Key principles in continuous improvement cultureGopala P.
Continuous improvement culture requires understanding customer needs, optimizing performance to provide customer value, and continuously learning and improving systems. Key principles include continuously understanding customer needs, having a customer focus, optimizing performance across functions, focusing on processes to improve customer satisfaction, learning from mistakes, and improving systems through fixing root causes of problems. Continuous improvement is a responsibility at all levels with the goal of reducing variation and waste.
This document summarizes a presentation on continuous improvement. It discusses the project manager's role in continuous improvement, including monitoring processes, eliminating root causes of issues, and ensuring employee satisfaction. It also outlines the basics of continuous improvement, such as the four core principles of customer focus, employee involvement, results-based decision making, and quality improvement focus. Additionally, it discusses implementing continuous improvement through techniques like process mapping, crew meetings, and assessing improvement through metrics and measurements.
The document discusses an approach called LEO (Listen, Enrich, Optimize) to achieve delivery excellence. It involves listening to customers and employees, enriching products and services, and continuously optimizing processes. LEO is presented as a sustainable change model to build quality into an organization's DNA. Key steps include understanding resistance, teaching quality methodology, applying it through projects, and communicating progress. The approach aims to make employees feel passionate and accountable by focusing on customer needs, rewarding quality work, and creating an environment for new ideas.
The retrospective process is a key part of continuous improvement in agile projects. It consists of 5 steps - set the stage, gather data, generate insights, decide what to do, and close the retrospective. The goals of setting the stage are to create a comfortable atmosphere for reflection and focus the team on improvement. Retrospectives help teams apply lessons learned to current and future projects through frequent and deliberate improvement activities.
Mastering the Huddle Office of Lean TransformationAmanda Gilmore
This document provides guidance on conducting effective huddles using visual management tools. It discusses:
1) The purpose of huddles is to allow effective communication throughout a department and engage staff while reducing lengthy meetings. Huddles should occur weekly for 30 minutes in the same place where work takes place.
2) A standard huddle agenda includes sharing good news, reviewing metrics and goals with a data leader, discussing roadblocks, and brief housekeeping. The facilitator ensures participation and accountability.
3) Visual boards are used to depict goals, metrics, projects and ideas to show if progress is being made. They provide transparency and direct leaders to areas needing support.
4) Preparation, celebration
This document discusses the concept of Kaizen, which means continuous improvement. It defines Kaizen as modifying or changing processes to make them better by eliminating waste through studying and improving them. The document outlines the Kaizen process, elements, types (flow and point), and compares Kaizen to Kaizen events. It describes the phases of a Kaizen event from preparation to follow up. Finally, it discusses problem solving techniques used in Kaizen and why organizations implement Kaizen to eliminate waste, improve quality, cost and delivery, and minimize production costs by teaching workers continuous improvement.
The document discusses continuous improvement at DuPont through respect for people. It outlines values of safety, environmental stewardship, ethics and respect. Respect for people involves creating a respectful culture that embraces differences and individuality. The document then lists ways that people may not feel respected or included. It provides an agenda for a meeting covering continuous improvement tools and generating project ideas. The meeting reviews concepts like lean, waste elimination and goals of variability, visibility and velocity. Opportunities and tools for improvement are discussed, including 5S, visual management and autonomous maintenance.
Key principles in continuous improvement cultureGopala P.
Continuous improvement culture requires understanding customer needs, optimizing performance to provide customer value, and continuously learning and improving systems. Key principles include continuously understanding customer needs, having a customer focus, optimizing performance across functions, focusing on processes to improve customer satisfaction, learning from mistakes, and improving systems through fixing root causes of problems. Continuous improvement is a responsibility at all levels with the goal of reducing variation and waste.
This document summarizes a presentation on continuous improvement. It discusses the project manager's role in continuous improvement, including monitoring processes, eliminating root causes of issues, and ensuring employee satisfaction. It also outlines the basics of continuous improvement, such as the four core principles of customer focus, employee involvement, results-based decision making, and quality improvement focus. Additionally, it discusses implementing continuous improvement through techniques like process mapping, crew meetings, and assessing improvement through metrics and measurements.
The document discusses an approach called LEO (Listen, Enrich, Optimize) to achieve delivery excellence. It involves listening to customers and employees, enriching products and services, and continuously optimizing processes. LEO is presented as a sustainable change model to build quality into an organization's DNA. Key steps include understanding resistance, teaching quality methodology, applying it through projects, and communicating progress. The approach aims to make employees feel passionate and accountable by focusing on customer needs, rewarding quality work, and creating an environment for new ideas.
The retrospective process is a key part of continuous improvement in agile projects. It consists of 5 steps - set the stage, gather data, generate insights, decide what to do, and close the retrospective. The goals of setting the stage are to create a comfortable atmosphere for reflection and focus the team on improvement. Retrospectives help teams apply lessons learned to current and future projects through frequent and deliberate improvement activities.
Mastering the Huddle Office of Lean TransformationAmanda Gilmore
This document provides guidance on conducting effective huddles using visual management tools. It discusses:
1) The purpose of huddles is to allow effective communication throughout a department and engage staff while reducing lengthy meetings. Huddles should occur weekly for 30 minutes in the same place where work takes place.
2) A standard huddle agenda includes sharing good news, reviewing metrics and goals with a data leader, discussing roadblocks, and brief housekeeping. The facilitator ensures participation and accountability.
3) Visual boards are used to depict goals, metrics, projects and ideas to show if progress is being made. They provide transparency and direct leaders to areas needing support.
4) Preparation, celebration
This document discusses the concept of Kaizen, which means continuous improvement. It defines Kaizen as modifying or changing processes to make them better by eliminating waste through studying and improving them. The document outlines the Kaizen process, elements, types (flow and point), and compares Kaizen to Kaizen events. It describes the phases of a Kaizen event from preparation to follow up. Finally, it discusses problem solving techniques used in Kaizen and why organizations implement Kaizen to eliminate waste, improve quality, cost and delivery, and minimize production costs by teaching workers continuous improvement.
The document discusses continuous improvement at DuPont through respect for people. It outlines values of safety, environmental stewardship, ethics and respect. Respect for people involves creating a respectful culture that embraces differences and individuality. The document then lists ways that people may not feel respected or included. It provides an agenda for a meeting covering continuous improvement tools and generating project ideas. The meeting reviews concepts like lean, waste elimination and goals of variability, visibility and velocity. Opportunities and tools for improvement are discussed, including 5S, visual management and autonomous maintenance.
What will drive Lean Management System is the “Why” more so than the “How”. The “Why” provides the clear strategic intent which will provide the fuel for Leader Standard Work. Standardizing your work provides opportunity to spread it within your organization and make it easier for customers to go deeper into your organization for knowledge sharing. This provides a flood of new ideas for innovation and co-creation opportunities. But even more importantly it secures a vendor-customer relationship or partnership that is difficult for others to replicate. There is a presentation on Slideshare utilizing this slide deck.
For Dummies - Delivery Excellence by Suresh VennaSuresh Venna
This document outlines components that should be tracked to measure continuous improvement across staffing, services and solutions, and sales and execution. It recommends defining delivery standards for each service, metrics for success and failure, and guidance for increasing success rates. Sample metrics include requirements, submission and closure rates, headcount, customer satisfaction, profit margins, and reasons for winning or losing projects. The data consists of standards, policies, processes, procedures, metrics, measurements, and feedback to address people, services, solutions, and products.
The document outlines the steps for conducting a Kaizen workshop. It includes identifying objectives and measurable goals, selecting a facilitator and team members, preparing data and materials, conducting the workshop following the DMAIC process (Define, Measure, Analyze, Improve, Control), presenting final recommendations, and celebrating success. The workshop aims to improve an existing process or value stream by engaging a cross-functional team in identifying issues, analyzing root causes of problems, designing and testing solutions, and ensuring controls are in place.
This presentation shows how to start continuous improvement / process improvement in a structured manner. It provides a step-by-step approach, including an overview of training sessions offered.
Continuous improvement techniques are methods used to incrementally improve processes, products, and services over time. Some key techniques discussed include Kanban, A3 reports, kaizen events, PDCA cycles, gemba walks, 5 Whys analysis, and value stream mapping. These techniques emphasize visualization of processes, limiting work-in-progress, continuous flow, and incremental improvements through small changes. They aim to identify, reduce, and eliminate inefficiencies through self-reflection, problem-solving, and involving employees at all levels.
What gets measured, gets managed! What gets managed can be maintained and improved upon. Auditing ensures that the meetings operate at a consistent high standard.
Kaizen is a Japanese philosophy that focuses on continuous incremental improvements involving all employees. It has 3 main principles: consider the process and results, evaluate the entire job process to find the best way, and approach it without blame to establish the best process. Kaizen events follow phases of selecting an event, planning, implementing, and follow up. It aims to reduce waste and improve productivity, quality, and employee satisfaction through small, ongoing changes.
What gets measured, gets managed! What gets managed can be maintained and improved upon. Auditing ensures that the meetings operate at a consistent high standard.
Coaching for Continuous Improvement presented at the ASQ World Conference on Quality and Improvement May 2016 Milwaukee - How to develop team members to be strong problem solvers
Kaizen is a Japanese philosophy of continuous improvement involving small, incremental changes made on a regular basis. The key aspects of Kaizen are that it focuses on continuous, gradual improvement suggested by employees, rather than large, sudden changes imposed by management. There are typically four stages to a Kaizen event: analyzing current processes, identifying improvement opportunities, implementing process changes, and evaluating results. Successful implementation of Kaizen requires standardizing current processes, measuring key metrics, identifying areas for improvement, developing and testing changes, and standardizing new processes. Common goals for Kaizen events include reducing changeover times, improving workplace organization, developing one-piece flow, establishing pull systems, and enhancing equipment reliability.
Kaizen is a Japanese term meaning continuous improvement. It originated from combining the Japanese words "Kai" meaning change and "Zen" meaning improvement. Kaizen focuses on continuously improving manufacturing, engineering, and business management processes by involving all employees. The PDCA (Plan-Do-Check-Act) model is used as the system for executing Kaizen in a four step approach. Some key advantages of Kaizen include reducing waste, improving employee utilization and production, and reducing completion cycle times.
This Slideshare presentation is a partial preview of the full business document. To view and download the full document, please go here:
http://flevy.com/browse/business-document/kaizen-event-guide-311
A Kaizen Event is a rapid, focused application of Lean methods to reduce waste so as to improve cost, quality, delivery, speed, flexibility and responsiveness to internal/external customer needs.
This presentation guide provides a step-by-step guidance to the planning, preparation and conducting a Kaizen Event. It includes post-event follow up activites as well as templates for Kaizen charter and presentation to management and other stakeholders.
This event guide can be used together with the Kaizen training presentation.
Number of slides: 98
CONTENTS:
Introduction
- What is Kaizen?
- 10 rules of Kaizen
- What is the purpose of Kaizen?
- Value
- Types of waste
- What is a Kaizen event?
- Benefts of Kaizen and Kaizen events
A kaizen event is being held at the Toronto Factory to improve safety in work cell #3. The 5-day event will involve cross-functional teams identifying and implementing safety improvements through activities like hazard identification, 5S training, brainstorming, and developing solutions. The goals are to implement 15 safety improvements, raise the 5S score, implement 6 ergonomic improvements, and improve the GMP audit score. Each day will focus on a different part of the process such as training, discovery, implementation, refinement, and presenting results.
The document discusses Oregon Department of Environmental Quality's use of Lean Process Improvement and Kaizen events to simplify business processes. It explains that DEQ uses 5-day Kaizen events with process improvement tools to identify inefficiencies. Several of DEQ's divisions have already participated in Lean-Kaizen and implemented solutions. Lean identifies customer needs and requirements and maps processes to understand inefficiencies and roles. It can provide measurable results within 6 months through process improvements, better communications, and redirected resources.
This document discusses the stages and process of a Kaizen event. It begins by defining what a Kaizen is and explaining the typical stages: planning and preparation, the event itself, reporting out results, and follow up. The planning stage involves setting goals, selecting a team, collecting baseline data, and planning support. During the event, the standard work process is documented, improvement opportunities are identified and countermeasures planned. Results are measured and changes are verified and standardized. Follow up ensures improvements are sustained over time through continued reviews and assessments.
Kaizen is a process-emphasis approach that focuses on continuously improving processes rather than blaming individuals. It aims to reduce variation and errors by understanding how each job fits into the overall process, measuring performance of the process, and making changes to the process rather than punishing employees.
The document discusses the "Seven Deadly Sins of Scrum" which can undermine the benefits of an agile Scrum framework. The sins include having a culture and mindset that does not fully embrace the values of agile, not properly aligning all stakeholders to the change, and failing to involve testers fully in planning, estimation and definition of done activities. Other sins are an overemphasis on pushing work rather than teams pulling work, not refining product backlogs collaboratively, and Scrum Masters failing to facilitate organizational change and focus on agile values. The document emphasizes the importance of culture change and embracing agile values to truly realize the benefits of Scrum.
This document provides a five step approach to adopting agility across an entire organization. The first step is to build agile skills in people by establishing an agile role progression and providing training tailored to different roles. The second step is to make the adoption agile itself by educating stakeholders, establishing accountable adoption teams, and launching pilot projects. The third step is to focus agility at different levels including focusing the product portfolio, releasing more frequently, and letting teams flow work independently. The fourth step is to not forget principles of innovation like using scrum patterns, the lean startup approach, and flexible budgeting frameworks. The final step is that frameworks are just tools and the core is to create a simple but reliable agile process.
What will drive Lean Management System is the “Why” more so than the “How”. The “Why” provides the clear strategic intent which will provide the fuel for Leader Standard Work. Standardizing your work provides opportunity to spread it within your organization and make it easier for customers to go deeper into your organization for knowledge sharing. This provides a flood of new ideas for innovation and co-creation opportunities. But even more importantly it secures a vendor-customer relationship or partnership that is difficult for others to replicate. There is a presentation on Slideshare utilizing this slide deck.
For Dummies - Delivery Excellence by Suresh VennaSuresh Venna
This document outlines components that should be tracked to measure continuous improvement across staffing, services and solutions, and sales and execution. It recommends defining delivery standards for each service, metrics for success and failure, and guidance for increasing success rates. Sample metrics include requirements, submission and closure rates, headcount, customer satisfaction, profit margins, and reasons for winning or losing projects. The data consists of standards, policies, processes, procedures, metrics, measurements, and feedback to address people, services, solutions, and products.
The document outlines the steps for conducting a Kaizen workshop. It includes identifying objectives and measurable goals, selecting a facilitator and team members, preparing data and materials, conducting the workshop following the DMAIC process (Define, Measure, Analyze, Improve, Control), presenting final recommendations, and celebrating success. The workshop aims to improve an existing process or value stream by engaging a cross-functional team in identifying issues, analyzing root causes of problems, designing and testing solutions, and ensuring controls are in place.
This presentation shows how to start continuous improvement / process improvement in a structured manner. It provides a step-by-step approach, including an overview of training sessions offered.
Continuous improvement techniques are methods used to incrementally improve processes, products, and services over time. Some key techniques discussed include Kanban, A3 reports, kaizen events, PDCA cycles, gemba walks, 5 Whys analysis, and value stream mapping. These techniques emphasize visualization of processes, limiting work-in-progress, continuous flow, and incremental improvements through small changes. They aim to identify, reduce, and eliminate inefficiencies through self-reflection, problem-solving, and involving employees at all levels.
What gets measured, gets managed! What gets managed can be maintained and improved upon. Auditing ensures that the meetings operate at a consistent high standard.
Kaizen is a Japanese philosophy that focuses on continuous incremental improvements involving all employees. It has 3 main principles: consider the process and results, evaluate the entire job process to find the best way, and approach it without blame to establish the best process. Kaizen events follow phases of selecting an event, planning, implementing, and follow up. It aims to reduce waste and improve productivity, quality, and employee satisfaction through small, ongoing changes.
What gets measured, gets managed! What gets managed can be maintained and improved upon. Auditing ensures that the meetings operate at a consistent high standard.
Coaching for Continuous Improvement presented at the ASQ World Conference on Quality and Improvement May 2016 Milwaukee - How to develop team members to be strong problem solvers
Kaizen is a Japanese philosophy of continuous improvement involving small, incremental changes made on a regular basis. The key aspects of Kaizen are that it focuses on continuous, gradual improvement suggested by employees, rather than large, sudden changes imposed by management. There are typically four stages to a Kaizen event: analyzing current processes, identifying improvement opportunities, implementing process changes, and evaluating results. Successful implementation of Kaizen requires standardizing current processes, measuring key metrics, identifying areas for improvement, developing and testing changes, and standardizing new processes. Common goals for Kaizen events include reducing changeover times, improving workplace organization, developing one-piece flow, establishing pull systems, and enhancing equipment reliability.
Kaizen is a Japanese term meaning continuous improvement. It originated from combining the Japanese words "Kai" meaning change and "Zen" meaning improvement. Kaizen focuses on continuously improving manufacturing, engineering, and business management processes by involving all employees. The PDCA (Plan-Do-Check-Act) model is used as the system for executing Kaizen in a four step approach. Some key advantages of Kaizen include reducing waste, improving employee utilization and production, and reducing completion cycle times.
This Slideshare presentation is a partial preview of the full business document. To view and download the full document, please go here:
http://flevy.com/browse/business-document/kaizen-event-guide-311
A Kaizen Event is a rapid, focused application of Lean methods to reduce waste so as to improve cost, quality, delivery, speed, flexibility and responsiveness to internal/external customer needs.
This presentation guide provides a step-by-step guidance to the planning, preparation and conducting a Kaizen Event. It includes post-event follow up activites as well as templates for Kaizen charter and presentation to management and other stakeholders.
This event guide can be used together with the Kaizen training presentation.
Number of slides: 98
CONTENTS:
Introduction
- What is Kaizen?
- 10 rules of Kaizen
- What is the purpose of Kaizen?
- Value
- Types of waste
- What is a Kaizen event?
- Benefts of Kaizen and Kaizen events
A kaizen event is being held at the Toronto Factory to improve safety in work cell #3. The 5-day event will involve cross-functional teams identifying and implementing safety improvements through activities like hazard identification, 5S training, brainstorming, and developing solutions. The goals are to implement 15 safety improvements, raise the 5S score, implement 6 ergonomic improvements, and improve the GMP audit score. Each day will focus on a different part of the process such as training, discovery, implementation, refinement, and presenting results.
The document discusses Oregon Department of Environmental Quality's use of Lean Process Improvement and Kaizen events to simplify business processes. It explains that DEQ uses 5-day Kaizen events with process improvement tools to identify inefficiencies. Several of DEQ's divisions have already participated in Lean-Kaizen and implemented solutions. Lean identifies customer needs and requirements and maps processes to understand inefficiencies and roles. It can provide measurable results within 6 months through process improvements, better communications, and redirected resources.
This document discusses the stages and process of a Kaizen event. It begins by defining what a Kaizen is and explaining the typical stages: planning and preparation, the event itself, reporting out results, and follow up. The planning stage involves setting goals, selecting a team, collecting baseline data, and planning support. During the event, the standard work process is documented, improvement opportunities are identified and countermeasures planned. Results are measured and changes are verified and standardized. Follow up ensures improvements are sustained over time through continued reviews and assessments.
Kaizen is a process-emphasis approach that focuses on continuously improving processes rather than blaming individuals. It aims to reduce variation and errors by understanding how each job fits into the overall process, measuring performance of the process, and making changes to the process rather than punishing employees.
The document discusses the "Seven Deadly Sins of Scrum" which can undermine the benefits of an agile Scrum framework. The sins include having a culture and mindset that does not fully embrace the values of agile, not properly aligning all stakeholders to the change, and failing to involve testers fully in planning, estimation and definition of done activities. Other sins are an overemphasis on pushing work rather than teams pulling work, not refining product backlogs collaboratively, and Scrum Masters failing to facilitate organizational change and focus on agile values. The document emphasizes the importance of culture change and embracing agile values to truly realize the benefits of Scrum.
This document provides a five step approach to adopting agility across an entire organization. The first step is to build agile skills in people by establishing an agile role progression and providing training tailored to different roles. The second step is to make the adoption agile itself by educating stakeholders, establishing accountable adoption teams, and launching pilot projects. The third step is to focus agility at different levels including focusing the product portfolio, releasing more frequently, and letting teams flow work independently. The fourth step is to not forget principles of innovation like using scrum patterns, the lean startup approach, and flexible budgeting frameworks. The final step is that frameworks are just tools and the core is to create a simple but reliable agile process.
Agile Transformation is a Journey, a continuous Learning Process. As part of Transformation capability Improvement, Cultural change should happen naturally by the change in habit and behavior of the people and help customer achieve their Business Goals.
Contact 98408 60639 for Agile Mentorship and Career guidance with SAFe RTE and other SAFe guidance. SAFe RTe, SAFe POPM, SAFe SA, SAFe SSM. To contact directly contact in WhatsApp /click from mobile https://wa.me/+919840860639
Vygantas Kazlauskas - How Agile saved Christmas in EstoniaAgile Lietuva
In Estonia, Omniva delivers 18 million parcels per year. In 2018, we set the goal to completely renew our information system by Christmas which is our busiest time of the year. We also opened a brand new logistics centre with the most modern automated sorting line in the Baltics. Without Agile, Christmas could have been very sad in Estonia…
The document discusses several quality management principles and processes including:
- Quality councils that provide direction for achieving a total quality culture and are composed of senior leadership and quality experts.
- Juran's quality trilogy which divides quality management into quality planning, quality control, and quality improvement.
- The PDCA (Plan-Do-Check-Act) cycle and how it is used for continuous process improvement.
- Other quality improvement tools and philosophies like 5S, Kaizen, quality circles, and Ishikawa's ten principles of customer-supplier relations.
Lean Six Sigma is a systematic method used to improve business processes, products, and quality. It focuses on reducing process variation and cycle time through the use of statistical tools and teamwork. The method was pioneered in the 1980s and is now used by many large companies. Lean Six Sigma projects follow a defined roadmap of measuring the current process, analyzing root causes of defects, improving the process, and controlling the gains. Projects are led by a Black Belt with support from a Green Belt, Champion, and other roles using defined phases and tools. Using Lean Six Sigma provides benefits such as proven success, a structured approach, and fact-based results.
The document discusses plans for an operational excellence initiative at a steel plant in South India. The goals are to become the best and most competitive steel plant through optimal resource utilization, improved productivity, quality and cost reduction. Key changes proposed include improving availability and reducing waste, implementing proper planning and standardized processes, developing employee skills, and fostering a culture of teamwork, accountability and proactive problem-solving. Success will be measured by various performance metrics. Risks of failure include lack of trust, resistance to change, poor teamwork and leadership, inadequate resources, and poor communication.
Three Ways to Transition From “Fire Fighting” Mode to Boost GainsSafetyChain Software
Learn what's needed to stop “fighting fires” on the plant floor and acquire the capabilities to grow and sustain your hourly, daily, monthly, and yearly gains. Part 2 of a 3 part series.
Agile Gurugram 2019 Conference | Agile Culture for High Performance | Abhigya...AgileNetwork
1) Abhigya Pokharel is an Agile Project Manager at Ncell telecom in Nepal who led the company's transformation to Agile. Under the new Agile approach, Ncell launched 10 products in a year compared to only 4 in 18 months previously. Employee and customer satisfaction scores increased.
2) The transformation required a holistic approach that changed the company's values, processes, functions, teams, and leadership. This included empowering self-organized teams, adopting Agile ceremonies, using visualization tools, embracing failure, and focusing on continuous learning.
3) Challenges included cultural shifts, performance management, and ensuring business value. These were addressed through experiments, team commitments, alignment
The document discusses the principles and practices of total quality management (TQM) including leadership in quality, customer satisfaction, employee involvement, continuous process improvement, supplier partnership, and performance measures. It also covers TQM tools and techniques such as benchmarking, quality management systems, failure mode effects analysis, and statistical process control. Key concepts of TQM include a focus on customers, continuous improvement, treating suppliers as partners, and establishing performance measures. The document provides an overview of TQM frameworks, principles, tools, and techniques.
Manikannan is seeking a senior level position in production, planning, or quality assurance in the automobile industry. He has 11 years of experience in production, supply chain management, quality assurance, process improvement, and systems implementation. He has expertise in directing operations of production systems and implementing business processes to maximize productivity.
Synergita is a cloud based performance management software which not only automates to resolve all employee performance review pain points but also enables employee engagement, employee training and development. Synergita helps create an extraordinary culture where employees unleash their potential, set new standards of excellence and create wonders. HR teams elevate their organization’s performance by eliminating the stress, time pressures and employee dissatisfaction. We call it “people MAGIC”.
Kumar Rajasekaran presented learnings from scaled agile implementations. Key topics included transitioning from a business process to an execution process, implementing a release train with focus on tools, metrics, user experience, agile coaching, trainings and workshops, and conducting agility assessments from team to program level. Challenges included priority/scope change management, sprint cycle duration, acceptance criteria, dependencies, capacity planning and standardization. Opportunities included delivering working software, aligning delivery to business value, and improving test practices.
Applying Quality to the Project and Product Management ProcessKaali Dass PMP, PhD.
Quality Management is one of the nine knowledge areas of PMBOK, and also an important factor in IT project success. This discussion will be centered on practices in both project and product management that fully enable a technology team to deliver high quality software. In today’s fast paced technology field, often times quality is seen as a luxury item that can or will be built in as an afterthought. The discussion in this presentation is to show how an escalated attention to quality actually provides faster, more reliable and predictable results.
The document outlines a 3-step process to develop a target operating model for an organization:
1. Create a current operating model by evaluating the customer journey, value chain, organization skills, mindsets and behaviors, and key metrics to baseline current performance.
2. Use the current operating model and input from stakeholders to develop a target operating model that provides a blueprint for the future and prioritizes improvement activities.
3. Deliver targeted projects to move the organization toward the objectives laid out in the target operating model, aligning limited resources to drive effective and efficient change.
This document provides a summary of Lean Enterprise Institute's qualifications and approach to enterprise transformations. It states that LEI is a partnership of experienced practitioners focused on using Lean, Six Sigma, TQM and BPR to drive customized, global transformations. It highlights LEI's pioneering work in developing and applying Lean approaches and its track record of significant financial results for clients. LEI promotes a "Capability Led" model to build internal improvement capabilities and deliver both short-term wins and long-term culture change over 5-10 years, as opposed to short-term "Event Led" approaches.
Risheesh Srivastava is applying for an Assistant Manager position. He has over 6 years of experience in business analysis, credit underwriting, project management, and process operations management in the banking and finance industry. Currently, he is a Business Analyst leading a team of 20 members for a credit underwriting process at Genpact. He possesses skills in process improvement, Lean methodology, and has successfully completed projects that improved efficiency and eliminated waste.
Similar to Maintaining quality With Agility - Fran O'Hara (20)
How to Get CNIC Information System with Paksim Ga.pptxdanishmna97
Pakdata Cf is a groundbreaking system designed to streamline and facilitate access to CNIC information. This innovative platform leverages advanced technology to provide users with efficient and secure access to their CNIC details.
GraphRAG for Life Science to increase LLM accuracyTomaz Bratanic
GraphRAG for life science domain, where you retriever information from biomedical knowledge graphs using LLMs to increase the accuracy and performance of generated answers
Infrastructure Challenges in Scaling RAG with Custom AI modelsZilliz
Building Retrieval-Augmented Generation (RAG) systems with open-source and custom AI models is a complex task. This talk explores the challenges in productionizing RAG systems, including retrieval performance, response synthesis, and evaluation. We’ll discuss how to leverage open-source models like text embeddings, language models, and custom fine-tuned models to enhance RAG performance. Additionally, we’ll cover how BentoML can help orchestrate and scale these AI components efficiently, ensuring seamless deployment and management of RAG systems in the cloud.
Essentials of Automations: The Art of Triggers and Actions in FMESafe Software
In this second installment of our Essentials of Automations webinar series, we’ll explore the landscape of triggers and actions, guiding you through the nuances of authoring and adapting workspaces for seamless automations. Gain an understanding of the full spectrum of triggers and actions available in FME, empowering you to enhance your workspaces for efficient automation.
We’ll kick things off by showcasing the most commonly used event-based triggers, introducing you to various automation workflows like manual triggers, schedules, directory watchers, and more. Plus, see how these elements play out in real scenarios.
Whether you’re tweaking your current setup or building from the ground up, this session will arm you with the tools and insights needed to transform your FME usage into a powerhouse of productivity. Join us to discover effective strategies that simplify complex processes, enhancing your productivity and transforming your data management practices with FME. Let’s turn complexity into clarity and make your workspaces work wonders!
“An Outlook of the Ongoing and Future Relationship between Blockchain Technologies and Process-aware Information Systems.” Invited talk at the joint workshop on Blockchain for Information Systems (BC4IS) and Blockchain for Trusted Data Sharing (B4TDS), co-located with with the 36th International Conference on Advanced Information Systems Engineering (CAiSE), 3 June 2024, Limassol, Cyprus.
Removing Uninteresting Bytes in Software FuzzingAftab Hussain
Imagine a world where software fuzzing, the process of mutating bytes in test seeds to uncover hidden and erroneous program behaviors, becomes faster and more effective. A lot depends on the initial seeds, which can significantly dictate the trajectory of a fuzzing campaign, particularly in terms of how long it takes to uncover interesting behaviour in your code. We introduce DIAR, a technique designed to speedup fuzzing campaigns by pinpointing and eliminating those uninteresting bytes in the seeds. Picture this: instead of wasting valuable resources on meaningless mutations in large, bloated seeds, DIAR removes the unnecessary bytes, streamlining the entire process.
In this work, we equipped AFL, a popular fuzzer, with DIAR and examined two critical Linux libraries -- Libxml's xmllint, a tool for parsing xml documents, and Binutil's readelf, an essential debugging and security analysis command-line tool used to display detailed information about ELF (Executable and Linkable Format). Our preliminary results show that AFL+DIAR does not only discover new paths more quickly but also achieves higher coverage overall. This work thus showcases how starting with lean and optimized seeds can lead to faster, more comprehensive fuzzing campaigns -- and DIAR helps you find such seeds.
- These are slides of the talk given at IEEE International Conference on Software Testing Verification and Validation Workshop, ICSTW 2022.
Building Production Ready Search Pipelines with Spark and MilvusZilliz
Spark is the widely used ETL tool for processing, indexing and ingesting data to serving stack for search. Milvus is the production-ready open-source vector database. In this talk we will show how to use Spark to process unstructured data to extract vector representations, and push the vectors to Milvus vector database for search serving.
HCL Notes und Domino Lizenzkostenreduzierung in der Welt von DLAUpanagenda
Webinar Recording: https://www.panagenda.com/webinars/hcl-notes-und-domino-lizenzkostenreduzierung-in-der-welt-von-dlau/
DLAU und die Lizenzen nach dem CCB- und CCX-Modell sind für viele in der HCL-Community seit letztem Jahr ein heißes Thema. Als Notes- oder Domino-Kunde haben Sie vielleicht mit unerwartet hohen Benutzerzahlen und Lizenzgebühren zu kämpfen. Sie fragen sich vielleicht, wie diese neue Art der Lizenzierung funktioniert und welchen Nutzen sie Ihnen bringt. Vor allem wollen Sie sicherlich Ihr Budget einhalten und Kosten sparen, wo immer möglich. Das verstehen wir und wir möchten Ihnen dabei helfen!
Wir erklären Ihnen, wie Sie häufige Konfigurationsprobleme lösen können, die dazu führen können, dass mehr Benutzer gezählt werden als nötig, und wie Sie überflüssige oder ungenutzte Konten identifizieren und entfernen können, um Geld zu sparen. Es gibt auch einige Ansätze, die zu unnötigen Ausgaben führen können, z. B. wenn ein Personendokument anstelle eines Mail-Ins für geteilte Mailboxen verwendet wird. Wir zeigen Ihnen solche Fälle und deren Lösungen. Und natürlich erklären wir Ihnen das neue Lizenzmodell.
Nehmen Sie an diesem Webinar teil, bei dem HCL-Ambassador Marc Thomas und Gastredner Franz Walder Ihnen diese neue Welt näherbringen. Es vermittelt Ihnen die Tools und das Know-how, um den Überblick zu bewahren. Sie werden in der Lage sein, Ihre Kosten durch eine optimierte Domino-Konfiguration zu reduzieren und auch in Zukunft gering zu halten.
Diese Themen werden behandelt
- Reduzierung der Lizenzkosten durch Auffinden und Beheben von Fehlkonfigurationen und überflüssigen Konten
- Wie funktionieren CCB- und CCX-Lizenzen wirklich?
- Verstehen des DLAU-Tools und wie man es am besten nutzt
- Tipps für häufige Problembereiche, wie z. B. Team-Postfächer, Funktions-/Testbenutzer usw.
- Praxisbeispiele und Best Practices zum sofortigen Umsetzen
TrustArc Webinar - 2024 Global Privacy SurveyTrustArc
How does your privacy program stack up against your peers? What challenges are privacy teams tackling and prioritizing in 2024?
In the fifth annual Global Privacy Benchmarks Survey, we asked over 1,800 global privacy professionals and business executives to share their perspectives on the current state of privacy inside and outside of their organizations. This year’s report focused on emerging areas of importance for privacy and compliance professionals, including considerations and implications of Artificial Intelligence (AI) technologies, building brand trust, and different approaches for achieving higher privacy competence scores.
See how organizational priorities and strategic approaches to data security and privacy are evolving around the globe.
This webinar will review:
- The top 10 privacy insights from the fifth annual Global Privacy Benchmarks Survey
- The top challenges for privacy leaders, practitioners, and organizations in 2024
- Key themes to consider in developing and maintaining your privacy program
Climate Impact of Software Testing at Nordic Testing DaysKari Kakkonen
My slides at Nordic Testing Days 6.6.2024
Climate impact / sustainability of software testing discussed on the talk. ICT and testing must carry their part of global responsibility to help with the climat warming. We can minimize the carbon footprint but we can also have a carbon handprint, a positive impact on the climate. Quality characteristics can be added with sustainability, and then measured continuously. Test environments can be used less, and in smaller scale and on demand. Test techniques can be used in optimizing or minimizing number of tests. Test automation can be used to speed up testing.
Sudheer Mechineni, Head of Application Frameworks, Standard Chartered Bank
Discover how Standard Chartered Bank harnessed the power of Neo4j to transform complex data access challenges into a dynamic, scalable graph database solution. This keynote will cover their journey from initial adoption to deploying a fully automated, enterprise-grade causal cluster, highlighting key strategies for modelling organisational changes and ensuring robust disaster recovery. Learn how these innovations have not only enhanced Standard Chartered Bank’s data infrastructure but also positioned them as pioneers in the banking sector’s adoption of graph technology.
Let's Integrate MuleSoft RPA, COMPOSER, APM with AWS IDP along with Slackshyamraj55
Discover the seamless integration of RPA (Robotic Process Automation), COMPOSER, and APM with AWS IDP enhanced with Slack notifications. Explore how these technologies converge to streamline workflows, optimize performance, and ensure secure access, all while leveraging the power of AWS IDP and real-time communication via Slack notifications.
Pushing the limits of ePRTC: 100ns holdover for 100 daysAdtran
At WSTS 2024, Alon Stern explored the topic of parametric holdover and explained how recent research findings can be implemented in real-world PNT networks to achieve 100 nanoseconds of accuracy for up to 100 days.
Why You Should Replace Windows 11 with Nitrux Linux 3.5.0 for enhanced perfor...SOFTTECHHUB
The choice of an operating system plays a pivotal role in shaping our computing experience. For decades, Microsoft's Windows has dominated the market, offering a familiar and widely adopted platform for personal and professional use. However, as technological advancements continue to push the boundaries of innovation, alternative operating systems have emerged, challenging the status quo and offering users a fresh perspective on computing.
One such alternative that has garnered significant attention and acclaim is Nitrux Linux 3.5.0, a sleek, powerful, and user-friendly Linux distribution that promises to redefine the way we interact with our devices. With its focus on performance, security, and customization, Nitrux Linux presents a compelling case for those seeking to break free from the constraints of proprietary software and embrace the freedom and flexibility of open-source computing.
Observability Concepts EVERY Developer Should Know -- DeveloperWeek Europe.pdfPaige Cruz
Monitoring and observability aren’t traditionally found in software curriculums and many of us cobble this knowledge together from whatever vendor or ecosystem we were first introduced to and whatever is a part of your current company’s observability stack.
While the dev and ops silo continues to crumble….many organizations still relegate monitoring & observability as the purview of ops, infra and SRE teams. This is a mistake - achieving a highly observable system requires collaboration up and down the stack.
I, a former op, would like to extend an invitation to all application developers to join the observability party will share these foundational concepts to build on: