Leading Change is a strategy execution specialist that helps clients implement positive changes to deliver exceptional business results. They use a proven methodology to identify obstacles to performance and develop tailored solutions. Their approach focuses on key areas like leadership, alignment, and project delivery. Past clients in various industries praise Leading Change's impact on performance, focus, and results. They recommend Leading Change to colleagues seeking to realize their organization's full potential through effective strategy execution.
This document summarizes Lloyd Parry International's approach to designing adaptive organizations. It discusses their Adaptive-Business-Framework which includes four phases: design, engage, adopt, and adapt. The framework aims to make organizations more engaging of customers, better at learning and sharing intelligence, strong at leadership, and able to continuously improve. It provides examples of how the framework has been applied to case studies of organizations and measurement approaches. The document is authored and copyrighted by Lloyd Parry.
FASTER ADAPTABILITY IS THE NEW CORE COMPETENCY IN THE NEW ECONOMYStephen Parry
Can we design organisations that are adaptive, innovative and engaging for employees, managers and leaders alike?
This presentation will demonstrate the importance of organisational design and route-map sequencing to create conducive work-climates to drive deeper customer engagement and faster organisational responses.
Almost daily, managers face multiple choices for work design, measurement, rewards, organisational structures, working practices and approaches to management and staff relationships just to keep the day-to-day business running- let alone respond to future business needs. In this presentation, we look at the most important items to align to create a highly responsive organisation.
We will start by examining the work-climate to understand how management choices interact in complex ways to create a perception of ‘how it feels to work here’. Research has demonstrated that workclimate perceptions are a proven predictor of long-term business performance.
By examining the ‘work-climate’, we can then ask the following questions:
What are the best choices for managers to make to increase performance and adaptability?
What needs to be eradicated?
What needs to be redesigned?
Where do we need to start?
About Stephen Parry
Biog PhotoStephen Parry is an international leader and organisational architect, designing and creating adaptive organisations. He has a world-class reputation for passionate leadership and organisational transformation by changing the way employees, managers and leaders think about their business and their customers.
He is the author of Sense and Respond: The Journey to Customer Purpose (Palgrave), a highly regarded book written as a follow-up to his award-winning organisational transformations. His change work was recognised when he received Best Customer Service Strategy at the National Business Awards.
Stephen believes that organisations must be designed around the needs of customers through the application of employee creativity, innovation and willing contribution. This was recognised when his approach received awards from the European Service Industry for the Best People Development Programme and a personal award for Innovation and Creativity. His clients include many global corporations and national governments: SAP, LEGO, BT, UK government, police authorities, financial services, Telcos, retail, Legal Services, IT and software companies, outsourcing and shared services.
Using Agile methods and practices for the management of work does not necessarily lead to an adaptive business.
So what do Lean and Agile principles tell us about the way we need to design, build and operate modern businesses? Can we design organisations that are adaptive, innovative and engaging for customers, employees, managers and leaders alike? The presentation will demonstrate the importance of creating the right work-climate for Agile to manage work more effectively and to go further ensuring the business as a whole can become highly adaptive to their customers and the marketplace.
Description: Lean and Agile workplaces depend heavily on the management choices for work design, measurement, rewards, team structures, working practices, methods and approaches to management and staff relationships.
These choices combine in complex ways to create a perception of ‘how it feels to work here’, which we call the ‘work-climate’. Research has demonstrated that work-climate is a proven predictor of long-term business performance.
By examining the ‘work-climate’, we can then ask the following questions:
What are the best choices for managers and staff to make?
What needs to be eradicated?
What needs to be redesigned?
How do we put the customer and our employees at the heart of the business?
The survey provides direction and demonstrable evidence the work-climate is moving in the right direction to support Lean and Agile working.
Designing organisations that work for Lean and Agile thinking people. Europea...Stephen Parry
Abstract: What do Lean and Agile principles tell us about the way we need to design, build and operate modern businesses? Can we design organisations that are adaptive, innovative and engaging for employees, managers and leaders alike? The presentation will demonstrate the importance of organisational design and route-map sequencing to create conducive work-climates for Lean and Agile thinkers.
Description: Lean and Agile workplaces depend heavily on the management choices for work design, measurement, rewards, organisational structures, working practices, methods and approaches to management and staff relationships.
These choices combine in complex ways to create a perception of ‘how it feels to work here’, which we call the ‘work-climate’. Research has demonstrated that work-climate is a proven predictor of long-term business performance.
During any change program, behaviours take time to adjust to new practices. Therefore, measuring and plotting the change in the work-climate provides assurance your changes are having the desired effect. Measuring and monitoring the work-climate will also detect any undesired effects and enable corrective actions to be taken.
By examining the ‘work-climate’, we can then ask the following questions:
What are the best choices for managers to make?
What needs to be eradicated?
What needs to be redesigned?
Our survey method, in addition to assessing behaviours, provides insight into the influence on the work-climate as a result of management choices in the following areas:
• How organisational design impacts collaboration
• Managing practices, such as continuous-improvement and governance
• End-to-end service performance
• Service quality
• Innovation and change ability
• Customer centricity
• Leadership style
The survey provides direction and demonstrable evidence the work-climate is moving in the right direction to support Lean and Agile working.
Designing Adaptive, Innovative and Engaging Organisations using Sense and Respond 3.0 Adaptive Lean Principles.
What do Adaptive Lean principles tell us about the way we need to design, build and operate modern businesses? Can we design organizations that are adaptive, innovative and engaging for employees and customers alike? Can we really change cultures in reasonably short time-frames?
This presentation based on the most recent research from work psychology will provide counter intuitive insights into the ‘industrial management’ mind set, its impact on the design of work and management behaviors. And of course we will provide tested countermeasures to design back in employee willing contribution and establish a real human enterprise that leads to long term prosperity.
Michael Ford is a sustainable supply chain engineer with over 30 years of business experience. He has 3 engineering degrees and 7 professional certifications. Ford delivers corporate training through his company, TQM Works Consulting. TQM Works utilizes a three-step process of diagnosing gaps, developing solutions, and delivering products to measure client satisfaction. They provide a variety of training courses and workshops both online and in-person on topics across supply chain, operations, and business management.
Operational Excellence Defined: Is Right For You?Juran Global
The document discusses operational excellence and its evolution over time. It provides several definitions of operational excellence from different organizations. It also outlines some common elements and lessons learned from many operational excellence programs. Key lessons include having a systematic and organization-wide approach, building an effective infrastructure, focusing on customers and results, and continually improving and maturing the program over time.
You Say Process Excellence, She Says Operational Excellence, I Say Performanc...Mike Gammage
This document provides definitions and perspectives on operational excellence, process excellence, and performance excellence from various sources. While there is some variation in definitions, the concepts generally overlap and share common goals of improving processes, customer satisfaction, and business results through principles of continuous improvement, lean thinking, and quality management. The document suggests that in practice, organizations blend various tools and approaches based on their unique needs rather than adhere strictly to single methodologies.
This document summarizes Lloyd Parry International's approach to designing adaptive organizations. It discusses their Adaptive-Business-Framework which includes four phases: design, engage, adopt, and adapt. The framework aims to make organizations more engaging of customers, better at learning and sharing intelligence, strong at leadership, and able to continuously improve. It provides examples of how the framework has been applied to case studies of organizations and measurement approaches. The document is authored and copyrighted by Lloyd Parry.
FASTER ADAPTABILITY IS THE NEW CORE COMPETENCY IN THE NEW ECONOMYStephen Parry
Can we design organisations that are adaptive, innovative and engaging for employees, managers and leaders alike?
This presentation will demonstrate the importance of organisational design and route-map sequencing to create conducive work-climates to drive deeper customer engagement and faster organisational responses.
Almost daily, managers face multiple choices for work design, measurement, rewards, organisational structures, working practices and approaches to management and staff relationships just to keep the day-to-day business running- let alone respond to future business needs. In this presentation, we look at the most important items to align to create a highly responsive organisation.
We will start by examining the work-climate to understand how management choices interact in complex ways to create a perception of ‘how it feels to work here’. Research has demonstrated that workclimate perceptions are a proven predictor of long-term business performance.
By examining the ‘work-climate’, we can then ask the following questions:
What are the best choices for managers to make to increase performance and adaptability?
What needs to be eradicated?
What needs to be redesigned?
Where do we need to start?
About Stephen Parry
Biog PhotoStephen Parry is an international leader and organisational architect, designing and creating adaptive organisations. He has a world-class reputation for passionate leadership and organisational transformation by changing the way employees, managers and leaders think about their business and their customers.
He is the author of Sense and Respond: The Journey to Customer Purpose (Palgrave), a highly regarded book written as a follow-up to his award-winning organisational transformations. His change work was recognised when he received Best Customer Service Strategy at the National Business Awards.
Stephen believes that organisations must be designed around the needs of customers through the application of employee creativity, innovation and willing contribution. This was recognised when his approach received awards from the European Service Industry for the Best People Development Programme and a personal award for Innovation and Creativity. His clients include many global corporations and national governments: SAP, LEGO, BT, UK government, police authorities, financial services, Telcos, retail, Legal Services, IT and software companies, outsourcing and shared services.
Using Agile methods and practices for the management of work does not necessarily lead to an adaptive business.
So what do Lean and Agile principles tell us about the way we need to design, build and operate modern businesses? Can we design organisations that are adaptive, innovative and engaging for customers, employees, managers and leaders alike? The presentation will demonstrate the importance of creating the right work-climate for Agile to manage work more effectively and to go further ensuring the business as a whole can become highly adaptive to their customers and the marketplace.
Description: Lean and Agile workplaces depend heavily on the management choices for work design, measurement, rewards, team structures, working practices, methods and approaches to management and staff relationships.
These choices combine in complex ways to create a perception of ‘how it feels to work here’, which we call the ‘work-climate’. Research has demonstrated that work-climate is a proven predictor of long-term business performance.
By examining the ‘work-climate’, we can then ask the following questions:
What are the best choices for managers and staff to make?
What needs to be eradicated?
What needs to be redesigned?
How do we put the customer and our employees at the heart of the business?
The survey provides direction and demonstrable evidence the work-climate is moving in the right direction to support Lean and Agile working.
Designing organisations that work for Lean and Agile thinking people. Europea...Stephen Parry
Abstract: What do Lean and Agile principles tell us about the way we need to design, build and operate modern businesses? Can we design organisations that are adaptive, innovative and engaging for employees, managers and leaders alike? The presentation will demonstrate the importance of organisational design and route-map sequencing to create conducive work-climates for Lean and Agile thinkers.
Description: Lean and Agile workplaces depend heavily on the management choices for work design, measurement, rewards, organisational structures, working practices, methods and approaches to management and staff relationships.
These choices combine in complex ways to create a perception of ‘how it feels to work here’, which we call the ‘work-climate’. Research has demonstrated that work-climate is a proven predictor of long-term business performance.
During any change program, behaviours take time to adjust to new practices. Therefore, measuring and plotting the change in the work-climate provides assurance your changes are having the desired effect. Measuring and monitoring the work-climate will also detect any undesired effects and enable corrective actions to be taken.
By examining the ‘work-climate’, we can then ask the following questions:
What are the best choices for managers to make?
What needs to be eradicated?
What needs to be redesigned?
Our survey method, in addition to assessing behaviours, provides insight into the influence on the work-climate as a result of management choices in the following areas:
• How organisational design impacts collaboration
• Managing practices, such as continuous-improvement and governance
• End-to-end service performance
• Service quality
• Innovation and change ability
• Customer centricity
• Leadership style
The survey provides direction and demonstrable evidence the work-climate is moving in the right direction to support Lean and Agile working.
Designing Adaptive, Innovative and Engaging Organisations using Sense and Respond 3.0 Adaptive Lean Principles.
What do Adaptive Lean principles tell us about the way we need to design, build and operate modern businesses? Can we design organizations that are adaptive, innovative and engaging for employees and customers alike? Can we really change cultures in reasonably short time-frames?
This presentation based on the most recent research from work psychology will provide counter intuitive insights into the ‘industrial management’ mind set, its impact on the design of work and management behaviors. And of course we will provide tested countermeasures to design back in employee willing contribution and establish a real human enterprise that leads to long term prosperity.
Michael Ford is a sustainable supply chain engineer with over 30 years of business experience. He has 3 engineering degrees and 7 professional certifications. Ford delivers corporate training through his company, TQM Works Consulting. TQM Works utilizes a three-step process of diagnosing gaps, developing solutions, and delivering products to measure client satisfaction. They provide a variety of training courses and workshops both online and in-person on topics across supply chain, operations, and business management.
Operational Excellence Defined: Is Right For You?Juran Global
The document discusses operational excellence and its evolution over time. It provides several definitions of operational excellence from different organizations. It also outlines some common elements and lessons learned from many operational excellence programs. Key lessons include having a systematic and organization-wide approach, building an effective infrastructure, focusing on customers and results, and continually improving and maturing the program over time.
You Say Process Excellence, She Says Operational Excellence, I Say Performanc...Mike Gammage
This document provides definitions and perspectives on operational excellence, process excellence, and performance excellence from various sources. While there is some variation in definitions, the concepts generally overlap and share common goals of improving processes, customer satisfaction, and business results through principles of continuous improvement, lean thinking, and quality management. The document suggests that in practice, organizations blend various tools and approaches based on their unique needs rather than adhere strictly to single methodologies.
TakeON! is a business improvement program that uses structured discussion sessions to connect employee priorities to company strategy. It provides templates and facilitation training to guide conversations around key themes. Regular TeamTalk sessions generate ideas to address challenges like change readiness, cross-team collaboration, and strategic goal focus. Evaluation of case studies showed TakeON! improving metrics like sales, innovation, quality, and staff engagement.
The document provides an overview of Lean leadership and creating adaptive, learning and engaging organizations. It discusses key dimensions such as engaging employees, promoting learning, effective leadership, and improving processes. These dimensions are measured using a diagnostic tool called Climetrics to assess an organization's work climate. The work climate is found to predict performance, profitability, and the ability to adapt. Case studies are presented showing how organizations have transformed their work climates and achieved operational excellence with greater adaptability.
Achieving Optimal Results Consulting LLC provides Lean Six Sigma consulting services to help organizations improve processes and drive continuous improvement. The company works to identify waste and inefficiencies, develop corrective strategies, and provide valuable assistance to clients' CI initiatives. Achieving Optimal Results Consulting LLC founder Don Gooden has over 40 years of manufacturing experience and Lean Six Sigma certifications.
Operational excellence through lean & six sigmaHarsh Upadhyay
Operational excellence focuses on continuous improvement through lean, six sigma and lean six sigma approaches. It aims to optimize processes by focusing on customer needs and empowering employees. Caterpillar deployed lean six sigma across 27 business units to regain industry leadership. PASCO trained employees in lean six sigma to drive a culture change and focus on high potential markets and product innovation. ScottishPower used lean six sigma to improve customer service and sales operations to increase its market share.
The document provides an overview of EGR, an incentive company that now focuses on enterprise engagement strategies. It discusses EGR's approach of building high-performance relationships through understanding people and their role in organizational success. The document outlines EGR's capabilities and qualifications, including creative services, strategic services, program financial transparency, and dedicated account teams. It provides examples of EGR's work engaging employees and customers through incentive programs, communications campaigns, and contests. The document concludes by discussing EGR's engagement philosophy and vision for the Kohler Bold Rewards program.
The document is a brochure for Turnbull Management, a company that specializes in change management and process improvement to deliver significant profit improvements for organizations. They claim to deliver tangible changes rather than just advising on potential improvements. They use Lean and Six Sigma methodologies tailored to different industries like manufacturing, services, security, public sector, and small businesses. Their goal is to analyze processes, remove inefficiencies, and ensure improvements are sustained to boost the bottom line through lower costs and improved quality, customer satisfaction, and risk reduction.
Operations Excellence in Apparel Logistics: This presentation looks at what operational excellence is and the benefits of being excellent in all aspects of apparel logistics operations.
This document provides an overview of operational excellence. It defines operational excellence as achieving success through the integration of four key elements: strategy deployment, performance management, process excellence, and high-performance work teams. It discusses each of these elements in detail with examples. For strategy deployment, it describes the importance of aligning business strategy with execution and provides frameworks for developing strategies. For performance management, it discusses how to translate strategies into measurable objectives and goals using balanced scorecards. For process excellence, it explains how to improve processes using approaches like Lean, Six Sigma and continuous improvement.
This document outlines the key topics covered in a chapter on quality management. It includes an overview of total quality management (TQM) principles like continuous improvement, Six Sigma, employee empowerment, benchmarking, and quality tools. Specific quality leaders and philosophies are referenced, like Deming's 14 points and Juran's views on management commitment. International quality standards, methods for defining and measuring quality, and the costs of quality are discussed at a high-level.
The document discusses the need for radical or revolutionary change in organizations. It states that incremental changes will not produce the required magnitude of change to meet external challenges. A sudden, coordinated attack across processes, cognitive maps, and culture is necessary. Change is often resisted by organizations and their employees who prefer stability. Over time, rigid structures emerge that are unwilling or unable to change. Business process reengineering is presented as a management technique to implement revolutionary change through a radical redesign of core business processes. The case of Nokia undergoing radical change through a strategic partnership with Microsoft is provided as an example of such change being necessary to respond to disruption.
Testimonials: Benefits of Implementing the EFQM ModelEFQM2010
We believe that the EFQM Model is a common framework that helps us all to improve our businesses. Sharing our member’s enthusiasm, their motivation and the results they achieve; that is what we work for at EFQM
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.
The EFQM Excellence Model provides a framework for organizations to assess their performance and drive continuous improvement. It includes 9 criteria across enablers and results. The 5 enabler criteria cover leadership, strategy, people, partnerships/resources, and processes/services. The 4 results criteria cover customer, people, social, and business outcomes. Organizations can use the RADAR logic to structure self-assessment of their approaches and achievement of results. The model takes a holistic view to help organizations meet stakeholder expectations and achieve sustainable excellence.
The document describes how Lean and the EFQM Excellence Model are complementary tools for continuous improvement. It explains that Lean is used to structure improvements identified through EFQM assessments, which provide strategic direction and assess performance gaps. Both approaches are people-centric and focus on long-term, customer-oriented continuous improvement. The EFQM Model addresses leadership, strategy, partnerships and results, while Lean structures how improvements are delivered.
This document discusses designing better workplaces and improving organizational culture. It provides information on Lloyd Parry, an organization that helps companies assess their service climate and develop plans to create a superior climate through adaptive lean methods. The document outlines different types of organizational landscapes in terms of offerings, customer experience, employee expertise, improvement responsibility, management focus, and leadership focus. It also discusses using diagnostic tools to measure an organization's service climate and how that predicts performance, employee outcomes, and long-term profitability.
The document announces the PEX Asia 2014 conference on process excellence and six sigma optimization taking place from February 24-28 in Singapore. The conference will focus on key themes like increasing productivity and customer satisfaction through strategically aligned processes. It will also provide training to become a Certified Process Professional, which is usually only available in the UK and US. Speakers from companies like Google, Coca-Cola, and Nokia will share how they have blended process methodologies to improve performance and adapt to new business needs in a digital age.
Operational excellence refers to an organization excelling at delivering high quality, low cost products and services with ease of purchase and service. It requires implementing a business execution system with four key elements: strategy deployment, performance management, process excellence, and high performance work teams. Organizations pursuing operational excellence focus on one value discipline, such as quality or cost, to the exclusion of others and continuously improve the one they provide best.
This project aimed to improve on-time delivery of 5G HOD (home and office delivery) cases in Dammam, Saudi Arabia by reducing non-delivered cases by 20% by March 2015. The team implemented 17 actions such as establishing new coding and routing systems, communication plans, and training. These led to an 80% reduction in non-delivered cases and a 51% reduction in consumer complaints. The project enhanced problem-solving skills and engaged over 400 employees across functions. It was replicated in other regions and received an award for highest complaint reduction.
The world has changed dramatically since LEAN and Six Sigma were popularized in the early 1990′s. Globalization, product proliferation, information technology, intense competition, and an activist regulatory environment have contributed to a rapid rise in complexity. As a result, many companies are finding that LEAN and Six Sigma aren’t delivering the results they expected. In this presentation, delivered by Chris Seifert at APICS 2013, we discuss a new approach that a select few companies are utilizing to achieve Operational Excellence in the face of complexity.
Nova Reperta is a boutique consulting firm that specializes in Lean business transformations. They have offices in Europe and Australia and work with companies in various industries to improve customer value and productivity. Nova Reperta uses a proven customer value stream optimization framework to transform companies into customer-focused organizations with lean operations and a culture of continuous improvement. They take an outside-in view of businesses and live the customer experience to identify opportunities for improvement across four pillars: operational systems, leadership systems, knowledge systems, and culture.
TakeON! is a business improvement program that uses structured discussion sessions to connect employee priorities to company strategy. It provides templates and facilitation training to guide conversations around key themes. Regular TeamTalk sessions generate ideas to address challenges like change readiness, cross-team collaboration, and strategic goal focus. Evaluation of case studies showed TakeON! improving metrics like sales, innovation, quality, and staff engagement.
The document provides an overview of Lean leadership and creating adaptive, learning and engaging organizations. It discusses key dimensions such as engaging employees, promoting learning, effective leadership, and improving processes. These dimensions are measured using a diagnostic tool called Climetrics to assess an organization's work climate. The work climate is found to predict performance, profitability, and the ability to adapt. Case studies are presented showing how organizations have transformed their work climates and achieved operational excellence with greater adaptability.
Achieving Optimal Results Consulting LLC provides Lean Six Sigma consulting services to help organizations improve processes and drive continuous improvement. The company works to identify waste and inefficiencies, develop corrective strategies, and provide valuable assistance to clients' CI initiatives. Achieving Optimal Results Consulting LLC founder Don Gooden has over 40 years of manufacturing experience and Lean Six Sigma certifications.
Operational excellence through lean & six sigmaHarsh Upadhyay
Operational excellence focuses on continuous improvement through lean, six sigma and lean six sigma approaches. It aims to optimize processes by focusing on customer needs and empowering employees. Caterpillar deployed lean six sigma across 27 business units to regain industry leadership. PASCO trained employees in lean six sigma to drive a culture change and focus on high potential markets and product innovation. ScottishPower used lean six sigma to improve customer service and sales operations to increase its market share.
The document provides an overview of EGR, an incentive company that now focuses on enterprise engagement strategies. It discusses EGR's approach of building high-performance relationships through understanding people and their role in organizational success. The document outlines EGR's capabilities and qualifications, including creative services, strategic services, program financial transparency, and dedicated account teams. It provides examples of EGR's work engaging employees and customers through incentive programs, communications campaigns, and contests. The document concludes by discussing EGR's engagement philosophy and vision for the Kohler Bold Rewards program.
The document is a brochure for Turnbull Management, a company that specializes in change management and process improvement to deliver significant profit improvements for organizations. They claim to deliver tangible changes rather than just advising on potential improvements. They use Lean and Six Sigma methodologies tailored to different industries like manufacturing, services, security, public sector, and small businesses. Their goal is to analyze processes, remove inefficiencies, and ensure improvements are sustained to boost the bottom line through lower costs and improved quality, customer satisfaction, and risk reduction.
Operations Excellence in Apparel Logistics: This presentation looks at what operational excellence is and the benefits of being excellent in all aspects of apparel logistics operations.
This document provides an overview of operational excellence. It defines operational excellence as achieving success through the integration of four key elements: strategy deployment, performance management, process excellence, and high-performance work teams. It discusses each of these elements in detail with examples. For strategy deployment, it describes the importance of aligning business strategy with execution and provides frameworks for developing strategies. For performance management, it discusses how to translate strategies into measurable objectives and goals using balanced scorecards. For process excellence, it explains how to improve processes using approaches like Lean, Six Sigma and continuous improvement.
This document outlines the key topics covered in a chapter on quality management. It includes an overview of total quality management (TQM) principles like continuous improvement, Six Sigma, employee empowerment, benchmarking, and quality tools. Specific quality leaders and philosophies are referenced, like Deming's 14 points and Juran's views on management commitment. International quality standards, methods for defining and measuring quality, and the costs of quality are discussed at a high-level.
The document discusses the need for radical or revolutionary change in organizations. It states that incremental changes will not produce the required magnitude of change to meet external challenges. A sudden, coordinated attack across processes, cognitive maps, and culture is necessary. Change is often resisted by organizations and their employees who prefer stability. Over time, rigid structures emerge that are unwilling or unable to change. Business process reengineering is presented as a management technique to implement revolutionary change through a radical redesign of core business processes. The case of Nokia undergoing radical change through a strategic partnership with Microsoft is provided as an example of such change being necessary to respond to disruption.
Testimonials: Benefits of Implementing the EFQM ModelEFQM2010
We believe that the EFQM Model is a common framework that helps us all to improve our businesses. Sharing our member’s enthusiasm, their motivation and the results they achieve; that is what we work for at EFQM
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.
The EFQM Excellence Model provides a framework for organizations to assess their performance and drive continuous improvement. It includes 9 criteria across enablers and results. The 5 enabler criteria cover leadership, strategy, people, partnerships/resources, and processes/services. The 4 results criteria cover customer, people, social, and business outcomes. Organizations can use the RADAR logic to structure self-assessment of their approaches and achievement of results. The model takes a holistic view to help organizations meet stakeholder expectations and achieve sustainable excellence.
The document describes how Lean and the EFQM Excellence Model are complementary tools for continuous improvement. It explains that Lean is used to structure improvements identified through EFQM assessments, which provide strategic direction and assess performance gaps. Both approaches are people-centric and focus on long-term, customer-oriented continuous improvement. The EFQM Model addresses leadership, strategy, partnerships and results, while Lean structures how improvements are delivered.
This document discusses designing better workplaces and improving organizational culture. It provides information on Lloyd Parry, an organization that helps companies assess their service climate and develop plans to create a superior climate through adaptive lean methods. The document outlines different types of organizational landscapes in terms of offerings, customer experience, employee expertise, improvement responsibility, management focus, and leadership focus. It also discusses using diagnostic tools to measure an organization's service climate and how that predicts performance, employee outcomes, and long-term profitability.
The document announces the PEX Asia 2014 conference on process excellence and six sigma optimization taking place from February 24-28 in Singapore. The conference will focus on key themes like increasing productivity and customer satisfaction through strategically aligned processes. It will also provide training to become a Certified Process Professional, which is usually only available in the UK and US. Speakers from companies like Google, Coca-Cola, and Nokia will share how they have blended process methodologies to improve performance and adapt to new business needs in a digital age.
Operational excellence refers to an organization excelling at delivering high quality, low cost products and services with ease of purchase and service. It requires implementing a business execution system with four key elements: strategy deployment, performance management, process excellence, and high performance work teams. Organizations pursuing operational excellence focus on one value discipline, such as quality or cost, to the exclusion of others and continuously improve the one they provide best.
This project aimed to improve on-time delivery of 5G HOD (home and office delivery) cases in Dammam, Saudi Arabia by reducing non-delivered cases by 20% by March 2015. The team implemented 17 actions such as establishing new coding and routing systems, communication plans, and training. These led to an 80% reduction in non-delivered cases and a 51% reduction in consumer complaints. The project enhanced problem-solving skills and engaged over 400 employees across functions. It was replicated in other regions and received an award for highest complaint reduction.
The world has changed dramatically since LEAN and Six Sigma were popularized in the early 1990′s. Globalization, product proliferation, information technology, intense competition, and an activist regulatory environment have contributed to a rapid rise in complexity. As a result, many companies are finding that LEAN and Six Sigma aren’t delivering the results they expected. In this presentation, delivered by Chris Seifert at APICS 2013, we discuss a new approach that a select few companies are utilizing to achieve Operational Excellence in the face of complexity.
Nova Reperta is a boutique consulting firm that specializes in Lean business transformations. They have offices in Europe and Australia and work with companies in various industries to improve customer value and productivity. Nova Reperta uses a proven customer value stream optimization framework to transform companies into customer-focused organizations with lean operations and a culture of continuous improvement. They take an outside-in view of businesses and live the customer experience to identify opportunities for improvement across four pillars: operational systems, leadership systems, knowledge systems, and culture.
Leading Change is a network of experienced consultants that helps clients implement strategies and change initiatives. They focus on leadership development, organizational change, team building, and facilitating strategic change programs. Their interactive workshops and coaching help engage employees and drive long-term, sustainable improvements in business performance for their clients in industries like pharmaceuticals and technology.
The document discusses Quazar, a company that provides services to improve sales and profitability for car dealerships. It describes a 7-month program Quazar implemented at a sample of dealerships from a leading automotive brand. The program included auditing and researching each dealership to develop a customized strategy and implementation plan. After one year, the dealerships saw a 53% increase in annual service net profitability and improved customer satisfaction. The document outlines Quazar's approach which involves auditing, developing customized strategies with dealership management, training staff, and reviewing results. It describes Quazar's expertise in areas like branding, marketing, technology solutions, training, and developing business strategies.
This document summarizes a consulting company that helps clients uncover hidden opportunities and profits through performance improvement. They promise 20-50% improvements within weeks using their rapid results methodology. Their approach involves assessing opportunities, building teams, delivering big results quickly, and embedding changes. They have experience across industries in Europe and only charge fees if results are delivered.
Paradigm Consulting Group is a team of over 110 professionals who help Western Canadian organizations successfully implement projects, programs, and portfolios. They provide a full suite of project management, business consulting, and IT services using proven methodologies. Customers benefit from Paradigm's expertise in delivering projects on time and on budget and achieving organizational objectives. Testimonials from health and government clients praise Paradigm's collaborative approach and valuable work.
Home Group - Making PMO a Success (Where Others Have Failed) FuturePMO 2018Wellingtone
Presenter: Director of Programme Management and PMO
Presentation Synopsis: How do you respond: When you discover that your new organisation already has several failed attempts at establishing a PMO?
When colleagues say you have been handed ‘a poisoned chalice’?
When comments of “Why do we need that?” and “That will never work” ring in your ears?
Alison takes you on her journey of establishing PMOs within different organisations and sectors, the challenges she has faced, and how she overcame these by tapping in to the DNA of the organisation, embedding successful PPM capability which is embraced and valued. Ultimately it’s all about the people…
3CTT is a leading management consulting firm for SMEs based in Singapore and Shanghai. Founded in 2012 by Quek Joo Chay, 3CTT helps clients produce sustained success through a strategy-driven approach. They develop customized solutions and strategies to increase profitability and efficiency for clients. 3CTT prides itself on its flexible and agile approach to meet evolving client needs through its portfolio of services.
Leadership Champions combines research, strategy, and employee engagement tool sets ideally suited to Tier 1-3 specialist Contractors operating in the Global Transport Sector.
Our business winning approach helps teams quickly gain a deep understanding of the changing nature of construction, collaboration (BS11000) and sustainability (BS8903).
We often work with Institutions globally, regionally, and locally, and share insight across a range of sectors, government departments, learning and research environments, and of course Transport environments.
As renowned thought leaders in business strategy execution working, Leadership Champions continues to develop solutions that generate real business value.
If you would like to know more about our work, contact us by email - hello@leadership-champions.com
The document describes Lloyd Parry, a lean service transformation consultancy. It provides:
- Lean service principles and organizational diagnostics to support clients in designing and managing organizations.
- Transformation programs delivered to large global organizations across sectors like telecom, IT, finance, logistics.
- An approach called Climetrics that identifies how management activities, measurements, structures and capabilities can create a lean service climate leading to high performance.
- Companies adopting this approach have won awards for best service strategy and demonstrating cultural change centered around customer needs.
The Performance Hub is a South African-based performance enhancement consultancy established in 2001. They work with clients across various industries to improve business performance through developing individual and team skills and competencies. Their expertise includes leadership development, sales transformation, customer service effectiveness, and change management. They provide customized and off-the-shelf solutions delivered through a rigorous project management process aimed at achieving measurable business results.
TORI Global is a consulting firm that specializes in strategic transformation to drive business benefits and efficiency. They develop and implement strategies and solutions to help clients achieve transformational change and enhanced performance. TORI takes a collaborative and disciplined approach to change management, using proven methodologies to ensure transformations are designed, implemented, and measured precisely to deliver quantifiable benefits and meet defined targets and outcomes. Their portfolio of offerings scales from project management to enterprise-wide transformation and cultural change.
Qedis is a UK-based management consulting firm founded in 2003 that is part of the larger Highland Worldwide consulting group. It has over 110 permanent consultants in the UK and focuses on project management, professionalizing IT organizations, and managing business change. Clients praise Qedis for their flexible approach, integrating well with teams, and commitment to delivering results.
The Leading Partnership (TLP) is a strategic consulting firm that works with boards and senior management to clarify organizational purpose and strategy, and drive implementation through performance assessment and coaching. TLP focuses on mission alignment, competitive strategy development, priority setting, and ongoing capability building. The firm has over 50 years of combined experience working with a range of industries including superannuation funds, universities, legal firms, asset managers, and health organizations.
commitments and delivering on our promises
The document advertises Business Octane's services for helping businesses gain competitive advantages through strategic demos of their Enterprise Unified Collaboration Accelerator Solutions and Enterprise Learning Maximizer Solutions. It provides contact information for Shikha Saxena to schedule no-obligation demos at their Executive Centers in various Indian cities.
The document discusses the services offered by Transformatory Business Consulting Group to help companies improve profitability and growth by addressing questions around increasing revenue, market share, efficiency and addressing operational challenges. It provides an overview of their team, methodology, offerings including profitability improvement, whole system transformation, strategy development, organization development, training, and operational excellence. Transformatory aims to empower organizations and shift their paradigm for sustainable growth.
The document discusses unlocking value by elevating sales and customer service organizations to world-class levels. It outlines the author's experience transforming sales organizations and their four-step process of partnering with leadership, conducting diagnostics, building solutions through team engagement, and executing an action plan. The author's diagnostics cover six areas of sales strategy, force design, customer engagement, people, motivation, and operations.