LKCE19 - Katya Terekhova - Siberian tale, part 2: how we implemented classes of services
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The document discusses the benefits of meditation for reducing stress and anxiety. Regular meditation practice can help calm the mind and body by lowering heart rate and blood pressure. Studies have shown that meditating for just 10-20 minutes per day can have significant positive impacts on both mental and physical health over time.
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LKCE19 Keynote Yves Morieux - Bringing Managers Back to Work
Companies are multiplying initiatives to evolve their organization and ways of working to cope with the new challenges of competitive advantage – including how to leverage the potential of digital technologies. These efforts go by various names – Lean and Agile are the most popular, but we also hear about holacracy, the polycratic organization and exponential organizations. Beyond the name tags and labels, the real issue is a revolution in the role of management. Without this revolution, the new technologies don’t deliver on their promise, the organization just gets more complicated when the Agile paraphernalia is added on top of the structure and processes -- and productivity keeps declining while people disengage. Drawing on his contribution to the development of organization theory and his consulting work with more than 500 organizations, Yves Morieux will discuss the practical role of managers, their duties and ways to add value for the new organization to create profitable growth.
LKCE19 Oliver Finker - Wardley Mapping meets the Kanban Maturity Model
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LKCE2019 - Cliff Hazell - Beyond Copy Paste Agile
Most companies claiming to, or wanting to, be agile, start at the team level. Often this involves adopting a model or framework that either only has those parts, or ignoring the Program and Stategy level changes. At best this inspires a change journey, but more often this yields little impact on the long term business metrics. In this session I will draw in my different experiences, as a Business Manager, Product Lead, and Coach designing effective orgs at Spotify, to demonstrate how the 3 lenses of Systems, Science and Sapiens, help in gather broader perspective, which ultimately leads to more effective, longer lasting, impact.
LKCE19 - Natalia de Souza Manha - Lean Portfolio Governance with Kanban in a ...
LKCE19 - Natalia de Souza Manha - Lean Portfolio Governance with Kanban in a ...Lean Kanban Central Europe
The goal of this presentation is to show how a Financial Technology Company in Brazil sustainable evolve from 20 teams running around 50 initiatives to 140 teams with more then 400 initiatives in 4 years, becoming NYSE's Biggest IPO Since Snap in 2018, following what we call an Agile Journey supported by Kanban. Some of the practices we use in our organization that will be presented here: Fit for Purpose clients segmentation, OKRs to provide alignment between strategic, tactical and operational levels, Lean Canvas and A3 for design, implementation and delivery process follow up and, finally, a Portfolio Kanban that started in a Power Point, with metrics done manually in Excel, based in the Spotify Product Development process and today is evolving based on Flight Levels, supported by tools as Swiftkanban and PowerBI and in the autonomy of people involved in this process, as Management and Product Owners.LKCE19 - Bea Knippenberg & Daniel Schimera - Portfolio-Planung von Top-Down z...
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Wer hat dies nicht auch schon erlebt – jedes Jahr findet sie statt – die Jahresplanung der Unternehmung. Ziele, die von „Oben“ vorgegeben werden, von der „Mitte“ mit konkreten Maßnahmen unterfüttert werden, welche wiederum zu einem Jahres-Portfolio führen, welches „Unten“ nur noch umsetzen muss.
Und dabei ist man doch soooo agil! < /br>
Nun ja, der Weg ist nie leicht.REWE Digital hat im letzten Jahr ein paar Veränderungen vorgenommen und organisiert inzwischen zum Beispiel ihr Portfolio mit Kanban.In unserem Erfahrungsbericht wollen wir unseren Weg von der Top - Down Jahres - & Portfolioplanung hinzu einer Bottom - Up und schließlich rollierenden Portfolioplanung teilen.LKCE19 - Thomas Epping - Kanban auf leisen Sohlen
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LKCE19 - Dimitar Karaivanov - Business Agility through the Eyes of a Metalhea...
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Companies are multiplying initiatives to evolve their organization and ways of working to cope with the new challenges of competitive advantage – including how to leverage the potential of digital technologies. These efforts go by various names – Lean and Agile are the most popular, but we also hear about holacracy, the polycratic organization and exponential organizations. Beyond the name tags and labels, the real issue is a revolution in the role of management. Without this revolution, the new technologies don’t deliver on their promise, the organization just gets more complicated when the Agile paraphernalia is added on top of the structure and processes -- and productivity keeps declining while people disengage. Drawing on his contribution to the development of organization theory and his consulting work with more than 500 organizations, Yves Morieux will discuss the practical role of managers, their duties and ways to add value for the new organization to create profitable growth.
LKCE19 Oliver Finker - Wardley Mapping meets the Kanban Maturity Model
Based on empiricism and many case studies, the Kanban Maturity Model offers organizations pragmatic guidance about which of about 150 sub-practices within the Kanban method are aligned with their organizational maturity levels. It maps those practices to observable business outcomes using seven levels of maturity and aids evolution of processes. When it comes to evolution, Wardley Maps can show the state of evolution of components within a value stream in relation to a predefined anchor and helps with gaining situational awareness. In my talk I will show how Wardley Maps and the Kanban Maturity Model overlap and how you can use both in combination to assess how to choose appropriate methods and practices for the context you’re in.
LKCE2019 - Cliff Hazell - Beyond Copy Paste Agile
Most companies claiming to, or wanting to, be agile, start at the team level. Often this involves adopting a model or framework that either only has those parts, or ignoring the Program and Stategy level changes. At best this inspires a change journey, but more often this yields little impact on the long term business metrics. In this session I will draw in my different experiences, as a Business Manager, Product Lead, and Coach designing effective orgs at Spotify, to demonstrate how the 3 lenses of Systems, Science and Sapiens, help in gather broader perspective, which ultimately leads to more effective, longer lasting, impact.
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Und dabei ist man doch soooo agil! < /br>
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Some companies motivate people with perks, ultimately draining motivation. Here’s a scientific explanation & some hands-on options for enabling true motivation.
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LKCE19 - David J. Anderson - Why We Need KMM
The Kanban Maturity Model democratizes successful Agile transformation. It enables faster, better results without the high costs and extreme failure rate associated with the conventional path to Agile. For over a decade, the Kanban Method has been your alternative path to agility. Now the KMM offers a map to consistently achieve superior business agility. Regardless of your starting conditions, the Kanban Maturity Model can help you improve collaboration, trust, team work, service delivery, customer satisfaction, business agility, risk management and economic performance. David’s talk explains how KMM helps you understand your context and choose appropriate Kanban practices. Your circumstances are unique. You need pragmatic, actionable, evidence-based guidance that works. The KMM codifies a decade of Kanban coaching experience and delivers it in a consumable package that will democratize business agility. KMM: successful evolutionary change for professional service businesses of every size and maturity level.
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* reduce the cost for centralised quality assurance by 60 %
* reduce the amount of central leadership positions to 5 %
'We' means a team of approx 1.400 people working in software development in a large complex organisation, a leading telecommunications provider in Switzerland.
This is an experience report of our continuous transformation.LKCE19 - Bruna Sassaro und Mesrop Yaghubian: 1+1=1 Eine Kanban Success Story
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Das Wertschriftenabwicklungsvolumen der wichtigsten Kantonalbank in der Schweiz hat sich in den letzten drei Jahren beinahe verdoppelt. Im Backoffice hatte man sich zum Ziel gesetzt, diesen Anstieg ohne zusätzliche Ressourcen zu meistern. Dieses ambitionierte Ziel war der Startschuss einer Reise auf dem Pfad der kontinuierlichen Verbesserung. Innovationen zielgerichteter und schneller umsetzen zu können war die Motivation, die Grundprinzipien von Kanban waren der Kompass. Mit einem Rucksack voller Leidenschaft wurde gestartet zu neuen Denkweisen, zu eigenverantwortlichem Handeln und inspirierender Zusammenarbeit. Mit Erfolg!LKCE19 - Boris Karl Schlein - Two Epics per Week?!
Starting in early 2019 our stakeholders told us that delivering two epics per week is way too low. We then did a deep analysis of our problems using systems mappings and we derived actions from it. In my talk we take a look at these systems mappings, the derived actions, and their effects by using real data of our three level Kanban system. On our way towards operational excellence it is surprising which elements have an impact on WIP, throughput, cycle time and how this affects operating costs and the value we deliver to our customers.
LKCE19 - Nadine Wolf - Die sechs Kanban-Praktiken als Hilfsmittel für (Selbst...
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Um die eigenen Leadership-Fähigkeiten auszubauen und selbst Führung für sich und andere zu übernehmen, gibt es einen Dschungel an Optionen. Das macht es nicht leichter, seinen eigenen Weg zu Wirksamkeit zu finden. Da stellt sich die Frage, auf welche konkreten Praktiken man sich dabei konzentrieren kann. So entstand die Idee, die sechs Kanban-Praktiken, die meistens auf Teams, per Portfolio-Kanban oder bezogen auf die ganze Organsiation angewendet werden, aus dem Blickwinkel der Selbstführung zu betrachten. Dieser Vortrag vermittelt Möglichkeiten, wie sich die sechs Kanban-Praktiken als Inspiration für wirksame (Selbst-)Führung nutzen lassen.LKCE19 - Carmen Rudolph & Franziska Stoll - Meet Miss Moneypenny! Oder: 'Kann...
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Rechnungswesen, Eventorganisation, Logistik- und Materialmanagement, Gästebetreuung, Officemanagement und die zuständige „Kannst-du-mal-kurz-Zentrale“ - Das Moneypenny Team bei it-agile ist vor allem eins: multidisziplinär. Die Vielschichtigkeit unserer Aufgaben zeigt sich auch auf unserem, über die Jahre stetig weiterentwickelten, Kanban-Board. Wir stellen vor, wie es uns gelingt, unterschiedlichste Aufgabenbereiche zu visualisieren, welche teameigenen Tools wir geschaffen haben und welchen Herausforderungen wir dabei bisher begegnet sind.
LKCE19 - Sven Günther & Henning Wolf - DYNAMIC - How to get Fit for Purpose
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The Fit for Purpose Framework already gained momentum describing the criteria to develop the products and services that customers want and are willing to pay for. But how to start implementing the framework at your company? DYNAMIC is derived from STATIK and will provide the steps you can use to implement the F4P framework on your own.LKCE19 - Kulawat Wongsaroj & Kamon Treetampinij - The House of Enterprise Agi...
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Piloting Scrum teams in enterprise usually goes pretty well. You isolate your best people in dedicated teams focusing on the same new product without any interruption. You have demo sessions in the spotlight of top management every two weeks. How can it possibly go wrong?
The problem begins when the management asks you to scale your success through the rest of the company.You then learn it the hard way that Scrum of Scrum is not enough, Spotify model is chaotic, SAFe is too much and LeSS is too ideal.You were told Agile is a mindset and you need to create your own blueprint but you are lost in the ocean of scaled agile frameworks.
This talk tells our story of how we put together a set of fundamental tools in The House of Enterprise Agility to help our enterprise client improve their business agility. Many of them have very little to do with information technology.If you are looking for inspiration to create your own enterprise agile blueprint, this talk might interest you.LKCE19 Klaus Leopold - Flight Levels in Action
Immer mehr Organisationen setzen Flight Levels als ein Denkmodell ein, damit das Unternehmen agil am Markt agieren kann. Dafür braucht es sehr viel mehr, als einfach nur ein paar Teams zu agilisieren. In diesem Vortrag werde ich anhand eines Unternehmens zeigen, wie Flight Levels dafür verwendet werden, teamübergreifende Business Agilität zu erreichen. Ich werde auch darauf eingehen, welche Boards gebaut wurden, um agile Interaktionen zwischen den Teams zu etablieren und wie sich die Arbeit über die Boards bewegt, damit strategisches Alignment in der gesamten Organisation erreicht wird.
LKCE19 Jochen Goeser & Carmen Knippenberg - Flight Level Boards - Experiences...
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Bosch Power Tools is undergoing its biggest transformation ever with the 'Agile Transformation @ PT' project. After having created around 50 cross-functional purpose teams we are looking into how to align them and also come to the next level - making PT a true business agile organization.LKCE19 - Patrick Steyaert - Agile Portfolio’s as Market Places - Autonomy mee...
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Self-governance models (e.g. Holacracy, Teal organization, Sociocracy 3.0, …) as well as models for aligned autonomy(e.g.the 'Spotify model') have emerged to address the need for strategic agility.Strategic agility, however, requires more than autonomy and alignment.Suppose that you are working in an organization where you have multiple initiatives going on.On a regular basis work finishes and capacity becomes available(supply - side).At the same time customers– external as well as internal– are requesting new work to be performed(demand - side).Ideally, you can perfectly match the needs of newly arrived work with the capacity that has become available.In reality, however, work arrives when there is no free capacity or where the right type of capacity is not free;or, capacity becomes available when there is no new demand or where the demand is not of the right type. Whether we want it or not, organizations are market places where an ever - varying, ever - evolving demand is confronted with an ever varying, ever - evolving supply.These market places are internal, but reflect the external market place.As a reflection they can draw inspiration from these external market places in the way they are operated.In this presentation we will explore what it takes to run an 'agile portfolio' as an(internal) market place inspired on financial markets. We will start with laying out the structure of the portfolio as a market place(who trades what, and so on).In analogy to the concept of market liquidity that can be found in financial markets, we will explore organizational liquidity as a measure of how well supply and demand can be matched.We will take into account all the realities of a varying demand and a constrained supply and discuss why and how to improve liquidity.We will explore the concept of disintermediation(cutting out the middlemen), a hot trend in financial markets(e.g.with cryptocurrencies).Inspired by this, we will end with giving a glimpse of a possible future of internal market places that are regulated by a digicoin.The goal is to explore disintermediated liquidity as a powerful new way of self - organizing.LKCE18 Keynote David J. Anderson - Defining Leadership Maturity
Organizational maturity and predictable business outcomes will always be limited by the maturity of leadership. This talk will codify leadership behavior against the seven levels of the Kanban Maturity Model and explain the role of a leader as the social engineer who must create the culture for improved maturity. This talk will introduce the concept of organizational entropy and to maintain the high energy state required for deeper maturity levels. The Kanban Maturity Model as a map of practices and business outcomes is useful but often the impediment to success is embedded in the corporate culture and the maturity of the leaders. The Kanban Maturity Model Extension (KMMX) for Leadership Practices provides pragmatic, actionable guidance to coach leaders to take the necessary actions to enable successful evolutionary change.
LKCE18 Janice Linden-Reed - Kanban Saves the World
How does Kanban handle risk and recovery in global disaster relief and business continuity?
The definition of disaster is a condition in which demand far exceeds capacity to cope. Reports of relief efforts after disasters such as earthquakes and tsunamis show lack of coordination, overwhelmed relief workers, and problems with transporting supplies. Before a disaster, preparation means looking at dimensions of risk reduction: vulnerability, efficiency, resilience, system fragility, and the policies of a recovery plan.
Kanban is uniquely well-suited to manage conditions of unbalanced demand vs capacity. This talk looks at the way elements of Kanban can help your business before and after a market disaster, as well as improve serious disaster relief worldwide.
LKCE18 Boris Kneisel - SMART Option Picking for DISCOVERY Kanban
Digital market transformation forces organizations to cope with challenges in SMART-picking of future options from idea-pools in a CUSTOMER-Kanban environment. In order to stay fit-for-purpose (F4P) appropriate services need a market-fitting design, implementation, and service-delivery meeting expectation-levels set by customers and other stakeholders. In VUCA-environments often getting to the right choice proves demanding not only to Service Request Managers, but also for seasoned Sr. Leaders on C-level.
The technique referred to in this session was developed in recent years and evolutionary adjusted to fit various business contexts ranging from turn-around situations, wide-range applicability in high-tech SW- development, and also including XXL-scale programs for SW-implementation & roll-out. Its major contribution is an agnostic approach to addressing VUCA-characteristics in option-pools thereby allowing effective pick & structured processing of items to be pulled into DISCOVERY-procedures (which sometimes already impose major capacity-commit on knowledgable individuals running the evaluations) – the method massively leverages visualization techniques and therefore nicely fits Kanban-principles.
LKCE18 Andy Carmichael - Feedback and Cadence: essentials of agile control an...
LKCE18 Andy Carmichael - Feedback and Cadence: essentials of agile control an...Lean Kanban Central Europe
Feedback and cadence enable agility and evolution, as much for agile organisations as thriving organisms. For example they help your organisation...
Choose the right work Make that work flow Ensure the work’s right, and Improve its workflow?
This presentation will present the improved Kanban schema of seven types of feedback loop that operate at different scales and context, exploring among other things, how bottlenecks to flow appear and how effective cadences can help the organisation respond with effective interventions.LKCE18 Thomas Epping - Mehr Wirkung, weniger Drama
Der Weg hin zu einer modernen Produktentwicklung ist mitunter weit und kann viele Veränderungen erfordern, die mit ebenso vielen Fragen einher gehen:
Welche ersten Schritte bieten sich an, und warum?
Welchem Zweck sollen die ersten Veränderungen dienen?
Wie lassen sie sich in ihrer Wirkung prüfen?
Werden diese und andere Fragen vernachlässigt, so kann das Spektrum der Symptome von Zeitverschwendung über Frust bis hin zu offenen Konflikten reichen. Dieser Vortrag fordert Transparenz, Fokus und Anpassungsfähigkeit von einem Veränderungsvorhaben ein und illustriert eine einfache Möglichkeit dazu.
LKCE18 Steve McGee - KMM Cultural Appraisal and Practical Guidance for Leaders
LKCE18 Steve McGee - KMM Cultural Appraisal and Practical Guidance for LeadersLean Kanban Central Europe
The Kanban Maturity Model levels are defined by the outcomes an organization consistently achieves, by the sophistication of the general practices we recommend, and by the nature of the culture - defined by the values people hold.
This talk will explain how the KMM approach to culture appraisal avoids the bias of self-reporting, and using invalid instruments for measurement, by instead relying on four types of evidence the appraiser finds that supports or contradicts if a value is strongly held.
People need to hold these values strongly - to believe these things matter - or they will be unwilling to implement changes or abandon disciplines that got them improved results.
Therefore, this talk will also explain the approach to providing practical guidance for leaders (and coaches) to drive the adoption of the values that increase the willingness to evolve the implementation of the specific practices as a means to get improved results.LKCE18 Márcio Sete - Flow efficiency - the most powerful improvement driver
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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 shocking!
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. This talk will show you how to increase your flow efficiency by identifying and fixing common sources of waiting time.LKCE18 Sina Schmidt & Falk Engelmann - KLARHEIT 1 Experiment – 18 Ziele – 11 ...
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Viele Teams, viele konkurrierende Ziele und Erwartungen waren der Ausgangspunkt für ein Experiment bei BI@OTTO: 11 Product Owner organisiert als Scrum-Team, um gemeinsam die Vielzahl der Themen in einem komplexen Umfeld besser bewältigen zu können.
In unserem Vortrag stellen wir vor, wie wir bei BI@OTTO, mit Teamgeist, Kanban Flightlevels, Wardley Maps und weiteren Tools, von einem Zustand mit “zu viel” Arbeit zu einem Zustand mit der “richtigen” Arbeit zur “richtigen” Zeit gelangen wollen. Der Vortrag zeigt, was wir bisher in unserem Experiment erlebt haben und was wir als nächstes aus welchem Grund verbessern werden.W.H.Bender Quote 66 - ServPoints Sequence of Service™ should be Identified fo...
W.H.Bender Quote 66 - ServPoints Sequence of Service™ should be Identified fo...William (Bill) H. Bender, FCSI
Specific ServPoints should be tailored for restaurants in all food service segments. Your ServPoints should be the centerpiece of brand delivery training (guest service) and align with your brand position and marketing initiatives, especially in high-labor-cost conditions.
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Foodservice Consulting + Design
原版制作(CDU毕业证书)查尔斯达尔文大学毕业证PDF成绩单一模一样
学校原件一模一样【微信：741003700 】《(CDU毕业证书)查尔斯达尔文大学毕业证PDF成绩单》【微信：741003700 】学位证，留信认证（真实可查，永久存档）原件一模一样纸张工艺/offer、雅思、外壳等材料/诚信可靠,可直接看成品样本，帮您解决无法毕业带来的各种难题！外壳，原版制作，诚信可靠，可直接看成品样本。行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备。十五年致力于帮助留学生解决难题，包您满意。
本公司拥有海外各大学样板无数，能完美还原。
1:1完美还原海外各大学毕业材料上的工艺：水印，阴影底纹，钢印LOGO烫金烫银，LOGO烫金烫银复合重叠。文字图案浮雕、激光镭射、紫外荧光、温感、复印防伪等防伪工艺。材料咨询办理、认证咨询办理请加学历顾问Q/微741003700
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LKCE19 - Maren Baermann - Agile Motivation – the Human Side of Kanban
Some companies motivate people with perks, ultimately draining motivation. Here’s a scientific explanation & some hands-on options for enabling true motivation.
This type is called autonomous motivation(AM).It’ s the inner engine that enables employees to produce exceptional results, act as intrapreneurs & handle stiff challenges with grace.Research shows, AM shouldn’ t be confused with intrinsic motivation or fun. < /br> High AM results in a reduced operational risk, as it lowers the probability of work - related accidents & decreases the error rate.An increased AM will lead to healthier employees & improve outcome quality.Yet, the most important effect: it enables people to think & work productively in complex contexts. < /br> I’ ll speak about the psychology of motivation & its 3 enablers.True agility, as it is embodied in the agile principles, spurs these 3 enablers.When they’ re mishandled, though, highly motivated teams can turn into passive groups of people who don’ t mind producing waste.
LKCE19 - David J. Anderson - Why We Need KMM
The Kanban Maturity Model democratizes successful Agile transformation. It enables faster, better results without the high costs and extreme failure rate associated with the conventional path to Agile. For over a decade, the Kanban Method has been your alternative path to agility. Now the KMM offers a map to consistently achieve superior business agility. Regardless of your starting conditions, the Kanban Maturity Model can help you improve collaboration, trust, team work, service delivery, customer satisfaction, business agility, risk management and economic performance. David’s talk explains how KMM helps you understand your context and choose appropriate Kanban practices. Your circumstances are unique. You need pragmatic, actionable, evidence-based guidance that works. The KMM codifies a decade of Kanban coaching experience and delivers it in a consumable package that will democratize business agility. KMM: successful evolutionary change for professional service businesses of every size and maturity level.
LKCE19 - Matías E. Fernández - Continuous Transformation in a Large Complex...
LKCE19 - Matías E. Fernández - Continuous Transformation in a Large Complex...Lean Kanban Central Europe
In 2017 we set out to become 'the best and coolest DevOps team in Switzerland'. Our ambition for the next three year was, and still is, to:
* reduce the number of critical incidents by 50 % every year
* reduce the cost for centralised quality assurance by 60 %
* reduce the amount of central leadership positions to 5 %
'We' means a team of approx 1.400 people working in software development in a large complex organisation, a leading telecommunications provider in Switzerland.
This is an experience report of our continuous transformation.LKCE19 - Bruna Sassaro und Mesrop Yaghubian: 1+1=1 Eine Kanban Success Story
LKCE19 - Bruna Sassaro und Mesrop Yaghubian: 1+1=1 Eine Kanban Success StoryLean Kanban Central Europe
Das Wertschriftenabwicklungsvolumen der wichtigsten Kantonalbank in der Schweiz hat sich in den letzten drei Jahren beinahe verdoppelt. Im Backoffice hatte man sich zum Ziel gesetzt, diesen Anstieg ohne zusätzliche Ressourcen zu meistern. Dieses ambitionierte Ziel war der Startschuss einer Reise auf dem Pfad der kontinuierlichen Verbesserung. Innovationen zielgerichteter und schneller umsetzen zu können war die Motivation, die Grundprinzipien von Kanban waren der Kompass. Mit einem Rucksack voller Leidenschaft wurde gestartet zu neuen Denkweisen, zu eigenverantwortlichem Handeln und inspirierender Zusammenarbeit. Mit Erfolg!LKCE19 - Boris Karl Schlein - Two Epics per Week?!
Starting in early 2019 our stakeholders told us that delivering two epics per week is way too low. We then did a deep analysis of our problems using systems mappings and we derived actions from it. In my talk we take a look at these systems mappings, the derived actions, and their effects by using real data of our three level Kanban system. On our way towards operational excellence it is surprising which elements have an impact on WIP, throughput, cycle time and how this affects operating costs and the value we deliver to our customers.
LKCE19 - Nadine Wolf - Die sechs Kanban-Praktiken als Hilfsmittel für (Selbst...
LKCE19 - Nadine Wolf - Die sechs Kanban-Praktiken als Hilfsmittel für (Selbst...Lean Kanban Central Europe
Um die eigenen Leadership-Fähigkeiten auszubauen und selbst Führung für sich und andere zu übernehmen, gibt es einen Dschungel an Optionen. Das macht es nicht leichter, seinen eigenen Weg zu Wirksamkeit zu finden. Da stellt sich die Frage, auf welche konkreten Praktiken man sich dabei konzentrieren kann. So entstand die Idee, die sechs Kanban-Praktiken, die meistens auf Teams, per Portfolio-Kanban oder bezogen auf die ganze Organsiation angewendet werden, aus dem Blickwinkel der Selbstführung zu betrachten. Dieser Vortrag vermittelt Möglichkeiten, wie sich die sechs Kanban-Praktiken als Inspiration für wirksame (Selbst-)Führung nutzen lassen.LKCE19 - Carmen Rudolph & Franziska Stoll - Meet Miss Moneypenny! Oder: 'Kann...
LKCE19 - Carmen Rudolph & Franziska Stoll - Meet Miss Moneypenny! Oder: 'Kann...Lean Kanban Central Europe
Rechnungswesen, Eventorganisation, Logistik- und Materialmanagement, Gästebetreuung, Officemanagement und die zuständige „Kannst-du-mal-kurz-Zentrale“ - Das Moneypenny Team bei it-agile ist vor allem eins: multidisziplinär. Die Vielschichtigkeit unserer Aufgaben zeigt sich auch auf unserem, über die Jahre stetig weiterentwickelten, Kanban-Board. Wir stellen vor, wie es uns gelingt, unterschiedlichste Aufgabenbereiche zu visualisieren, welche teameigenen Tools wir geschaffen haben und welchen Herausforderungen wir dabei bisher begegnet sind.
LKCE19 - Sven Günther & Henning Wolf - DYNAMIC - How to get Fit for Purpose
LKCE19 - Sven Günther & Henning Wolf - DYNAMIC - How to get Fit for PurposeLean Kanban Central Europe
The Fit for Purpose Framework already gained momentum describing the criteria to develop the products and services that customers want and are willing to pay for. But how to start implementing the framework at your company? DYNAMIC is derived from STATIK and will provide the steps you can use to implement the F4P framework on your own.LKCE19 - Kulawat Wongsaroj & Kamon Treetampinij - The House of Enterprise Agi...
LKCE19 - Kulawat Wongsaroj & Kamon Treetampinij - The House of Enterprise Agi...Lean Kanban Central Europe
Piloting Scrum teams in enterprise usually goes pretty well. You isolate your best people in dedicated teams focusing on the same new product without any interruption. You have demo sessions in the spotlight of top management every two weeks. How can it possibly go wrong?
The problem begins when the management asks you to scale your success through the rest of the company.You then learn it the hard way that Scrum of Scrum is not enough, Spotify model is chaotic, SAFe is too much and LeSS is too ideal.You were told Agile is a mindset and you need to create your own blueprint but you are lost in the ocean of scaled agile frameworks.
This talk tells our story of how we put together a set of fundamental tools in The House of Enterprise Agility to help our enterprise client improve their business agility. Many of them have very little to do with information technology.If you are looking for inspiration to create your own enterprise agile blueprint, this talk might interest you.LKCE19 Klaus Leopold - Flight Levels in Action
Immer mehr Organisationen setzen Flight Levels als ein Denkmodell ein, damit das Unternehmen agil am Markt agieren kann. Dafür braucht es sehr viel mehr, als einfach nur ein paar Teams zu agilisieren. In diesem Vortrag werde ich anhand eines Unternehmens zeigen, wie Flight Levels dafür verwendet werden, teamübergreifende Business Agilität zu erreichen. Ich werde auch darauf eingehen, welche Boards gebaut wurden, um agile Interaktionen zwischen den Teams zu etablieren und wie sich die Arbeit über die Boards bewegt, damit strategisches Alignment in der gesamten Organisation erreicht wird.
LKCE19 Jochen Goeser & Carmen Knippenberg - Flight Level Boards - Experiences...
LKCE19 Jochen Goeser & Carmen Knippenberg - Flight Level Boards - Experiences...Lean Kanban Central Europe
Bosch Power Tools is undergoing its biggest transformation ever with the 'Agile Transformation @ PT' project. After having created around 50 cross-functional purpose teams we are looking into how to align them and also come to the next level - making PT a true business agile organization.LKCE19 - Patrick Steyaert - Agile Portfolio’s as Market Places - Autonomy mee...
LKCE19 - Patrick Steyaert - Agile Portfolio’s as Market Places - Autonomy mee...Lean Kanban Central Europe
Self-governance models (e.g. Holacracy, Teal organization, Sociocracy 3.0, …) as well as models for aligned autonomy(e.g.the 'Spotify model') have emerged to address the need for strategic agility.Strategic agility, however, requires more than autonomy and alignment.Suppose that you are working in an organization where you have multiple initiatives going on.On a regular basis work finishes and capacity becomes available(supply - side).At the same time customers– external as well as internal– are requesting new work to be performed(demand - side).Ideally, you can perfectly match the needs of newly arrived work with the capacity that has become available.In reality, however, work arrives when there is no free capacity or where the right type of capacity is not free;or, capacity becomes available when there is no new demand or where the demand is not of the right type. Whether we want it or not, organizations are market places where an ever - varying, ever - evolving demand is confronted with an ever varying, ever - evolving supply.These market places are internal, but reflect the external market place.As a reflection they can draw inspiration from these external market places in the way they are operated.In this presentation we will explore what it takes to run an 'agile portfolio' as an(internal) market place inspired on financial markets. We will start with laying out the structure of the portfolio as a market place(who trades what, and so on).In analogy to the concept of market liquidity that can be found in financial markets, we will explore organizational liquidity as a measure of how well supply and demand can be matched.We will take into account all the realities of a varying demand and a constrained supply and discuss why and how to improve liquidity.We will explore the concept of disintermediation(cutting out the middlemen), a hot trend in financial markets(e.g.with cryptocurrencies).Inspired by this, we will end with giving a glimpse of a possible future of internal market places that are regulated by a digicoin.The goal is to explore disintermediated liquidity as a powerful new way of self - organizing.LKCE18 Keynote David J. Anderson - Defining Leadership Maturity
Organizational maturity and predictable business outcomes will always be limited by the maturity of leadership. This talk will codify leadership behavior against the seven levels of the Kanban Maturity Model and explain the role of a leader as the social engineer who must create the culture for improved maturity. This talk will introduce the concept of organizational entropy and to maintain the high energy state required for deeper maturity levels. The Kanban Maturity Model as a map of practices and business outcomes is useful but often the impediment to success is embedded in the corporate culture and the maturity of the leaders. The Kanban Maturity Model Extension (KMMX) for Leadership Practices provides pragmatic, actionable guidance to coach leaders to take the necessary actions to enable successful evolutionary change.
LKCE18 Janice Linden-Reed - Kanban Saves the World
How does Kanban handle risk and recovery in global disaster relief and business continuity?
The definition of disaster is a condition in which demand far exceeds capacity to cope. Reports of relief efforts after disasters such as earthquakes and tsunamis show lack of coordination, overwhelmed relief workers, and problems with transporting supplies. Before a disaster, preparation means looking at dimensions of risk reduction: vulnerability, efficiency, resilience, system fragility, and the policies of a recovery plan.
Kanban is uniquely well-suited to manage conditions of unbalanced demand vs capacity. This talk looks at the way elements of Kanban can help your business before and after a market disaster, as well as improve serious disaster relief worldwide.
LKCE18 Boris Kneisel - SMART Option Picking for DISCOVERY Kanban
Digital market transformation forces organizations to cope with challenges in SMART-picking of future options from idea-pools in a CUSTOMER-Kanban environment. In order to stay fit-for-purpose (F4P) appropriate services need a market-fitting design, implementation, and service-delivery meeting expectation-levels set by customers and other stakeholders. In VUCA-environments often getting to the right choice proves demanding not only to Service Request Managers, but also for seasoned Sr. Leaders on C-level.
The technique referred to in this session was developed in recent years and evolutionary adjusted to fit various business contexts ranging from turn-around situations, wide-range applicability in high-tech SW- development, and also including XXL-scale programs for SW-implementation & roll-out. Its major contribution is an agnostic approach to addressing VUCA-characteristics in option-pools thereby allowing effective pick & structured processing of items to be pulled into DISCOVERY-procedures (which sometimes already impose major capacity-commit on knowledgable individuals running the evaluations) – the method massively leverages visualization techniques and therefore nicely fits Kanban-principles.
LKCE18 Andy Carmichael - Feedback and Cadence: essentials of agile control an...
LKCE18 Andy Carmichael - Feedback and Cadence: essentials of agile control an...Lean Kanban Central Europe
Feedback and cadence enable agility and evolution, as much for agile organisations as thriving organisms. For example they help your organisation...
Choose the right work Make that work flow Ensure the work’s right, and Improve its workflow?
This presentation will present the improved Kanban schema of seven types of feedback loop that operate at different scales and context, exploring among other things, how bottlenecks to flow appear and how effective cadences can help the organisation respond with effective interventions.LKCE18 Thomas Epping - Mehr Wirkung, weniger Drama
Der Weg hin zu einer modernen Produktentwicklung ist mitunter weit und kann viele Veränderungen erfordern, die mit ebenso vielen Fragen einher gehen:
Welche ersten Schritte bieten sich an, und warum?
Welchem Zweck sollen die ersten Veränderungen dienen?
Wie lassen sie sich in ihrer Wirkung prüfen?
Werden diese und andere Fragen vernachlässigt, so kann das Spektrum der Symptome von Zeitverschwendung über Frust bis hin zu offenen Konflikten reichen. Dieser Vortrag fordert Transparenz, Fokus und Anpassungsfähigkeit von einem Veränderungsvorhaben ein und illustriert eine einfache Möglichkeit dazu.
LKCE18 Steve McGee - KMM Cultural Appraisal and Practical Guidance for Leaders
LKCE18 Steve McGee - KMM Cultural Appraisal and Practical Guidance for LeadersLean Kanban Central Europe
The Kanban Maturity Model levels are defined by the outcomes an organization consistently achieves, by the sophistication of the general practices we recommend, and by the nature of the culture - defined by the values people hold.
This talk will explain how the KMM approach to culture appraisal avoids the bias of self-reporting, and using invalid instruments for measurement, by instead relying on four types of evidence the appraiser finds that supports or contradicts if a value is strongly held.
People need to hold these values strongly - to believe these things matter - or they will be unwilling to implement changes or abandon disciplines that got them improved results.
Therefore, this talk will also explain the approach to providing practical guidance for leaders (and coaches) to drive the adoption of the values that increase the willingness to evolve the implementation of the specific practices as a means to get improved results.LKCE18 Márcio Sete - Flow efficiency - the most powerful improvement driver
LKCE18 Márcio Sete - Flow efficiency - the most powerful improvement driverLean Kanban Central Europe
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 shocking!
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. This talk will show you how to increase your flow efficiency by identifying and fixing common sources of waiting time.LKCE18 Sina Schmidt & Falk Engelmann - KLARHEIT 1 Experiment – 18 Ziele – 11 ...
LKCE18 Sina Schmidt & Falk Engelmann - KLARHEIT 1 Experiment – 18 Ziele – 11 ...Lean Kanban Central Europe
Viele Teams, viele konkurrierende Ziele und Erwartungen waren der Ausgangspunkt für ein Experiment bei BI@OTTO: 11 Product Owner organisiert als Scrum-Team, um gemeinsam die Vielzahl der Themen in einem komplexen Umfeld besser bewältigen zu können.
In unserem Vortrag stellen wir vor, wie wir bei BI@OTTO, mit Teamgeist, Kanban Flightlevels, Wardley Maps und weiteren Tools, von einem Zustand mit “zu viel” Arbeit zu einem Zustand mit der “richtigen” Arbeit zur “richtigen” Zeit gelangen wollen. Der Vortrag zeigt, was wir bisher in unserem Experiment erlebt haben und was wir als nächstes aus welchem Grund verbessern werden.More from Lean Kanban Central Europe (20)
LKCE19 - Maren Baermann - Agile Motivation – the Human Side of Kanban
LKCE19 - Maren Baermann - Agile Motivation – the Human Side of Kanban
LKCE19 - Matías E. Fernández - Continuous Transformation in a Large Complex...
LKCE19 - Matías E. Fernández - Continuous Transformation in a Large Complex...
LKCE19 - Bruna Sassaro und Mesrop Yaghubian: 1+1=1 Eine Kanban Success Story
LKCE19 - Bruna Sassaro und Mesrop Yaghubian: 1+1=1 Eine Kanban Success Story
LKCE19 - Boris Karl Schlein - Two Epics per Week?!
LKCE19 - Boris Karl Schlein - Two Epics per Week?!
LKCE19 - Nadine Wolf - Die sechs Kanban-Praktiken als Hilfsmittel für (Selbst...
LKCE19 - Nadine Wolf - Die sechs Kanban-Praktiken als Hilfsmittel für (Selbst...
LKCE19 - Carmen Rudolph & Franziska Stoll - Meet Miss Moneypenny! Oder: 'Kann...
LKCE19 - Carmen Rudolph & Franziska Stoll - Meet Miss Moneypenny! Oder: 'Kann...
LKCE19 - Sven Günther & Henning Wolf - DYNAMIC - How to get Fit for Purpose
LKCE19 - Sven Günther & Henning Wolf - DYNAMIC - How to get Fit for Purpose
LKCE19 - Kulawat Wongsaroj & Kamon Treetampinij - The House of Enterprise Agi...
LKCE19 - Kulawat Wongsaroj & Kamon Treetampinij - The House of Enterprise Agi...
LKCE19 Jochen Goeser & Carmen Knippenberg - Flight Level Boards - Experiences...
LKCE19 Jochen Goeser & Carmen Knippenberg - Flight Level Boards - Experiences...
LKCE19 - Patrick Steyaert - Agile Portfolio’s as Market Places - Autonomy mee...
LKCE19 - Patrick Steyaert - Agile Portfolio’s as Market Places - Autonomy mee...
LKCE18 Keynote David J. Anderson - Defining Leadership Maturity
LKCE18 Keynote David J. Anderson - Defining Leadership Maturity
LKCE18 Janice Linden-Reed - Kanban Saves the World
LKCE18 Janice Linden-Reed - Kanban Saves the World
LKCE18 Boris Kneisel - SMART Option Picking for DISCOVERY Kanban
LKCE18 Boris Kneisel - SMART Option Picking for DISCOVERY Kanban
LKCE18 Andy Carmichael - Feedback and Cadence: essentials of agile control an...
LKCE18 Andy Carmichael - Feedback and Cadence: essentials of agile control an...
LKCE18 Thomas Epping - Mehr Wirkung, weniger Drama
LKCE18 Thomas Epping - Mehr Wirkung, weniger Drama
LKCE18 Steve McGee - KMM Cultural Appraisal and Practical Guidance for Leaders
LKCE18 Steve McGee - KMM Cultural Appraisal and Practical Guidance for Leaders
LKCE18 Márcio Sete - Flow efficiency - the most powerful improvement driver
LKCE18 Márcio Sete - Flow efficiency - the most powerful improvement driver
LKCE18 Sina Schmidt & Falk Engelmann - KLARHEIT 1 Experiment – 18 Ziele – 11 ...
LKCE18 Sina Schmidt & Falk Engelmann - KLARHEIT 1 Experiment – 18 Ziele – 11 ...
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W.H.Bender Quote 66 - ServPoints Sequence of Service™ should be Identified fo...
W.H.Bender Quote 66 - ServPoints Sequence of Service™ should be Identified fo...William (Bill) H. Bender, FCSI
Specific ServPoints should be tailored for restaurants in all food service segments. Your ServPoints should be the centerpiece of brand delivery training (guest service) and align with your brand position and marketing initiatives, especially in high-labor-cost conditions.
408-784-7371
Foodservice Consulting + Design
原版制作(CDU毕业证书)查尔斯达尔文大学毕业证PDF成绩单一模一样
学校原件一模一样【微信：741003700 】《(CDU毕业证书)查尔斯达尔文大学毕业证PDF成绩单》【微信：741003700 】学位证，留信认证（真实可查，永久存档）原件一模一样纸张工艺/offer、雅思、外壳等材料/诚信可靠,可直接看成品样本，帮您解决无法毕业带来的各种难题！外壳，原版制作，诚信可靠，可直接看成品样本。行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备。十五年致力于帮助留学生解决难题，包您满意。
本公司拥有海外各大学样板无数，能完美还原。
1:1完美还原海外各大学毕业材料上的工艺：水印，阴影底纹，钢印LOGO烫金烫银，LOGO烫金烫银复合重叠。文字图案浮雕、激光镭射、紫外荧光、温感、复印防伪等防伪工艺。材料咨询办理、认证咨询办理请加学历顾问Q/微741003700
【主营项目】
一.毕业证【q微741003700】成绩单、使馆认证、教育部认证、雅思托福成绩单、学生卡等！
二.真实使馆公证(即留学回国人员证明,不成功不收费)
三.真实教育部学历学位认证（教育部存档！教育部留服网站永久可查）
四.办理各国各大学文凭(一对一专业服务,可全程监控跟踪进度)
如果您处于以下几种情况：
◇在校期间，因各种原因未能顺利毕业……拿不到官方毕业证【q/微741003700】
◇面对父母的压力，希望尽快拿到；
◇不清楚认证流程以及材料该如何准备；
◇回国时间很长，忘记办理；
◇回国马上就要找工作，办给用人单位看；
◇企事业单位必须要求办理的
◇需要报考公务员、购买免税车、落转户口
◇申请留学生创业基金
留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
Senior Project and Engineering Leader Jim Smith.pdf
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
原版制作(澳洲WSU毕业证书)西悉尼大学毕业证文凭证书一模一样
学校原件一模一样【微信：741003700 】《(澳洲WSU毕业证书)西悉尼大学毕业证、文凭证书》【微信：741003700 】学位证，留信认证（真实可查，永久存档）原件一模一样纸张工艺/offer、雅思、外壳等材料/诚信可靠,可直接看成品样本，帮您解决无法毕业带来的各种难题！外壳，原版制作，诚信可靠，可直接看成品样本。行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备。十五年致力于帮助留学生解决难题，包您满意。
本公司拥有海外各大学样板无数，能完美还原。
1:1完美还原海外各大学毕业材料上的工艺：水印，阴影底纹，钢印LOGO烫金烫银，LOGO烫金烫银复合重叠。文字图案浮雕、激光镭射、紫外荧光、温感、复印防伪等防伪工艺。材料咨询办理、认证咨询办理请加学历顾问Q/微741003700
【主营项目】
一.毕业证【q微741003700】成绩单、使馆认证、教育部认证、雅思托福成绩单、学生卡等！
二.真实使馆公证(即留学回国人员证明,不成功不收费)
三.真实教育部学历学位认证（教育部存档！教育部留服网站永久可查）
四.办理各国各大学文凭(一对一专业服务,可全程监控跟踪进度)
如果您处于以下几种情况：
◇在校期间，因各种原因未能顺利毕业……拿不到官方毕业证【q/微741003700】
◇面对父母的压力，希望尽快拿到；
◇不清楚认证流程以及材料该如何准备；
◇回国时间很长，忘记办理；
◇回国马上就要找工作，办给用人单位看；
◇企事业单位必须要求办理的
◇需要报考公务员、购买免税车、落转户口
◇申请留学生创业基金
留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
W.H.Bender Quote 65 - The Team Member and Guest Experience
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
在线办理(UVic毕业证书)维多利亚大学毕业证录取通知书一模一样
学校原件一模一样【微信：741003700 】《(UVic毕业证书)维多利亚大学毕业证》【微信：741003700 】学位证，留信认证（真实可查，永久存档）原件一模一样纸张工艺/offer、雅思、外壳等材料/诚信可靠,可直接看成品样本，帮您解决无法毕业带来的各种难题！外壳，原版制作，诚信可靠，可直接看成品样本。行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备。十五年致力于帮助留学生解决难题，包您满意。
本公司拥有海外各大学样板无数，能完美还原。
1:1完美还原海外各大学毕业材料上的工艺：水印，阴影底纹，钢印LOGO烫金烫银，LOGO烫金烫银复合重叠。文字图案浮雕、激光镭射、紫外荧光、温感、复印防伪等防伪工艺。材料咨询办理、认证咨询办理请加学历顾问Q/微741003700
【主营项目】
一.毕业证【q微741003700】成绩单、使馆认证、教育部认证、雅思托福成绩单、学生卡等！
二.真实使馆公证(即留学回国人员证明,不成功不收费)
三.真实教育部学历学位认证（教育部存档！教育部留服网站永久可查）
四.办理各国各大学文凭(一对一专业服务,可全程监控跟踪进度)
如果您处于以下几种情况：
◇在校期间，因各种原因未能顺利毕业……拿不到官方毕业证【q/微741003700】
◇面对父母的压力，希望尽快拿到；
◇不清楚认证流程以及材料该如何准备；
◇回国时间很长，忘记办理；
◇回国马上就要找工作，办给用人单位看；
◇企事业单位必须要求办理的
◇需要报考公务员、购买免税车、落转户口
◇申请留学生创业基金
留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
Case Analysis - The Sky is the Limit | Principles of Management
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Founder-Game Director Workshop (Session 1)
A workshop about video game directors who are also studio founders.
SOCIO-ANTHROPOLOGY FACULTY OF NURSING.....
Deals with people living and how they are taken care of bu health care workers
在线办理(Murdoch毕业证书)莫道克大学毕业证电子版成绩单一模一样
学校原件一模一样【微信：741003700 】《(Murdoch毕业证书)莫道克大学毕业证电子版成绩单》【微信：741003700 】学位证，留信认证（真实可查，永久存档）原件一模一样纸张工艺/offer、雅思、外壳等材料/诚信可靠,可直接看成品样本，帮您解决无法毕业带来的各种难题！外壳，原版制作，诚信可靠，可直接看成品样本。行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备。十五年致力于帮助留学生解决难题，包您满意。
本公司拥有海外各大学样板无数，能完美还原。
1:1完美还原海外各大学毕业材料上的工艺：水印，阴影底纹，钢印LOGO烫金烫银，LOGO烫金烫银复合重叠。文字图案浮雕、激光镭射、紫外荧光、温感、复印防伪等防伪工艺。材料咨询办理、认证咨询办理请加学历顾问Q/微741003700
【主营项目】
一.毕业证【q微741003700】成绩单、使馆认证、教育部认证、雅思托福成绩单、学生卡等！
二.真实使馆公证(即留学回国人员证明,不成功不收费)
三.真实教育部学历学位认证（教育部存档！教育部留服网站永久可查）
四.办理各国各大学文凭(一对一专业服务,可全程监控跟踪进度)
如果您处于以下几种情况：
◇在校期间，因各种原因未能顺利毕业……拿不到官方毕业证【q/微741003700】
◇面对父母的压力，希望尽快拿到；
◇不清楚认证流程以及材料该如何准备；
◇回国时间很长，忘记办理；
◇回国马上就要找工作，办给用人单位看；
◇企事业单位必须要求办理的
◇需要报考公务员、购买免税车、落转户口
◇申请留学生创业基金
留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
一比一原版杜克大学毕业证(Duke毕业证)成绩单留信认证
毕业原版【微信:41543339】【杜克大学毕业证(Duke毕业证)】【微信:41543339】成绩单、外壳、offer、留信学历认证（永久存档真实可查）采用学校原版纸张、特殊工艺完全按照原版一比一制作（包括：隐形水印，阴影底纹，钢印LOGO烫金烫银，LOGO烫金烫银复合重叠，文字图案浮雕，激光镭射，紫外荧光，温感，复印防伪）行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备，十五年致力于帮助留学生解决难题，业务范围有加拿大、英国、澳洲、韩国、美国、新加坡，新西兰等学历材料，包您满意。
【我们承诺采用的是学校原版纸张（纸质、底色、纹路），我们拥有全套进口原装设备，特殊工艺都是采用不同机器制作，仿真度基本可以达到100%，所有工艺效果都可提前给客户展示，不满意可以根据客户要求进行调整，直到满意为止！】
【业务选择办理准则】
一、工作未确定，回国需先给父母、亲戚朋友看下文凭的情况，办理一份就读学校的毕业证【微信41543339】文凭即可
二、回国进私企、外企、自己做生意的情况，这些单位是不查询毕业证真伪的，而且国内没有渠道去查询国外文凭的真假，也不需要提供真实教育部认证。鉴于此，办理一份毕业证【微信41543339】即可
三、进国企，银行，事业单位，考公务员等等，这些单位是必需要提供真实教育部认证的，办理教育部认证所需资料众多且烦琐，所有材料您都必须提供原件，我们凭借丰富的经验，快捷的绿色通道帮您快速整合材料，让您少走弯路。
留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
留信网服务项目：
1、留学生专业人才库服务（留信分析）
2、国（境）学习人员提供就业推荐信服务
3、留学人员区块链存储服务
→ 【关于价格问题（保证一手价格）】
我们所定的价格是非常合理的，而且我们现在做得单子大多数都是代理和回头客户介绍的所以一般现在有新的单子 我给客户的都是第一手的代理价格，因为我想坦诚对待大家 不想跟大家在价格方面浪费时间
对于老客户或者被老客户介绍过来的朋友，我们都会适当给一些优惠。
选择实体注册公司办理，更放心，更安全！我们的承诺：客户在留信官方认证查询网站查询到认证通过结果后付款，不成功不收费！
TCS AI for Business Study – Key Findings
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
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