This document provides an overview of Lean Six Sigma (LSS) methodology for identifying, prioritizing, selecting, implementing, and sustaining process improvement projects from idea generation through to benefits realization. It outlines a staged approach including idea hopper, project hopper, prioritization tools, and DMAIC framework. Key aspects covered are generating and capturing ideas, screening and selecting projects, integrating LSS and project management, tracking benefits, and lessons learned to continuously improve the process. The overall aim is to balance short-term objectives with long-term needs and expectations.
[To download this self-assessment framework, visit:
https://www.oeconsulting.com.sg/training-presentations]
Assessing your Lean management implementation periodically is not just wise—it's essential. The Lean Management System Assessment (LMA) tool is grounded in the core principles of plan, do, check, act (PDCA), a fundamental aspect of Lean philosophy. It meticulously evaluates both process and behavior standards, defining five levels of maturity that can be applied across all levels of your organization.
This assessment isn't just a routine check—it's a strategic tool that clarifies your organizational goals and personal objectives. It provides a detailed snapshot of your current status relative to your standards and historical performance. Moreover, it's a compass that directs your attention to areas requiring improvement, ensuring your efforts are both focused and effective.
Adapted from the acclaimed work "Creating A Lean Culture" by David Mann, the Lean Assessment Framework stands out as a simpler, more practical alternative to the Shingo Model and the Baldrige Excellence Framework. It features eight comprehensive dimensions or categories, a user-friendly five-level maturity scale, and a straightforward 5-point scoring system that can be employed by individuals or teams.
The LMA tool provides an excellent resource for Lean or Operational Excellence Consultants who plan to use it as a holistic organizational diagnostic tool prior to recommending solutions to the client. It functions as a comprehensive organizational diagnostic tool, allowing consultants to gain a deep understanding of the client's operations before recommending tailored solutions. By utilizing the LMA, consultants can effectively identify areas for improvement, develop targeted strategies, and guide their clients towards achieving sustainable operational excellence.
In essence, the Lean Management Assessment isn't just a tool—it's a pathway to operational excellence. It offers a structured and insightful method to evaluate and enhance your Lean implementation, providing invaluable guidance for continuous improvement and sustainable progress.
BENEFITS OF ASSESSMENT:
1. The dimensions and questions themselves should help to clarify what you are working toward, for yourself and for the rest of your organization.
2. An assessment should tell you where you stand relative to your standards and relative to your earlier status.
3. The results of an assessment will help you identify where you need to focus efforts to improve.
CONTENTS
1. Overview of Lean Management Assessment
2. Scoring System
3. Assessment Criteria
4. Assessment Guidelines
Our roadmap to Operational Excellence highlights the key milestones for implementing an Operational Excellence Management System and a culture of Operational Discipline in order to achieve Operational Excellence. Along the roadmap, you will find links to some of our most popular blog articles. You will need to download the file to access the links.
Value Stream Transformation: Achieving Excellence through Leadership Alignmen...TKMG, Inc.
To subscribe: http://ksmartin.com/subscribe
To purchase the book: http://bit.ly/VSMbk
These are slides from a talk given on 1/8/14 in San Diego, California at SME Connect's Operations Roundtable.
Too many organizations today suffer from silo-centric behavior and intra-organizational conflict. And yet most don’t understand what’s holding them back from achieving outstanding performance. This is where Karen Martin’s new book Value Stream Mapping comes into play.
Value stream mapping can unleash the full potential of an organization and deliver greater customer value, increased profit margins, and create fulfilling work environments.
In this talk, Karen discussed how to:
• Prepare and engage your leadership team in the transformation process
• Gain a deep understanding about your current work systems and the related barriers to delivering value
• Design a future state that enables outstanding performance on all fronts
• Adopt a new design and lay the foundation for continued improvement
[To download this poster, visit:
https://www.oeconsulting.com.sg/training-presentations]
The Quality Maintenance (Hinshitsu Hozen) Poster describes the systematic approach for establishing and maintaining zero-defect conditions to create 100% good products.
The poster comes in four monochrome variations. Formatted in PDF and in editable PPTX, the poster can be easily printed on an A3 or A4-sized paper from an office copier machine and displayed on employee workstations, or distributed together with your workshop handouts.
The Quality Maintenance Poster complements the 'Quality Maintenance (Hinshitsu Hozen)' training presentation materials. It serves as a takeaway and summary of your TPM and Quality Maintenance presentation.
The 8 Steps of Quality Maintenance are:
Step 1: Verify the Existing Situation
Step 2: Investigate the Processes where Defects Occur
Step 3: Identify & Analyze 4M Conditions
Step 4: Plan Action to Correct Deficiencies
Step 5: Establish Conditions that Allow Good Products to be Achieved
Step 6: Eliminate Flaws in 4M Conditions and Finalize
Step 7: Consolidate Checking Methods
Step 8: Determine Standard Values for Checks & Revise Standards
To downoad this poster, visit:
https://www.oeconsulting.com.sg/training-presentations
[To download this self-assessment framework, visit:
https://www.oeconsulting.com.sg/training-presentations]
Assessing your Lean management implementation periodically is not just wise—it's essential. The Lean Management System Assessment (LMA) tool is grounded in the core principles of plan, do, check, act (PDCA), a fundamental aspect of Lean philosophy. It meticulously evaluates both process and behavior standards, defining five levels of maturity that can be applied across all levels of your organization.
This assessment isn't just a routine check—it's a strategic tool that clarifies your organizational goals and personal objectives. It provides a detailed snapshot of your current status relative to your standards and historical performance. Moreover, it's a compass that directs your attention to areas requiring improvement, ensuring your efforts are both focused and effective.
Adapted from the acclaimed work "Creating A Lean Culture" by David Mann, the Lean Assessment Framework stands out as a simpler, more practical alternative to the Shingo Model and the Baldrige Excellence Framework. It features eight comprehensive dimensions or categories, a user-friendly five-level maturity scale, and a straightforward 5-point scoring system that can be employed by individuals or teams.
The LMA tool provides an excellent resource for Lean or Operational Excellence Consultants who plan to use it as a holistic organizational diagnostic tool prior to recommending solutions to the client. It functions as a comprehensive organizational diagnostic tool, allowing consultants to gain a deep understanding of the client's operations before recommending tailored solutions. By utilizing the LMA, consultants can effectively identify areas for improvement, develop targeted strategies, and guide their clients towards achieving sustainable operational excellence.
In essence, the Lean Management Assessment isn't just a tool—it's a pathway to operational excellence. It offers a structured and insightful method to evaluate and enhance your Lean implementation, providing invaluable guidance for continuous improvement and sustainable progress.
BENEFITS OF ASSESSMENT:
1. The dimensions and questions themselves should help to clarify what you are working toward, for yourself and for the rest of your organization.
2. An assessment should tell you where you stand relative to your standards and relative to your earlier status.
3. The results of an assessment will help you identify where you need to focus efforts to improve.
CONTENTS
1. Overview of Lean Management Assessment
2. Scoring System
3. Assessment Criteria
4. Assessment Guidelines
Our roadmap to Operational Excellence highlights the key milestones for implementing an Operational Excellence Management System and a culture of Operational Discipline in order to achieve Operational Excellence. Along the roadmap, you will find links to some of our most popular blog articles. You will need to download the file to access the links.
Value Stream Transformation: Achieving Excellence through Leadership Alignmen...TKMG, Inc.
To subscribe: http://ksmartin.com/subscribe
To purchase the book: http://bit.ly/VSMbk
These are slides from a talk given on 1/8/14 in San Diego, California at SME Connect's Operations Roundtable.
Too many organizations today suffer from silo-centric behavior and intra-organizational conflict. And yet most don’t understand what’s holding them back from achieving outstanding performance. This is where Karen Martin’s new book Value Stream Mapping comes into play.
Value stream mapping can unleash the full potential of an organization and deliver greater customer value, increased profit margins, and create fulfilling work environments.
In this talk, Karen discussed how to:
• Prepare and engage your leadership team in the transformation process
• Gain a deep understanding about your current work systems and the related barriers to delivering value
• Design a future state that enables outstanding performance on all fronts
• Adopt a new design and lay the foundation for continued improvement
[To download this poster, visit:
https://www.oeconsulting.com.sg/training-presentations]
The Quality Maintenance (Hinshitsu Hozen) Poster describes the systematic approach for establishing and maintaining zero-defect conditions to create 100% good products.
The poster comes in four monochrome variations. Formatted in PDF and in editable PPTX, the poster can be easily printed on an A3 or A4-sized paper from an office copier machine and displayed on employee workstations, or distributed together with your workshop handouts.
The Quality Maintenance Poster complements the 'Quality Maintenance (Hinshitsu Hozen)' training presentation materials. It serves as a takeaway and summary of your TPM and Quality Maintenance presentation.
The 8 Steps of Quality Maintenance are:
Step 1: Verify the Existing Situation
Step 2: Investigate the Processes where Defects Occur
Step 3: Identify & Analyze 4M Conditions
Step 4: Plan Action to Correct Deficiencies
Step 5: Establish Conditions that Allow Good Products to be Achieved
Step 6: Eliminate Flaws in 4M Conditions and Finalize
Step 7: Consolidate Checking Methods
Step 8: Determine Standard Values for Checks & Revise Standards
To downoad this poster, visit:
https://www.oeconsulting.com.sg/training-presentations
PDCA stands for Plan-Do-Check-Act. It can also stand for Plan-Do-Check-Adjust or Plan-Do-Study-Act.
Plan: Plan or outline a problem. Create a process improvement plan.
Do: Do or apply countermeasure to address root cause. Execute a process improvement plan.
Check: Check or assess if the problem is fixed. Inspect feedback and adjust the plan accordingly.
Act: Adjust or fine tune the fix. Integrate a process improvement plan into the system.
https://goleansixsigma.com/lean-six-sigma-pdca-infographic/
https://goleansixsigma.com/pdca-pdsa/
DMAIC, which stands for Define, Measure, Analyze, Improve and Control, has provided a structure for process improvement for almost four decades. It’s an easy-to-follow five-step method that works in any industry and on any process. Tune in to this 1-hour Introductory webinar to get a primer on this how this handy model can help you in your quest to improve the world around you.
https://goleansixsigma.com/webinar-introduction-dmaic/
Hoshin Kanri process is a powerful strategy deployment methodology for defining long-range key entity objectives. These are breakthrough objectives that extend two to five years with little change. In addition, the Hoshin Kanri process does not lose sight of the day-to-day business measures required to run the business successfully. This dual approach provides an extended period of time for the organization to focus its breakthrough effort, and at the same time, continuously improving key business processes day to day. This methodology continues to be used by some of the world's most successful companies such as Toyota, Hewlett-Packard and Texas Instruments.
BENEFITS
1. Focuses the entire company on a few vital goals, rather than the trivial many
2. Creates alignment towards breakthrough objectives through involvement of the whole management team in the planning process
3. Communicates the key goals to all managers and staff
4. Integrates and encourages cross-functional cooperation to achieve breakthroughs
5. A review process which holds participants accountable for achieving their part of the plan
CONTENTS
1. Introduction to Hoshin Kanri
2. Underlying Principles of Hoshin Kanri
3. Hoshin Kanri Process Using PDCA Approach
4. Hoshin Kanri Tools
5. Elements of Hoshin Kanri
6. Management Reviews
7. Success Factors for Effective Hoshin Kanri Deployment
To download this complete presentation, please go to: http://www.oeconsulting.com.sg
Problem solving road map to guide anybody who must improve a process that is slow, defective, inflexible, unresponsive, costly and risky.
Do you have any like that in your organization?
Of special use for teams following Lean Six Sigma methods (green belt and black belt projects).
Follows DMAIC structure integrated with Lean thinking and tools.
ASSOCIATED KEYWORDS:
Shewhart, Deming, Ohno, Ishikawa, lean, toyota, tps, toyota kata, lean six sigma, project management, six sigma, green belt, black belt, champion, coach, master black belt, deliverables, road map, project management, project plan, DMAIC, LSS, Define, Measure, Analyze, Improve, Control, Sustain, project charter, business case, team, problem solving, milestone, tollgate, baseline, process map, SIPOC, gemba, 7 wastes, 8 wastes, gemba walk, waste walk, spaghetti chart, flow chart, RACI, swimlane, VSM, value stream map, quick wins, operational definition, gage r&r, basic quality tools, check sheet, run chart, histogram, data statification, first time yield, FTY, rolled throughput yield, RTY, COPQ, hidden factory, rework, SPC, Western Electric rules, pareto, prioritization, input, process, output, box plot, scatter plot, correlation, causation, system, 5 whys, cause effect, fishbone, FMEA, hypothesis testing, root causes, quick win, drive out fear, respect for worker, kaizen, 5S, poka yoke, brainstorm, TRIZ, roles, responsibilities, PDCA, PDSA, pilot, roll out, implementation, status, implementation plan, business process management, BPM, KPI, target, performance, response plan, control plan, SOP, inverted pyramid, organization, sustain, plan, budget, communication, training, change, management, adoption, business, capability, prosperity, value, realization, results, replicate, integrate
Over the 16 years that we've been providing support to organizations at nearly every stage of the Lean journey, leadership has consistently emerged as the single most important determinant of success. Those organizations with deep leadership engagement soar, while those who don't fail to experience significant transformation.
In this second of three webinars, Karen reviews the system of Lean principles, management practices, and tools, and then focus on leadership's role in strategy deployment and problem solving. These are the slides for the webinar delivered on 9-22-2016. The recording is available at http://www.slideshare.net/KarenMartinGroup/lean-leadership-part-2-of-3-webinars
Not a subscriber? To receive automatic notification of future webinars, gain access to our library of free assessments and templates, and receive our occasional newsletter with improvement tips: http://www.ksmartin.com/subscribe.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This highly comprehensive presentation with over 470+ slides covers 30 common frameworks, models, methodologies and tools for business process improvement that are being used in manufacturing and service industries and the public sector.
A detailed summary presented in the simple what-why-how format with key concepts and principles are provided for each business process improvement framework.
The frameworks in this deck span across Strategy Deployment, Organization & Governance, Marketing & Sales, Quality Management, Change Management, and Operations.
INCLUDED FRAMEWORKS & METHODOLOGIES:
1. Business Model Canvas
2. Design Thinking
3. Customer Journey Mapping
4. Balanced Scorecard
5. Hoshin Kanri
6. Xerox Benchmarking Model
7. Kano Model
8. Cost of Quality Model
9. Total Quality Management Model
10. Baldrige Excellence Framework
11. EFQM Excellence Model
12. Shingo Model for Operational Excellence
13. ISO 9001:2015 Quality Management System
14. Business Process Reengineering
15. Six Sigma
16. 8D Problem Solving Process
17. 5S Principles
18. Visual Management
19. Kaizen
20. Eight Wastes of Lean
21. Lean Manufacturing System (TPS)
22. Value Stream Mapping
23. PDCA Problem Solving Process
24. Root Cause Analysis (RCA)
25. Standard Work
26. Total Productive Maintenance
27. Gemba Walk
28. Training Within Industry (TWI)
29. ADKAR® Model for Individual Change
30. Kotter’s Change Management Model
The level of detail varies by framework, depending on the nature of the business process improvement model. Examples and templates are provided.
Alternatively, these slides can be used to complement your in-house training materials.
Lean Office is a management philosophy based on the Toyota Production System (TPS). With Lean Office, you will be able to enhance value for your customers by improving and smoothing the process flow and eliminating waste. Simply put, by becoming a Lean Office, you will be able to increase productivity and create greater customer value with less resources.
By teaching this presentation to managers and employees working in Office/Service environments, they will have a better understanding of the Lean principles and approach to eliminating waste, and will be more forthcoming to lead and participate in the Lean implementation process.
NUMBER OF SLIDES: 127
LEARNING OBJECTIVES:
By the end of the program, you would be able to:
1. Understand the principles and key concepts of Lean
2. Identify value and waste
3. Gain an overview of key Lean principles and tools, and their applications
4. Apply 5S principles to improve office organization and efficiency
5. Apply a simple problem solving process
CONTENTS:
1. Introduction to Lean Office
2. Key Concepts of Lean Office
3. Overview of Lean Methods & Tools
4. Ways to develop "Kaizen Eyes"
5. Lean Roles
6. Sustaining a Lean Office
To download this complete presentation, please visit: http://www.oeconsulting.com.sg
Lean Thinking is a management philosophy based on the Toyota Production System (TPS). With Lean Thinking, you will be able to enhance value for your customers by improving service delivery and eliminating waste. Simply put, by becoming a Lean organization, you will be able to improve personal effectiveness, increase productivity and create greater customer value with less resources.
This training presentation is especially tailored for service industries. By teaching this presentation to managers and employees, they will have a better understanding of the Lean principles and approach to eliminating waste, and will be more forthcoming to lead and participate in the Lean implementation process.
LEARNING OBJECTIVES
1. Understand the principles and key concepts of Lean
2. Acquire knowledge on the key Lean methods and tools and their applications to improve personal effectiveness, value creation and waste elimination
3. Identify ways to develop “Kaizen eyes” to look for improvement opportunities
4. Describe the various Lean roles
CONTENTS
1. Introduction to Lean Thinking
2. Key Concepts of Lean Thinking
3. Overview of Lean Methods & Tools
4. Ways to develop "Kaizen Eyes"
5. Lean Roles
6. Sustaining a Lean Culture
To download this complete presentation, please visit: http://www.oeconsulting.com.sg
These are the slides that accompany the webinar found at: https://vimeo.com/280459431
Operating with clear processes makes or breaks organizational performance and it's an aspect of operations that is often fairly weak. Measuring organizational performance—whether overall performance or the performance of a small work team—is another area that we find often organizations struggling with.
In this webinar—the 3rd of 5 webinars based on content from my latest book, Clarity First—you'll learn the five criteria for robust process management and best practices for measuring and managing performance at any level in the organization. Additional topics will include creating and using standard work, how to properly roll out process changes, and avoiding measurement that drives the wrong behaviors.
DMAIC is a methodology for improving existing processes. DMAIC stands for Define, Measure, Analyze, Improve, and Control.
https://goleansixsigma.com/lean-six-sigma-step-by-step/
In a keynote session at the 2011 IndustryWeek Best Plants Conference, LEI Founder James Womack explains the purpose and practical details for taking a “gemba walk,” a walk across a value stream to grasp the current state. Watch a video of the presentation at: http://www.industryweek.com/videos/Womack-Best-Plants-2011.aspx
Read excerpts from Gemba Walks, a collection of Jim’s essays on visiting companies implementing lean management, or post a question to learn more.
Recorded webinar: http://bit.ly/1uVqMJC
Subscribe: http://www.ksmartin.com/subscribe
Purchase the book: http://www.bit.ly/VSM
These are slides from a webinar done with APICS Heartland on the topic of Value Stream Mapping.
This webinar covers:
• How to use value stream mapping as an organizational transformation & leadership alignment tool
• How to plan for a value stream mapping activity
• The mechanics of mapping, including key metrics
for office/service/knowledge work
• How to create an actionable Value Stream Transformation Plan
A system (including the structure) to manage daily work, including
• Customer demand
• Best Practices and Standards
• Equipment & the workplace
• Improvement • People
Lean Six Sigma is a methodology based on both Lean Manufacturing and Six Sigma. This presentation gives a brief overview and history of each methodology. Presentation by EMS Consulting Group, Inc. www.emsstrategies.com
PDCA stands for Plan-Do-Check-Act. It can also stand for Plan-Do-Check-Adjust or Plan-Do-Study-Act.
Plan: Plan or outline a problem. Create a process improvement plan.
Do: Do or apply countermeasure to address root cause. Execute a process improvement plan.
Check: Check or assess if the problem is fixed. Inspect feedback and adjust the plan accordingly.
Act: Adjust or fine tune the fix. Integrate a process improvement plan into the system.
https://goleansixsigma.com/lean-six-sigma-pdca-infographic/
https://goleansixsigma.com/pdca-pdsa/
DMAIC, which stands for Define, Measure, Analyze, Improve and Control, has provided a structure for process improvement for almost four decades. It’s an easy-to-follow five-step method that works in any industry and on any process. Tune in to this 1-hour Introductory webinar to get a primer on this how this handy model can help you in your quest to improve the world around you.
https://goleansixsigma.com/webinar-introduction-dmaic/
Hoshin Kanri process is a powerful strategy deployment methodology for defining long-range key entity objectives. These are breakthrough objectives that extend two to five years with little change. In addition, the Hoshin Kanri process does not lose sight of the day-to-day business measures required to run the business successfully. This dual approach provides an extended period of time for the organization to focus its breakthrough effort, and at the same time, continuously improving key business processes day to day. This methodology continues to be used by some of the world's most successful companies such as Toyota, Hewlett-Packard and Texas Instruments.
BENEFITS
1. Focuses the entire company on a few vital goals, rather than the trivial many
2. Creates alignment towards breakthrough objectives through involvement of the whole management team in the planning process
3. Communicates the key goals to all managers and staff
4. Integrates and encourages cross-functional cooperation to achieve breakthroughs
5. A review process which holds participants accountable for achieving their part of the plan
CONTENTS
1. Introduction to Hoshin Kanri
2. Underlying Principles of Hoshin Kanri
3. Hoshin Kanri Process Using PDCA Approach
4. Hoshin Kanri Tools
5. Elements of Hoshin Kanri
6. Management Reviews
7. Success Factors for Effective Hoshin Kanri Deployment
To download this complete presentation, please go to: http://www.oeconsulting.com.sg
Problem solving road map to guide anybody who must improve a process that is slow, defective, inflexible, unresponsive, costly and risky.
Do you have any like that in your organization?
Of special use for teams following Lean Six Sigma methods (green belt and black belt projects).
Follows DMAIC structure integrated with Lean thinking and tools.
ASSOCIATED KEYWORDS:
Shewhart, Deming, Ohno, Ishikawa, lean, toyota, tps, toyota kata, lean six sigma, project management, six sigma, green belt, black belt, champion, coach, master black belt, deliverables, road map, project management, project plan, DMAIC, LSS, Define, Measure, Analyze, Improve, Control, Sustain, project charter, business case, team, problem solving, milestone, tollgate, baseline, process map, SIPOC, gemba, 7 wastes, 8 wastes, gemba walk, waste walk, spaghetti chart, flow chart, RACI, swimlane, VSM, value stream map, quick wins, operational definition, gage r&r, basic quality tools, check sheet, run chart, histogram, data statification, first time yield, FTY, rolled throughput yield, RTY, COPQ, hidden factory, rework, SPC, Western Electric rules, pareto, prioritization, input, process, output, box plot, scatter plot, correlation, causation, system, 5 whys, cause effect, fishbone, FMEA, hypothesis testing, root causes, quick win, drive out fear, respect for worker, kaizen, 5S, poka yoke, brainstorm, TRIZ, roles, responsibilities, PDCA, PDSA, pilot, roll out, implementation, status, implementation plan, business process management, BPM, KPI, target, performance, response plan, control plan, SOP, inverted pyramid, organization, sustain, plan, budget, communication, training, change, management, adoption, business, capability, prosperity, value, realization, results, replicate, integrate
Over the 16 years that we've been providing support to organizations at nearly every stage of the Lean journey, leadership has consistently emerged as the single most important determinant of success. Those organizations with deep leadership engagement soar, while those who don't fail to experience significant transformation.
In this second of three webinars, Karen reviews the system of Lean principles, management practices, and tools, and then focus on leadership's role in strategy deployment and problem solving. These are the slides for the webinar delivered on 9-22-2016. The recording is available at http://www.slideshare.net/KarenMartinGroup/lean-leadership-part-2-of-3-webinars
Not a subscriber? To receive automatic notification of future webinars, gain access to our library of free assessments and templates, and receive our occasional newsletter with improvement tips: http://www.ksmartin.com/subscribe.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This highly comprehensive presentation with over 470+ slides covers 30 common frameworks, models, methodologies and tools for business process improvement that are being used in manufacturing and service industries and the public sector.
A detailed summary presented in the simple what-why-how format with key concepts and principles are provided for each business process improvement framework.
The frameworks in this deck span across Strategy Deployment, Organization & Governance, Marketing & Sales, Quality Management, Change Management, and Operations.
INCLUDED FRAMEWORKS & METHODOLOGIES:
1. Business Model Canvas
2. Design Thinking
3. Customer Journey Mapping
4. Balanced Scorecard
5. Hoshin Kanri
6. Xerox Benchmarking Model
7. Kano Model
8. Cost of Quality Model
9. Total Quality Management Model
10. Baldrige Excellence Framework
11. EFQM Excellence Model
12. Shingo Model for Operational Excellence
13. ISO 9001:2015 Quality Management System
14. Business Process Reengineering
15. Six Sigma
16. 8D Problem Solving Process
17. 5S Principles
18. Visual Management
19. Kaizen
20. Eight Wastes of Lean
21. Lean Manufacturing System (TPS)
22. Value Stream Mapping
23. PDCA Problem Solving Process
24. Root Cause Analysis (RCA)
25. Standard Work
26. Total Productive Maintenance
27. Gemba Walk
28. Training Within Industry (TWI)
29. ADKAR® Model for Individual Change
30. Kotter’s Change Management Model
The level of detail varies by framework, depending on the nature of the business process improvement model. Examples and templates are provided.
Alternatively, these slides can be used to complement your in-house training materials.
Lean Office is a management philosophy based on the Toyota Production System (TPS). With Lean Office, you will be able to enhance value for your customers by improving and smoothing the process flow and eliminating waste. Simply put, by becoming a Lean Office, you will be able to increase productivity and create greater customer value with less resources.
By teaching this presentation to managers and employees working in Office/Service environments, they will have a better understanding of the Lean principles and approach to eliminating waste, and will be more forthcoming to lead and participate in the Lean implementation process.
NUMBER OF SLIDES: 127
LEARNING OBJECTIVES:
By the end of the program, you would be able to:
1. Understand the principles and key concepts of Lean
2. Identify value and waste
3. Gain an overview of key Lean principles and tools, and their applications
4. Apply 5S principles to improve office organization and efficiency
5. Apply a simple problem solving process
CONTENTS:
1. Introduction to Lean Office
2. Key Concepts of Lean Office
3. Overview of Lean Methods & Tools
4. Ways to develop "Kaizen Eyes"
5. Lean Roles
6. Sustaining a Lean Office
To download this complete presentation, please visit: http://www.oeconsulting.com.sg
Lean Thinking is a management philosophy based on the Toyota Production System (TPS). With Lean Thinking, you will be able to enhance value for your customers by improving service delivery and eliminating waste. Simply put, by becoming a Lean organization, you will be able to improve personal effectiveness, increase productivity and create greater customer value with less resources.
This training presentation is especially tailored for service industries. By teaching this presentation to managers and employees, they will have a better understanding of the Lean principles and approach to eliminating waste, and will be more forthcoming to lead and participate in the Lean implementation process.
LEARNING OBJECTIVES
1. Understand the principles and key concepts of Lean
2. Acquire knowledge on the key Lean methods and tools and their applications to improve personal effectiveness, value creation and waste elimination
3. Identify ways to develop “Kaizen eyes” to look for improvement opportunities
4. Describe the various Lean roles
CONTENTS
1. Introduction to Lean Thinking
2. Key Concepts of Lean Thinking
3. Overview of Lean Methods & Tools
4. Ways to develop "Kaizen Eyes"
5. Lean Roles
6. Sustaining a Lean Culture
To download this complete presentation, please visit: http://www.oeconsulting.com.sg
These are the slides that accompany the webinar found at: https://vimeo.com/280459431
Operating with clear processes makes or breaks organizational performance and it's an aspect of operations that is often fairly weak. Measuring organizational performance—whether overall performance or the performance of a small work team—is another area that we find often organizations struggling with.
In this webinar—the 3rd of 5 webinars based on content from my latest book, Clarity First—you'll learn the five criteria for robust process management and best practices for measuring and managing performance at any level in the organization. Additional topics will include creating and using standard work, how to properly roll out process changes, and avoiding measurement that drives the wrong behaviors.
DMAIC is a methodology for improving existing processes. DMAIC stands for Define, Measure, Analyze, Improve, and Control.
https://goleansixsigma.com/lean-six-sigma-step-by-step/
In a keynote session at the 2011 IndustryWeek Best Plants Conference, LEI Founder James Womack explains the purpose and practical details for taking a “gemba walk,” a walk across a value stream to grasp the current state. Watch a video of the presentation at: http://www.industryweek.com/videos/Womack-Best-Plants-2011.aspx
Read excerpts from Gemba Walks, a collection of Jim’s essays on visiting companies implementing lean management, or post a question to learn more.
Recorded webinar: http://bit.ly/1uVqMJC
Subscribe: http://www.ksmartin.com/subscribe
Purchase the book: http://www.bit.ly/VSM
These are slides from a webinar done with APICS Heartland on the topic of Value Stream Mapping.
This webinar covers:
• How to use value stream mapping as an organizational transformation & leadership alignment tool
• How to plan for a value stream mapping activity
• The mechanics of mapping, including key metrics
for office/service/knowledge work
• How to create an actionable Value Stream Transformation Plan
A system (including the structure) to manage daily work, including
• Customer demand
• Best Practices and Standards
• Equipment & the workplace
• Improvement • People
Lean Six Sigma is a methodology based on both Lean Manufacturing and Six Sigma. This presentation gives a brief overview and history of each methodology. Presentation by EMS Consulting Group, Inc. www.emsstrategies.com
Assure the best possible return on your investment with assistance in developing your IT Governance strategy with the experienced professionals at Checkpoint Partners
The Presentation is a part of Webinar held on 18-12-2011 and consists of the following topics:
1. PMP Quick Facts-What is PMP, PMI
2.How is Exam structurd and what are the associated expenses
3. What are Process Groups, Knowledge Areas and Processes
The Last Slide contains link to my site, where brief details about the topics mentioned in the presentation has been posted.
Presentation on "Views on 2030" by Dr. Robin Mann during the 6th International Benchmarking Conference organized by Dubai Quality Group from 6-7 March 2012 at Al Bustan Rotana Dubai
Value, Value Stream, Flow, Pull, Perfection, Waste Types in Services, Waste Types in Manufacturing, Value Add, Non Value Add, 3 MU's, Gemba, Cycle Time, Lead Time, Takt, ECRS, Eliminate, Combine, Rearrange, Simplify, Sources of Waste, Excellence, Sustained,
Characteristics of high maturity organisations - how CMMI & LSS integration can improve product quality, processes, bottom line and customer satisfaction
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
As a business owner in Delaware, staying on top of your tax obligations is paramount, especially with the annual deadline for Delaware Franchise Tax looming on March 1. One such obligation is the annual Delaware Franchise Tax, which serves as a crucial requirement for maintaining your company’s legal standing within the state. While the prospect of handling tax matters may seem daunting, rest assured that the process can be straightforward with the right guidance. In this comprehensive guide, we’ll walk you through the steps of filing your Delaware Franchise Tax and provide insights to help you navigate the process effectively.
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
Explore our most comprehensive guide on lookback analysis at SafePaaS, covering access governance and how it can transform modern ERP audits. Browse now!
1. LSS – From Ideas to Execution
Sustain outcomes by balancing the
objectives of the present with the
needs and expectations of the future
Anand Subramaniam
2. “The human mind treats a new idea the
same way the body treats a strange
protein; it rejects it.”
- P. B. Medawar
2
9. Idea Generation
Sources of Ideas:
Ideas generation sessions with cross functional teams
Brainstorming
Annual Planning Process / Operational Plans
Departmental initiatives / CCC Strips
Information Boards / Visual Management
9
10. Idea Capture
Consolidate like ideas
Check if new ideas are duplicating existing
or previous projects elsewhere in the
organisation
10
11. Idea Screening
Define the intent and a high level scope (“SMART”) of the idea
Estimate the cost vs. benefit (as a rule of thumb, accuracy + or – 30%)
Structured communication plan to address outcomes
Remove ideas that are not aligned with organisation‟s business strategy, or
would be sub-optimal to introduce
Combine / delete ideas to eliminate redundancies
Outcome - rationalised list of ideas to be considered for further assessment
and continuously improve the estimating process or selection criteria
ratings
11
12. Idea Prioritisation
Prioritise Ideas using a Prioritisation Tool
(including the rating scales for each criteria)
Business Benefit Criteria (Financial & Non Financial)
Implementation Criteria (resources, risk, time)
Overall rating and weighted score for final project
selection / decision making
12
13. Project Selection Criteria
Financial Non –
Financial
Payback
Net Present Value Projects of Strategic
(NPV) importance to the firm
Internal Rate of Return
(IRR)
Several weighted selection criteria could be used to
evaluate project proposals
13
14. Prioritisation Tool
Determine weighting criteria that could be customised to meet your
specific needs
Define rating scales for each criteria and assist users of the tools to
assign the ratings
Identify “just do it” / “mandated” projects which are automatically
assigned a high score to ensure priority is give to these projects
Make a high level estimate of the ratings for each criteria and
complete the assessment matrix
Overall rating calculated and a ranked list of ideas produced
14
15. Prioritisation Tool - Criteria
Human and Physical “Just do it”
Project’s “Strategic Fit”
Resource Requirements
Impact on Employees and
Environmental Impact their Performance Estimated Cost and Time
Size and Composition of
Ethical Considerations Existing Program & Project
Complexity and Risk
Portfolio
Impact on NPM’s Image Experience With Similar
Projects Competencies
Strategic Partnership Expected Benefits Temporal Distribution of
Building (Quantitative & Qualitative) Quantitative Returns
15
16. Project Selection
Select projects based on overall ratings
Business Benefit / Implementation Ease
Constraints (Internal / External)
• Cost : Time : Resourcing : Stakeholders
Alignment (Risks / Opportunities)
16
17. Prioritised & Selected Projects
Projects Selected (Lean, Six Sigma, CAPEX, “Just do
it”, Mandated, Departmental)
“Just Do Its” / Mandated Projects (HSE) do not need to
be evaluated in the prioritisation process but they should
still be tracked for resourcing, cost, benefits, risk etc
If required reassess criteria weightings and rating scales
Allocate resources, define roles & responsibilities, scope,
project charter and approve projects for implementation
17
18. Alignment on Selected Projects
Alignment
• Determine & align with Org‟s strategy
• Decide on evaluation criteria
• Select prioritised projects Executive
• Allocate funds Management
• Check resource needs • Re-scope
• Cull projects not aligned • Re-classify
• Define monitoring process • Re-assign resources
• Re-design (merge)
• Impact on existing projects Functional Management
• Remove / kill project
• Re-evaluate new projects & • Re-schedule (delay, move to pipeline)
cross project dependencies
• Project execution
• Performance reporting
• Project information
archived & used to CAPEX, Lean Six Sigma,
improve the process Departmental, Just do it
Innovation
Fit
18
19. Project Implementation
Appropriate implementation methodology (DMAIC, DFSS, CAPEX)
resources availability
current business focus and / or change in Organisation's strategy
appropriate sequencing and dependences of projects
project sequencing (parallel / serial)
projects that are not being progressed and their assessments
should be captured for potential later use
19
21. Lesson Learned
Systems and processes to record lessons learned
Collaborate on improvement outcomes
Capture and share knowledge from projects implemented
Use prior learning to start new initiatives
Replicate
Continuously improve processes, templates and checklists
21
22. RASCI
Generate
Prioritise
Capture
Execute
Track &
Sustain
Report
Screen
Plan &
Select
PIR
Senior Management I I I IC IC I I I I
Project Champion /
A A R R A
Sponsor
P&L / Project Manager A A A A R R A A A
Process Teams / Experts R CI CI CI CI CI CI CI R
LSS Teams CS R R R CS CS CS CS C
Secretary S S S S S S S S S
BA / Finance I I C C C C I I I
22
24. Using DMAIC Framework
Value Understand Demand Flow Level Perfection
Define Measure Analyse Improve Control
Define Measure Analyse Improve Control
Stage Stage Stage Stage Stage
Gate Gate Gate Gate Gate
24
25. Define Opportunities
Stage Stage Stage Stage
Gate Gate Gate Gate
Define Measure Analyse Improve Control
Objective Main Activities Potential Tools and Techniques Output
• To identify and/ or • Validate/Identify
validate the Business
improvement Opportunity • Project Charter
opportunity,
• Develop Project • Process Map
• To develop the Charter
business processes
• Identify and Map • Gate Review
• To define critical Processes
customer
requirements • Identify Quick Wins
and Refine Process
• To be an effective
project team. • Translate VOC into
CTx
• Develop Team
Guidelines &
Ground Rules
25
26. Define Phase (Activities & Tools)
Activities Tools / Techniques
• Problem Definition • Project Management Process
• Project Charter • Value Stream Map
• SIPOC • Financial Analysis
• Activity (Process )Maps • Project Charter
• Value Stream • Stakeholder Analysis
• VOC, VOB, VOP, VOE • Communication Plan
• Project Scope • SIPOC Map
• Roles & Responsibilities • High-Level Process Map
• Project Schedule • Non-Value Added Analysis
• Critical Success Factors • VOC and Kano Analysis
• Stage Gate • Multi-generation Plans
27. Measure Performance
Stage Stage Stage Stage
Gate Gate Gate Gate
Define Measure Analyse Improve Control
Objective Main Activities Potential Tools and Techniques Output
• Identify Input, • Measurement
• To identify critical Plan
measures / success Process, and Output
Indicators
factors critical to
meet customer
• Gather Data
requirements • Develop Operational
Definition & • Baseline
• Develop a Measurement Plan
methodology to
effectively collect • Analyse Data •DEFINE • Gate Review
data to measure
process • Determine if Special
performance Cause Exists
• To understand the • Determine Sigma
elements of the 6 Performance
Sigma calculation
and establish • Collect Other
baseline processes Baseline Performance
for analysis by the Data
team
27
28. Measure Phase (Activities & Tools)
Activities Tools / Techniques
• Identify Key Input, Process • Operational Definitions
Output Metrics • Data Collection Plans
• Develop Operational • Histograms / Pareto chart
Definitions • Statistical Sampling
• Develop Data Collection Plan • Measurement System Analysis
• Validate Measurement System • Gage R&R
• Collect Baseline Data • Constraint Identification
• Determine Process / • Control Charts
Performance/Capability
• Process Capability, Cp & Cpk
• Validate Opportunity
• Measurement Capability
• Stage Gate
28
29. Analyse Opportunity
Stage Stage Stage Stage
Gate Gate Gate Gate
Define Measure Analyse Improve Control
Objective Main Activities Potential Tools and Techniques Output
• To stratify and • Stratify Process,
analyse the data & Identify • Identify Root Cause
opportunity Specific Problem & not symptoms
• To identify a specific • Develop Problem • Voice of Customer
problem and define Statement Vs. Voice of
an easily understood Business
problem statement. • Identify Root Causes
• To identify and • Design Root Cause • Gate Review
validate the root Verification Analysis
causes
• Validate Root
• To ensure the Causes
Hypothesis Regression
elimination of “real” ANOVA
root causes and thus • Enhance Team Testing Modelling
the problem the Creativity & Prevent
team is focused on. Group-Think
29
30. Analysis Phase (Activities & Tools)
Activities Tools / Techniques
• Prioritise Critical X‟s • Pareto Charts
• Conduct Root Cause Y=f(X) • C&E Matrix
• Analysis on Critical X‟s • Brainstorming
• Validate Critical X‟s • Detailed „As-Is‟ Process Maps
• Estimate the Impact of each X • Data Analysis (Statistics)
on Y • Non Value-Added Analysis
• Quantify the Opportunity • Hypothesis Testing
• Prioritise Root Causes • FMEA
• FMEA • Box /Interaction Plots
• DOE (Design Of Experiment) • Simple & Multiple Regression
• Stage Gate • ANOVA
30
31. Improve Performance
Stage Stage Stage Stage
Gate Gate Gate Gate
Define Measure Analyse Improve Control
Objective Main Activities Potential Tools and Techniques Output
• To identify,
• Generate Solution
evaluate, and
Ideas • Develop Solution
select the right
improvement
• Determine Solution • Pilot Phase
Impacts: Benefits
solutions.
• Evaluate and Select • Gate Review
• To develop a
Solutions
change
management
approach to assist
• Develop Process
Maps & High Level Response Surface
the organisation in Analysis / Screening
Plan
adapting to the
changes introduced
through solution
• Communicate
Solutions to all
implementation. Design of
Stakeholders Experiment
31
32. Improve Phase (Activities & Tools)
Activities Tools / Techniques
• Develop Potential Solutions • Brainstorming
• Develop Evaluation Criteria & • Benchmarking
Select Best Solutions • Process Improvement
• Evaluate Solution for Risk Techniques (8W,5S)
• Evaluate solution with • FMEA
Stakeholders • Solution Selection Matrix
• Optimise Solution • „To-Be‟ Process Maps
• „To-Be‟ Process Map(s) • Piloting and Simulation
• High-Level Implementation • Visual controls
Plan
• Develop Pilot Plan / Results
• Stage Gate
32
33. Control Performance
Stage Stage Stage Stage
Gate Gate Gate Gate
Define Measure Analyse Improve Control
Objective Main Activities Potential Tools and Techniques Output
• Develop Pilot Plan &
• To understand the Pilot Solution
importance of • Process Owner
planning and • Verify Reduction in takes
executing against Root Cause Sigma responsibility
the plan and Improvement
determine the
approach to be
Resulted from
Solution
• Everyone wants
taken to assure to move on
achievement of the • Develop Replication
targeted results. & Standardisation • Most challenging
phase
• To understand how • Integrate and
to disseminate Manage Solutions in • Gate Review
lessons learned, Daily Work
identify replication Processes
and standardisation
opportunities/ • Integrate Lessons
processes, and Learned & identify
develop related new opportunities
plans.
33
34. Control Phase (Activities & Tools)
Activities Tools / Techniques
• Develop SOP‟s, Training Plan • Control Charts
& Process Control System • Standard Operating
• Monitor & Stabilise Process Procedures (SOP‟s)
• Transition Project to Process • Training & Transition Plan
Owner / Operation • Communication Plan
• Identify Project Replication • Visual Process Control
Opportunities • Process Control Plans
• Calculate Financial Benefit • Project Commissioning
• Lessons Learned • Project Replication
• Celebrate • Project Dashboards
• Stage Gate • Project Artifacts
34
39. Project Tracking and Reporting
A system (manual or automated) in place to track
improvements, feed back, record value delivered and
storing project documentation / artefacts
Key project stakeholder have access to this system
which provides project status information (dash board)
and metrics around scope, time, cost, resources, risks,
milestones, deliverables, stage gates etc
System used to manage the effectiveness and
sustainability of the improved processes
39
40. Project Post Implementation Review
Positive and negative lessons learned captured & shared
Feedback solicited from a diverse audience
Original requirements reviewed to check for adherence
PIR (post implementation review) readily available for review
Archive (viz lessons learned database or library) managed
Use PIR to sustain, replicate and to realise the benefits.
40
41. Project Staffing Transfer / Release
Transfer plan and the approach approved
by human resources
All project staff released or re-allocated
Staff employment files updated
41
42. Project Financial Closure
Key stakeholders notified of financial closure / date
Acceptance criteria met prior to final payments release
Assets transferred or disposed off
Contracts office notified
Procedures in place for retaining financial records and
artefacts
42
43. Project Archive
All hard copy and artefacts stored or archived according
to the organisation record management standards
The project library folder structure used to store
electronic artefacts and available for future projects
Operations / maintenance team have access to all the
artefacts in order to maintain the project's deliverables
All the "Lessons Learned" documents stored in the
lessons learned electronic library
43
44. Team Celebration
Significant milestones successfully met
and celebrated
All planned celebration consistent with
acceptable professional and ethical
standards
44
45. “Good ideas are not adopted automatically.
They must be driven into practice with
courageous patience.”
- Hyman Rickover
45