainty and complexity. It turns out that rising complexity is also making the mindset change to « agile laissez-faire » more difficult. He explained how Lean roots help to anchor the continuous learning and software craftsmanship ambition into corporate governance for large organizations.
More Lean digital stories on www.lean-digital-summit.com
A transformation journey for a complex development organizationInstitut Lean France
A presentation by Burak Ilter, Head of Lean Engineering, Konica Minolta at the Lean Digital Summit 2019.
Workplace Hub (WPH) project is a very complex project both technically and organization-wise. Burak explained how they are transforming this complex software development project into a truly agile one, the talk focused on metrics, processes (based on SAFe), job roles and responsibilities and about how they are changing the mindsets and behaviors using these as input and what are the results so far.
More Lean Digital stories on www.lean-digital-summit.com
Can Lean help improve the Architecture Maturity of an entire Organization?Institut Lean France
Architecture is more often recognized as an art than as a science. At the Lean Digital Summit, Pierre Marchand and Christian Phan-Trong from Swiss Life will discuss how taking a fresh look at Architectural activities through a process and a “Lean” lens can yield unexpected benefits for the Architects as individuals and as a team. They also explained how this approach can greatly improve the architectural quality of the deliverables and the architectural maturity of an Organization.
More Lean Digital stories on www.lean-digital-summit.com
Résolution de problème et autonomie des équipes, l’exemple de la Plateforme S...Institut Lean France
Le Lean et La Poste dans la transition du monde industriel vers le monde des services. Au travers l’histoire de l’atelier de réparation et entretien des vélos à assistance électrique de la plateforme courrier colis de Roubaix, Nathalie Lagrenée, Marine Kiss Codron et Laurent Sarens ont expliqué comment l'on fait du Lean à La Poste dans un contexte d’évolution du métier. Dans cette présentation au Lean Tour Lille 2019, ils ont expliqué comment une entreprise de services publics en pleine transformation se donne les moyens de faire grandir ses collaborateurs, de conserver et maîtriser les savoir-faire tout en supprimant les coûts cachés, et comment l’innovation, le progrès et l’autonomie des équipes révèlent une performance durable.
Découvrez d'autres récits de transformation Lean sur www.institut-lean-france.fr
Se transformer soi-même pour transformer sa boite, Priscilla SaunierInstitut Lean France
Priscilla Saunier raconte la reprise du groupe Maisonneuve de construction de maisons individuelles et ce qu'elle a appris de cette aventure. Son intervention au Lean Tour Lille 2019 porte sur la confiance dans les équipes et en faveur des clients, l’autonomie et la latitude décisionnelle de chacun, la bienveillance et l’écoute. Son souhait de permettre à chacun de se réaliser, favoriser les initiatives, donner le droit à l’erreur, le tout vers une vision client phare et au centre de la stratégie du groupe. Découvrez d'autres retours d'expérience de mis en oeuvre du Lean sur cette même chaine et sur www.institut-lean-france.fr
Maximize Your Efficiency with This Comprehensive Project Management Platform ...SOFTTECHHUB
In today's work environment, staying organized and productive can be a daunting challenge. With multiple tasks, projects, and tools to juggle, it's easy to feel overwhelmed and lose focus. Fortunately, liftOS offers a comprehensive solution to streamline your workflow and boost your productivity. This innovative platform brings together all your essential tools, files, and tasks into a single, centralized workspace, allowing you to work smarter and more efficiently.
m249-saw PMI To familiarize the soldier with the M249 Squad Automatic Weapon ...LinghuaKong2
M249 Saw marksman PMIThe Squad Automatic Weapon (SAW), or 5.56mm M249 is an individually portable, gas operated, magazine or disintegrating metallic link-belt fed, light machine gun with fixed headspace and quick change barrel feature. The M249 engages point targets out to 800 meters, firing the improved NATO standard 5.56mm cartridge.The SAW forms the basis of firepower for the fire team. The gunner has the option of using 30-round M16 magazines or linked ammunition from pre-loaded 200-round plastic magazines. The gunner's basic load is 600 rounds of linked ammunition.The SAW was developed through an initially Army-led research and development effort and eventually a Joint NDO program in the late 1970s/early 1980s to restore sustained and accurate automatic weapons fire to the fire team and squad. When actually fielded in the mid-1980s, the SAW was issued as a one-for-one replacement for the designated "automatic rifle" (M16A1) in the Fire Team. In this regard, the SAW filled the void created by the retirement of the Browning Automatic Rifle (BAR) during the 1950s because interim automatic weapons (e.g. M-14E2/M16A1) had failed as viable "base of fire" weapons.
Early in the SAW's fielding, the Army identified the need for a Product Improvement Program (PIP) to enhance the weapon. This effort resulted in a "PIP kit" which modifies the barrel, handguard, stock, pistol grip, buffer, and sights.
The M249 machine gun is an ideal complementary weapon system for the infantry squad platoon. It is light enough to be carried and operated by one man, and can be fired from the hip in an assault, even when loaded with a 200-round ammunition box. The barrel change facility ensures that it can continue to fire for long periods. The US Army has conducted strenuous trials on the M249 MG, showing that this weapon has a reliability factor that is well above that of most other small arms weapon systems. Today, the US Army and Marine Corps utilize the license-produced M249 SAW.
Originally presented at XP2024 Bolzano
While agile has entered the post-mainstream age, possibly losing its mojo along the way, the rise of remote working is dealing a more severe blow than its industrialization.
In this talk we'll have a look to the cumulative effect of the constraints of a remote working environment and of the common countermeasures.
Small Business Management An Entrepreneur’s Guidebook 8th edition by Byrd tes...ssuserf63bd7
Small Business Management An Entrepreneur’s Guidebook 8th edition by Byrd test bank.docx
https://qidiantiku.com/test-bank-for-small-business-management-an-entrepreneurs-guidebook-8th-edition-by-mary-jane-byrd.shtml
This presentation, "The Morale Killers: 9 Ways Managers Unintentionally Demotivate Employees (and How to Fix It)," is a deep dive into the critical factors that can negatively impact employee morale and engagement. Based on extensive research and real-world experiences, this presentation reveals the nine most common mistakes managers make, often without even realizing it.
The presentation begins by highlighting the alarming statistic that 70% of employees report feeling disengaged at work, underscoring the urgency of addressing this issue. It then delves into each of the nine "morale killers," providing clear explanations and illustrative examples.
1. Ignoring Achievements: The presentation emphasizes the importance of recognizing and rewarding employees' efforts, tailored to their individual preferences.
2. Bad Hiring/Promotions & Broken Promises: It reveals the detrimental effects of poor hiring and promotion decisions, along with the erosion of trust that results from broken promises.
3. Treating Everyone Equally & Tolerating Poor Performance: This section stresses the need for fair treatment while acknowledging that employees have different needs. It also emphasizes the importance of addressing poor performance promptly.
4. Stifling Growth & Lack of Interest: The presentation highlights the importance of providing opportunities for learning and growth, as well as showing genuine care for employees' well-being.
5. Unclear Communication & Micromanaging: It exposes the frustration and resentment caused by vague expectations and excessive control, advocating for clear communication and employee empowerment.
The presentation then shifts its focus to the power of recognition and empowerment, highlighting how a culture of appreciation can fuel engagement and motivation. It provides actionable takeaways for managers, emphasizing the need to stop demotivating behaviors and start actively fostering a positive workplace culture.
The presentation concludes with a strong call to action, encouraging viewers to explore the accompanying blog post, "9 Proven Ways to Crush Employee Morale (and How to Avoid Them)," for a more in-depth analysis and practical solutions.
A comprehensive-study-of-biparjoy-cyclone-disaster-management-in-gujarat-a-ca...Samirsinh Parmar
Disaster management;
Cyclone Disaster Management;;
Biparjoy Cyclone Case Study;
Meteorological Observations;
Best practices in Disaster Management;
Synchronization of Agencies;
GSDMA in Cyclone disaster Management;
History of Cyclone in Arabian ocean;
Intensity of Cyclone in Gujarat;
Cyclone preparedness;
Miscellaneous observations - Biparjoy cyclone;
Role of social Media in Disaster Management;
Unique features of Biparjoy cyclone;
Role of IMD in Biparjoy Prediction;
Lessons Learned; Disaster Preparedness; published paper;
Case study; for disaster management agencies; for guideline to manage cyclone disaster; cyclone management; cyclone risks; rescue and rehabilitation for cyclone; timely evacuation during cyclone; port closure; tourism closure etc.
Designing and Sustaining Large-Scale Value-Centered Agile Ecosystems (powered...Alexey Krivitsky
Is Agile dead? It depends on what you mean by 'Agile'. If you mean that the organizations are not getting the promised benefits because they were focusing too much on the team-level agile "ways of working" instead of systemic global improvements -- then we are in agreement. It is a misunderstanding of Agility that led us down a dead-end. At Org Topologies, we see bright sparks -- the signs of the 'second wave of Agile' as we call it. The emphasis is shifting towards both in-team and inter-team collaboration. Away from false dichotomies. Both: team autonomy and shared broad product ownership are required to sustain true result-oriented organizational agility. Org Topologies is a package offering a visual language plus thinking tools required to communicate org development direction and can be used to help design and then sustain org change aiming at higher organizational archetypes.
From Concept to reality : Implementing Lean Managements DMAIC Methodology for...Rokibul Hasan
The Ready-Made Garments (RMG) industry in Bangladesh is a cornerstone of the economy, but increasing costs and stagnant productivity pose significant challenges to profitability. This study explores the implementation of Lean Management in the Sampling Section of RMG factories to enhance productivity. Drawing from a comprehensive literature review, theoretical framework, and action research methodology, the study identifies key areas for improvement and proposes solutions.
Through the DMAIC approach (Define, Measure, Analyze, Improve, Control), the research identifies low productivity as the primary problem in the Sampling Section, with a PPH (Productivity per head) of only 4.0. Using Lean Management techniques such as 5S, Standardized work, PDCA/Kaizen, KANBAN, and Quick Changeover, the study addresses issues such as pre and post Quick Changeover (QCO) time, improper line balancing, and sudden plan changes.
The research employs regression analysis to test hypotheses, revealing a significant correlation between reducing QCO time and increasing productivity. With a regression equation of Y = -0.000501X + 6.72 and an R-squared value of 0.98, the study demonstrates a strong relationship between the independent variables (QCO downtime and improper line balancing downtime) and the dependent variable (productivity per head).
The findings suggest that by implementing Lean Management practices and addressing key productivity inhibitors, RMG factories can achieve substantial improvements in efficiency and profitability. The study provides valuable insights for practitioners, policymakers, and researchers seeking to enhance productivity in the RMG industry and similar manufacturing sectors.
Neal Elbaum Shares Top 5 Trends Shaping the Logistics Industry in 2024Neal Elbaum
In the ever-evolving world of logistics, staying ahead of the curve is crucial. Industry expert Neal Elbaum highlights the top five trends shaping the logistics industry in 2024, offering valuable insights into the future of supply chain management.
2. Technological opportunities
Work & organisation
User acceptance
Lean Startup
Agile Development
Design Thinking
Lean Product &
Process Development
Lean Thinking & Lean Strategy
The real digital challenge
Can we build people-centric
organisations for this age?
3. Common Obstacles
Strategy & planning separate from execution & operations
Bureaucratic systems & functional silos inherently resist change
Financial systems can’t see problems or improvements
Change through experts & compliance – disengaged employees
Innovation through big leaps & disruption
Lots of wasted time, effort, capital & resources
4. people-free factories or people-centric systems
simpler multi-model flexible factories
zero emissions
smaller footprint
40% less cost
autonomous products or human assist
“artificial intelligence is the future
but people come first”
5. Toyota’s strategy was always based on learning
Gemba as a source of transformation – dynamic gains
Challenging and enabling everyone to grow & develop
Continuous innovation of leading technologies
Lean strategy is solving the right problems
using a different way of thinking
Choosing people-centric solutions
7. Lead from the ground up
Go to the gemba – help solve an immediate problem
& show your commitment to learn
Begin to see the underlying problems
& the capabilities needed to solve them
Set the improvement directions
Which physical metrics will yield the desired business results
Clear how everyone can contribute to make these improvements
8. Toyota Production System is a learning system
Single-loop &
double-loop
learning
Improving work
& processes
9. Form solutions through repeated experiments
Reusable knowledge
captured in standards
Reusable learning
to solve tomorrows’ problems
Not about rolling out “best practice”
10. Products are a stream of value - with a takt time
Parallel evolution of technical capabilities
Chief Engineer – observes the user, producer and supplier gembas
Defines the overall product concept
Makes judgements on new and existing features
Technical departments – provide the knowledge
& manage the learning curves
Continuous innovation in line with user needs the key
to learning faster than the competition
11. Lean is a business system
that learns to solve
the right problems
faster than competitors
while wasting less time, effort,
capital & resources