Creating a common format for planning change initiatives and being able to use and modify for own area of responsibility
Be able to apply the milestone planning tool
Understand each key area of the milestone plan
GreenPartner have recently partnered with Enerit to deliver a unique sustainability and ISO 50001 certification services to the hotel industry. This presentation is a case study presented by Andres Fellenberg van der Molen on the sustainability and certification process of large hotel property management company in Germany. This includes the challenges with implementing an energy management and sustainability practices across a large portfolio of properties.
Total Quality Management (TQM) refers to methods used to enhance quality and productivity in organizations. Some key contributors to TQM include W. Edwards Deming, Walter A. Shewhart, and Joseph M. Juran. TQM involves all employees in continual improvement and is focused on customers, processes, integration, and facts-based decision making. Implementing TQM requires top management commitment, identifying customer demands, process mapping, team formation, and constant evaluation and revision. Potential barriers include lack of leadership, resources, and customer focus.
This document maps clauses of the ISO 9001:2000 quality management standard to generic practices of the Capability Maturity Model Integration (CMMI). It compares the clauses of ISO 9001:2000 to CMMI practices, including mandatory ISO procedures mapped to configuration management. It also maps the ISO standard's Plan-Do-Check-Act cycle to organization process focus and project planning practices in CMMI. The document aims to show correspondences between the common ISO quality standard and CMMI model.
The document discusses options for Company G to improve quality and reduce costs to better compete against foreign companies. It analyzes quality improvement methods like ISO 9000, Six Sigma, Lean Production, and Lean Six Sigma. It concludes that while ISO 9000 improves quality, it limits innovation and does little to improve profitability. Six Sigma and Lean Production both improve quality and reduce costs but have some limitations. Lean Six Sigma combines the best aspects of these methods by improving quality, reducing costs, and promoting innovation and flexibility. The document recommends Company G implement Lean Six Sigma.
Water and Wastewater: Challenges & Opportunities in the Mining IndustryAECOM
By 2014, mine operators around the world will be investing more than US$13-billion in water-related infrastructure, according to Global Water Intelligence. AECOM’s Till Freihammer examines what this means for the industry in terms of emerging opportunities and challenges. The presentation was first delivered at the 2nd Annual Water Management for Mining Summit in Toronto, Canada, on May 10, 2013.
Maintenance management involves planning, organizing, and directing resources to control the availability and performance of industrial plants. It aims to minimize downtime and repair costs while maximizing efficiency, prolonging asset life, and ensuring quality production. Effective maintenance management requires categorizing maintenance needs, prioritizing objectives like uptime and safety, and planning using approaches such as total productive maintenance which emphasizes prevention, employee involvement, and continuous improvement.
Quality Assurance Activities And Processes PowerPoint Presentation Slides SlideTeam
Every great product needs quality assurance. This means all professionals need PPT sample to brief employees about good quality assurance management. Considering this here we are presenting a pre built quality assurance activities and processes slide presentation. With help of PowerPoint presentation slides included in this visual show you can underline various quality assurance methods as well as why is quality assurance is so important. Not only can this, using this PPT presentation you also depict a clear picture of quality assurance vs quality control. Furthermore, this PPT example supports to share insights about qa and qc requirement, policy and how it can be achieved. Moreover, you can also update your employees about the various technical risks in a quality system for total quality management. Apart from this, presentation templates like benefits of customer focus, involvement of people, process approach, system approach to management, dimensions of quality etc. makes our pictorial show even more stunning. In short, our quality assurance process PowerPoint slide deck has everything you need to kick start a quality assurance activities and processes visual communication. Our Quality Assurance Activities And Processes PowerPoint Presentation Slides let you compete with conviction. You become confident of your conclusions.
Quality is central to operations in today's competitive market. It is difficult to define as it can mean different things. Factors an organization must consider to ensure quality include the design process, supplies, workforce skills, monitoring systems, and after-sales service. Volkswagen would need to consider the quality of materials and components, workforce commitment and skills, monitoring processes, and ability to meet deadlines.
GreenPartner have recently partnered with Enerit to deliver a unique sustainability and ISO 50001 certification services to the hotel industry. This presentation is a case study presented by Andres Fellenberg van der Molen on the sustainability and certification process of large hotel property management company in Germany. This includes the challenges with implementing an energy management and sustainability practices across a large portfolio of properties.
Total Quality Management (TQM) refers to methods used to enhance quality and productivity in organizations. Some key contributors to TQM include W. Edwards Deming, Walter A. Shewhart, and Joseph M. Juran. TQM involves all employees in continual improvement and is focused on customers, processes, integration, and facts-based decision making. Implementing TQM requires top management commitment, identifying customer demands, process mapping, team formation, and constant evaluation and revision. Potential barriers include lack of leadership, resources, and customer focus.
This document maps clauses of the ISO 9001:2000 quality management standard to generic practices of the Capability Maturity Model Integration (CMMI). It compares the clauses of ISO 9001:2000 to CMMI practices, including mandatory ISO procedures mapped to configuration management. It also maps the ISO standard's Plan-Do-Check-Act cycle to organization process focus and project planning practices in CMMI. The document aims to show correspondences between the common ISO quality standard and CMMI model.
The document discusses options for Company G to improve quality and reduce costs to better compete against foreign companies. It analyzes quality improvement methods like ISO 9000, Six Sigma, Lean Production, and Lean Six Sigma. It concludes that while ISO 9000 improves quality, it limits innovation and does little to improve profitability. Six Sigma and Lean Production both improve quality and reduce costs but have some limitations. Lean Six Sigma combines the best aspects of these methods by improving quality, reducing costs, and promoting innovation and flexibility. The document recommends Company G implement Lean Six Sigma.
Water and Wastewater: Challenges & Opportunities in the Mining IndustryAECOM
By 2014, mine operators around the world will be investing more than US$13-billion in water-related infrastructure, according to Global Water Intelligence. AECOM’s Till Freihammer examines what this means for the industry in terms of emerging opportunities and challenges. The presentation was first delivered at the 2nd Annual Water Management for Mining Summit in Toronto, Canada, on May 10, 2013.
Maintenance management involves planning, organizing, and directing resources to control the availability and performance of industrial plants. It aims to minimize downtime and repair costs while maximizing efficiency, prolonging asset life, and ensuring quality production. Effective maintenance management requires categorizing maintenance needs, prioritizing objectives like uptime and safety, and planning using approaches such as total productive maintenance which emphasizes prevention, employee involvement, and continuous improvement.
Quality Assurance Activities And Processes PowerPoint Presentation Slides SlideTeam
Every great product needs quality assurance. This means all professionals need PPT sample to brief employees about good quality assurance management. Considering this here we are presenting a pre built quality assurance activities and processes slide presentation. With help of PowerPoint presentation slides included in this visual show you can underline various quality assurance methods as well as why is quality assurance is so important. Not only can this, using this PPT presentation you also depict a clear picture of quality assurance vs quality control. Furthermore, this PPT example supports to share insights about qa and qc requirement, policy and how it can be achieved. Moreover, you can also update your employees about the various technical risks in a quality system for total quality management. Apart from this, presentation templates like benefits of customer focus, involvement of people, process approach, system approach to management, dimensions of quality etc. makes our pictorial show even more stunning. In short, our quality assurance process PowerPoint slide deck has everything you need to kick start a quality assurance activities and processes visual communication. Our Quality Assurance Activities And Processes PowerPoint Presentation Slides let you compete with conviction. You become confident of your conclusions.
Quality is central to operations in today's competitive market. It is difficult to define as it can mean different things. Factors an organization must consider to ensure quality include the design process, supplies, workforce skills, monitoring systems, and after-sales service. Volkswagen would need to consider the quality of materials and components, workforce commitment and skills, monitoring processes, and ability to meet deadlines.
Offering ISO 9001, ISO 27001, ISO 14001, OHSAS 18001 (HACCP), HIPAA, EduTrust Certification for Singapore PEIs, TS 16949, ISO 17025, ISO 13485, HIPAA, and other Management consultancy.
Have so far offered consultancy for nearly 200 organizations in various segments of industries like engineering, construction, Chemical, Packing, automotive sector, IT (both software and hardware), importers and exporters, Citibank and HSBC BPOs, HUL Distributors, schools & educational institutions, clinics, etc
S Ramachandhran, consultram9000@yahoo.co.in
+91 98407 45059
Class 11 - MAINTENANCE PLANNING AND SCHEDULING_Dr.Adel_.pptNazeeh11
The document discusses maintenance planning and scheduling. It describes the objectives of planning and scheduling as minimizing idle time, maximizing efficient use of resources, and maintaining operating equipment. Planning involves determining job requirements in advance while scheduling matches jobs to resources over time. The document outlines classification of maintenance work, planning procedures and levels, and techniques for developing long, medium, and short-range schedules.
This is a three parts lecture series. The parts will cover the basics and fundamentals of reliability engineering. Part 1 begins with introduction of reliability definition and other reliability characteristics and measurements. It will be followed by reliability calculation, estimation of failure rates and understanding of the implications of failure rates on system maintenance and replacements in Part 2. Then Part 3 will cover the most important and practical failure time distributions and how to obtain the parameters of the distributions and interpretations of these parameters. Hands-on computations of the failure rates and the estimation of the failure time distribution parameters will be conducted using standard Microsoft Excel.
Part 1. Reliability Definitions
1.Reliability---Time dependent characteristic
2.Failure rate
3.Mean Time to Failure
4.Availability
5.Mean residual life
QFD is a customer-driven approach to quality function deployment that was developed in Japan in the 1960s. It enables companies to deploy the voice of the customer into new product development. Key aspects of QFD include translating customer requirements into technical requirements, using a house of quality matrix to show relationships between customer and technical requirements, and prioritizing requirements. Benefits of QFD include fewer changes, lower costs, fewer problems, and satisfied customers.
The document provides an overview of Quality Function Deployment (QFD). QFD is a methodology for developing products that meet customer expectations. It involves linking customer needs to technical requirements through the use of matrices. Key aspects of QFD include capturing the voice of the customer, establishing technical requirements, and ensuring different departments work together to efficiently design and produce products. Benefits of QFD include increased customer satisfaction, reduced costs, and faster time to market for new products.
Maintenance management involves keeping equipment running at high capacity and low cost through a set of organized activities. The objectives of maintenance include efficient use of personnel, maximizing equipment life, reliability, quality, safety and minimizing costs and interruptions. There are various types of maintenance like preventive, corrective, and predictive. Preventive maintenance involves scheduled, running and shutdown maintenance to prevent failures. Corrective maintenance repairs equipment after failure through breakdown or shutdown maintenance. Predictive maintenance predicts failures through condition monitoring.
How to Prepare Your Organization for the Transition to ISO 13485:2016Greenlight Guru
The much anticipated revision to ISO 13485, the global medical device quality management system (QMS) standard, was released late February 2016.
The new ISO 13485:2016 ushers in a whole new wave of changes and requirements medical device manufacturers must adhere to, which we covered on our previous webinar here.
ISO tells us that there will be a three year transition period after which the guidance says, “any existing certification issued to ISO 13485:2003 will not be valid.”
The time to start planning your organization's transition to ISO 13485:2016 is now. Or face playing expensive catch up later.
In this presentation, you'll learn:
-What your organization needs to be doing to prepare for the transition to ISO 13485:2016
-Why the transition presents an opportunity for your organization to implement better processes
-An overview of the specific changes coming with ISO 13485:2016
-The actions you should be taking now and how to plan for the implementation of the standard
Access full presentation here: https://www.greenlight.guru/webinar/iso-13485-2016-transition-planning
Capacity planning is the process of determining a company's production capacity needed to meet changing demands. It involves determining the type, amount, and timing of capacity required. Key decisions include selecting the appropriate level and flexibility of facilities while maintaining balance. The process includes estimating future needs, evaluating existing capacity, identifying alternatives, analyzing costs, assessing qualitative factors, selecting an alternative, and monitoring results. Efficiency and utilization are measured by comparing actual output to effective and design capacities. Economies and diseconomies of scale affect costs based on output levels. Cost-volume analysis examines the relationships between costs, revenues, and profits at different volumes.
This document provides information about various components and processes involved in sewage treatment. It discusses the types of contaminants found in sewage, including organic and inorganic materials. It then describes the key steps in sewage treatment, including primary treatment involving screening and grit removal, and secondary biological treatment methods like activated sludge process, UASB, MBBR and SBR. Diagrams show typical flow processes. Design considerations for pumps and components are also covered.
This document discusses maintenance planning and replacement. It introduces the topics of challenges in maintenance, objectives of maintenance, types of maintenance including breakdown, planned, scheduled, preventive, corrective and reliability centered maintenance. It also discusses benefits of maintenance such as minimizing breakdown time and extending equipment life. The document concludes with sections on replacement, noting economic factors to consider, and replacement problems related to performance decreases and failures.
Spare part management is important for minimizing machine downtime and reducing costs associated with failures. There are different types of spare parts that must be classified and stocked optimally using mathematical models or classification systems. Key factors in spare part management include maintenance policies, inventory costs, criticality analysis, and ensuring the right parts are available at the right time. Classification systems like ABC analysis and VED prioritization are commonly used to categorize spare parts and determine appropriate inventory levels.
Get details of companies offering supreme quality of Reverse Osmosis Plant at market leading prices. The plant is capable of handling all types of contaminants.
This document discusses ISO 9001:2015 requirements for quality management system documentation. It covers the purpose and benefits of a quality management system. The key requirements for quality system documentation include establishing, documenting, implementing, maintaining and improving the effectiveness of the quality system. The core documentation includes a quality manual, quality policy, objectives, procedures, processes and records. The document also discusses controlling documented information, including approval, identification, format, changes and retention. It provides examples of document structure, layout and control status indicators.
This document discusses key factors in product and service design strategy including cost, quality, time-to-market, customer satisfaction, and competitive advantage. It emphasizes increased attention to customer satisfaction, reducing time to introduce and produce products/services, environmental concerns, and designing user-friendly products that use less material. Product and service design impacts development time/cost, quality, and the organization's production/delivery capabilities.
Characteristics of high maturity organisations - how CMMI & LSS integration can improve product quality, processes, bottom line and customer satisfaction
The document discusses best practices for planning scheduled maintenance shutdowns at industrial plants. It recommends that shutdown timing aligns with business plans, appropriate resources are committed to planning, and change management controls costs. Shutdown planning teams should represent all departments and only work that cannot be done online should be scheduled. Detailed plans should be made for health, safety, environment, services, materials, and facilities management. Scheduling should be equipment-driven and prioritize systems based on required startup sequences. Budgets must fit strategic plans and track costs into logical areas for benchmarking and future reference.
The document discusses work study and method study. It describes the basic procedures for method study which include selecting work to study, recording the existing method, examining the facts critically, developing a more efficient method, defining the new method, installing it, and maintaining it. It provides examples of different types of charts that can be used for process recording like operation process charts, flow process charts, two-handed process charts, and multiple activity charts. It also discusses principles of motion economy for efficient work methods.
Contact the author through:
https://www.linkedin.com/in/jeroenvanrijn
About this presentation:
This presentation gives a brief overview of the product management process milestones. This document was created based on over 7 years of experience working in product management roles at both start-up companies and corporations.
The document discusses key aspects of project management including:
1) Milestones which mark critical points in a project's completion and help ensure a project stays on track.
2) Developing a budget based on milestones to justify expenses.
3) Recording in-kind contributions which indicate community support but must be realistic and verifiable.
4) Effective management requires structures for oversight, communication, monitoring progress, and reporting to ensure project success.
Offering ISO 9001, ISO 27001, ISO 14001, OHSAS 18001 (HACCP), HIPAA, EduTrust Certification for Singapore PEIs, TS 16949, ISO 17025, ISO 13485, HIPAA, and other Management consultancy.
Have so far offered consultancy for nearly 200 organizations in various segments of industries like engineering, construction, Chemical, Packing, automotive sector, IT (both software and hardware), importers and exporters, Citibank and HSBC BPOs, HUL Distributors, schools & educational institutions, clinics, etc
S Ramachandhran, consultram9000@yahoo.co.in
+91 98407 45059
Class 11 - MAINTENANCE PLANNING AND SCHEDULING_Dr.Adel_.pptNazeeh11
The document discusses maintenance planning and scheduling. It describes the objectives of planning and scheduling as minimizing idle time, maximizing efficient use of resources, and maintaining operating equipment. Planning involves determining job requirements in advance while scheduling matches jobs to resources over time. The document outlines classification of maintenance work, planning procedures and levels, and techniques for developing long, medium, and short-range schedules.
This is a three parts lecture series. The parts will cover the basics and fundamentals of reliability engineering. Part 1 begins with introduction of reliability definition and other reliability characteristics and measurements. It will be followed by reliability calculation, estimation of failure rates and understanding of the implications of failure rates on system maintenance and replacements in Part 2. Then Part 3 will cover the most important and practical failure time distributions and how to obtain the parameters of the distributions and interpretations of these parameters. Hands-on computations of the failure rates and the estimation of the failure time distribution parameters will be conducted using standard Microsoft Excel.
Part 1. Reliability Definitions
1.Reliability---Time dependent characteristic
2.Failure rate
3.Mean Time to Failure
4.Availability
5.Mean residual life
QFD is a customer-driven approach to quality function deployment that was developed in Japan in the 1960s. It enables companies to deploy the voice of the customer into new product development. Key aspects of QFD include translating customer requirements into technical requirements, using a house of quality matrix to show relationships between customer and technical requirements, and prioritizing requirements. Benefits of QFD include fewer changes, lower costs, fewer problems, and satisfied customers.
The document provides an overview of Quality Function Deployment (QFD). QFD is a methodology for developing products that meet customer expectations. It involves linking customer needs to technical requirements through the use of matrices. Key aspects of QFD include capturing the voice of the customer, establishing technical requirements, and ensuring different departments work together to efficiently design and produce products. Benefits of QFD include increased customer satisfaction, reduced costs, and faster time to market for new products.
Maintenance management involves keeping equipment running at high capacity and low cost through a set of organized activities. The objectives of maintenance include efficient use of personnel, maximizing equipment life, reliability, quality, safety and minimizing costs and interruptions. There are various types of maintenance like preventive, corrective, and predictive. Preventive maintenance involves scheduled, running and shutdown maintenance to prevent failures. Corrective maintenance repairs equipment after failure through breakdown or shutdown maintenance. Predictive maintenance predicts failures through condition monitoring.
How to Prepare Your Organization for the Transition to ISO 13485:2016Greenlight Guru
The much anticipated revision to ISO 13485, the global medical device quality management system (QMS) standard, was released late February 2016.
The new ISO 13485:2016 ushers in a whole new wave of changes and requirements medical device manufacturers must adhere to, which we covered on our previous webinar here.
ISO tells us that there will be a three year transition period after which the guidance says, “any existing certification issued to ISO 13485:2003 will not be valid.”
The time to start planning your organization's transition to ISO 13485:2016 is now. Or face playing expensive catch up later.
In this presentation, you'll learn:
-What your organization needs to be doing to prepare for the transition to ISO 13485:2016
-Why the transition presents an opportunity for your organization to implement better processes
-An overview of the specific changes coming with ISO 13485:2016
-The actions you should be taking now and how to plan for the implementation of the standard
Access full presentation here: https://www.greenlight.guru/webinar/iso-13485-2016-transition-planning
Capacity planning is the process of determining a company's production capacity needed to meet changing demands. It involves determining the type, amount, and timing of capacity required. Key decisions include selecting the appropriate level and flexibility of facilities while maintaining balance. The process includes estimating future needs, evaluating existing capacity, identifying alternatives, analyzing costs, assessing qualitative factors, selecting an alternative, and monitoring results. Efficiency and utilization are measured by comparing actual output to effective and design capacities. Economies and diseconomies of scale affect costs based on output levels. Cost-volume analysis examines the relationships between costs, revenues, and profits at different volumes.
This document provides information about various components and processes involved in sewage treatment. It discusses the types of contaminants found in sewage, including organic and inorganic materials. It then describes the key steps in sewage treatment, including primary treatment involving screening and grit removal, and secondary biological treatment methods like activated sludge process, UASB, MBBR and SBR. Diagrams show typical flow processes. Design considerations for pumps and components are also covered.
This document discusses maintenance planning and replacement. It introduces the topics of challenges in maintenance, objectives of maintenance, types of maintenance including breakdown, planned, scheduled, preventive, corrective and reliability centered maintenance. It also discusses benefits of maintenance such as minimizing breakdown time and extending equipment life. The document concludes with sections on replacement, noting economic factors to consider, and replacement problems related to performance decreases and failures.
Spare part management is important for minimizing machine downtime and reducing costs associated with failures. There are different types of spare parts that must be classified and stocked optimally using mathematical models or classification systems. Key factors in spare part management include maintenance policies, inventory costs, criticality analysis, and ensuring the right parts are available at the right time. Classification systems like ABC analysis and VED prioritization are commonly used to categorize spare parts and determine appropriate inventory levels.
Get details of companies offering supreme quality of Reverse Osmosis Plant at market leading prices. The plant is capable of handling all types of contaminants.
This document discusses ISO 9001:2015 requirements for quality management system documentation. It covers the purpose and benefits of a quality management system. The key requirements for quality system documentation include establishing, documenting, implementing, maintaining and improving the effectiveness of the quality system. The core documentation includes a quality manual, quality policy, objectives, procedures, processes and records. The document also discusses controlling documented information, including approval, identification, format, changes and retention. It provides examples of document structure, layout and control status indicators.
This document discusses key factors in product and service design strategy including cost, quality, time-to-market, customer satisfaction, and competitive advantage. It emphasizes increased attention to customer satisfaction, reducing time to introduce and produce products/services, environmental concerns, and designing user-friendly products that use less material. Product and service design impacts development time/cost, quality, and the organization's production/delivery capabilities.
Characteristics of high maturity organisations - how CMMI & LSS integration can improve product quality, processes, bottom line and customer satisfaction
The document discusses best practices for planning scheduled maintenance shutdowns at industrial plants. It recommends that shutdown timing aligns with business plans, appropriate resources are committed to planning, and change management controls costs. Shutdown planning teams should represent all departments and only work that cannot be done online should be scheduled. Detailed plans should be made for health, safety, environment, services, materials, and facilities management. Scheduling should be equipment-driven and prioritize systems based on required startup sequences. Budgets must fit strategic plans and track costs into logical areas for benchmarking and future reference.
The document discusses work study and method study. It describes the basic procedures for method study which include selecting work to study, recording the existing method, examining the facts critically, developing a more efficient method, defining the new method, installing it, and maintaining it. It provides examples of different types of charts that can be used for process recording like operation process charts, flow process charts, two-handed process charts, and multiple activity charts. It also discusses principles of motion economy for efficient work methods.
Contact the author through:
https://www.linkedin.com/in/jeroenvanrijn
About this presentation:
This presentation gives a brief overview of the product management process milestones. This document was created based on over 7 years of experience working in product management roles at both start-up companies and corporations.
The document discusses key aspects of project management including:
1) Milestones which mark critical points in a project's completion and help ensure a project stays on track.
2) Developing a budget based on milestones to justify expenses.
3) Recording in-kind contributions which indicate community support but must be realistic and verifiable.
4) Effective management requires structures for oversight, communication, monitoring progress, and reporting to ensure project success.
Milestones are logical markers in a project schedule that signify the completion of a phase or task. They allow managers to check project progress, take corrective actions if needed, and ensure deliverables are completed on time. Reaching milestones provides opportunities to revisit project plans, evaluate progress, address any issues, and celebrate successes. While milestones help keep large projects on schedule, they are not necessary for all projects and can overcomplicate smaller ones.
The Network Approach to Change InitiativesSteven Wardell
Presented by Activate Networks' Rob Cross, DBA and Luke Matthews, PhD
If your company is at any stage of a reorganization, merger or acquisition, you can learn how to:
- find the data you need to strategically plan and monitor your change initiative,
- identify the top connectors in your employee network (the employees you can't afford to lose!), and
- improve knowledge sharing by understanding the current structure of communication to allow for more informed decision making.
This document outlines common reasons why organizational change initiatives fail and provides guidance on how to succeed with change. It discusses that change efforts often fail because they do not address the real underlying problem, leadership is not fully committed to leading the change, and people are unclear about the change process. The document recommends that to succeed leaders must solve the real problem, courageously lead the change themselves through their actions, understand the stages of change, address resistance respectfully, and get people ready for change through open communication and treating them as adults. The overall message is that organizational change requires solving the real problem, strong leadership from the front, understanding how change happens, and preparing people for change.
Dr. Rick Goodman discusses principles for improving negotiation abilities through enhanced communication skills. For more assistance on building negotiation skills visit www.rickgoodman.com or www.advantagecontinuingeducationseminars.com
The document provides a timeline of art history from prehistoric times to the present. It describes major periods including the Prehistoric Era, Greek Art, Roman Art, Medieval Art, the Renaissance, Baroque Art, 18th century art movements of Rococo and Neoclassical, 19th century styles of Classicism, Romanticism, Realism and Symbolism, Modern art of the 20th century including Modernism and Abstract art, and Contemporary art. References are provided for the sources of information and images.
This document discusses harvesting entrepreneurial ventures, which refers to defining how and when owners and investors will realize a return on their investment. It covers reasons for harvesting like maintaining control or generating cash for investors. Harvesting may involve an IPO, sale of the business, or management succession planning. The document outlines challenges around privately passing control, like death anxiety or sibling rivalry. It also discusses factors to consider in succession planning like forcing events, pressures inside/outside the firm, and identifying qualities in potential successors. Finally, it covers exit strategies through liquidity events like selling the business.
This framework was created during a challenging ICT implementation project. I needed a way to get reluctant people excited and ready for their new working ways and processes, so I tested and tried different things. The one that worked was a combination of strategy, continuous change readiness measurements, picking the correct change management theory, communicating differently (and in different schedules) for different target audiences, using HR to pick the correct people to the core team and using the project management method, which suited the organization. This was an extreme experiment, but it worked. I've since tested it or parts of it in action in other change programs as well.
The document discusses the harvest strategy, which is an investment strategy where a business reduces or eliminates investment in a line of business if additional investment would not justify the expense. The harvest strategy is applicable when a product/service is in a saturated or declining market with small market share, and the organization has more attractive uses for freed resources. It can benefit a business by limiting wastage and reducing investment in less productive areas, but maximizes short-term gains over long-term results and sometimes leads to negative outcomes.
Interactive & Collaborative Communication V002EriaanOelofse
Presentation I delivered at a Seminar hosted by Knowledge
Resources focussing on Internal Communications (18 September 2008)
Topic: Change management: creating shared meaning, commitment and sustained effort in organisational change initiatives through interactive and collaborative comunication techniques
New Product Launch Marketing Plan Part III With Milestone Implementation ChartPamela Boyd
This document provides a marketing plan for launching a new shoe product called Professional Comfort. The shoe is designed to offer the benefits of an athletic shoe with various styles for men and women. It incorporates flex-fit technology and includes a built-in pedometer. The plan discusses target markets of young professional women and men aged 20-69 who earn around $65,000 annually. Marketing strategies include distributing through fitness clubs, doctors' offices, and an online store. Objectives are to increase product awareness by 30% and sales by 10-20% within one year through various advertising campaigns.
Management information System and its typesAbdul Rehman
Management information System
Difference between MIS and IS
Importance of MIS
Characteristics of MIS
Types of MIS: Expert System, Decision support system, Executive Information System
1. The document discusses common myths around change management and outlines a structured framework for leading transformational change.
2. The framework involves three phases: developing a clear strategic vision, designing the new organization required to execute the strategy, and managing the transition to the new organization.
3. Using a structured change management process in each phase, including engaging stakeholders and assessing risks, can help minimize disruptions during transformational change and reduce the typical "performance dip."
Building Your Own Change Management FrameworkJason Little
The only "best practice" for change management is accepting the un-certainty that comes with complex change. Here are some tips for how to create your own custom change management framework by picking practices from different tools and frameworks
This is a practical guide for sprint development based on the OutSystems Delivery Method.
It helps you focus some of the main challenges found when using Agile in the field:
- Your sprints often start not being ready?
- Delivering at sprint end is always struggle?
Then you should take a look!
Target audience: Agile Project Managers (including Engagement and Delivery Managers)
The document outlines a 7-step route for the Autonomous Management pillar. It begins with initial cleaning and planning activities, including cleaning standards and tagging. Steps 2-4 focus on eliminating sources of dirt/difficulty in cleaning, inspecting areas, and labeling items. Step 5 creates and maintains cleaning, inspection, and lubrication standards. Step 6 introduces autonomous inspections using checklists. Step 7 promotes continuous improvement through autonomous teams and standard reviews. The overall route moves from initial setup to autonomously maintaining standards.
Implementation Evaluation Of Manufacturing Training Program J Porter Hrd849 ...jforkin
The implementation of a new manufacturing training program was evaluated over its first three months. Data was collected through surveys and interviews with employees at various levels. The evaluation found that the program was generally being implemented as planned and making progress towards its goals of structured cross-training, documented training, and improved operator knowledge and quality. Some challenges included adapting to lower production orders and revising training tools. Recommendations included developing standardized training times and improving the job rotation process.
V. SURESH KUMAR has over 23 years of experience in consultancy, ERP implementation, and process management. He has extensive experience implementing JD Edwards modules like preventative maintenance, case management, and distribution for various clients. Currently he works as a Project Manager at L&T Infotech implementing JD Edwards modules for clients like Statoil Fuel Retail in Norway.
Introduction slides for discovery and deployment planning workshopIBM Rational software
The document describes an IBM Rational Discovery and Deployment Planning workshop. The workshop aims to (1) assess a client's current development and deployment capabilities, (2) define a vision and prioritize improvements to those capabilities based on IBM best practices, and (3) develop a roadmap to implement the improvements. Participants would include key leaders from development, operations, and other stakeholder teams. The workshop would analyze the client's goals, practices, technologies, and challenges. It would produce recommendations for capability improvements, an initial architecture design, and an adoption roadmap to implement changes in a phased approach based on proven practices.
This document outlines North Star's agile transformation case study. It discusses establishing standard agile frameworks across programs to promote collaboration and faster delivery. The transformation approach involves experimental phased implementation with a focus on continuous improvement, team engagement and learning. The detailed roadmap involves assessing the current state, prioritizing transformation KPIs, implementing action items through coaching and workshops, and reassessing progress in an iterative cycle over 1-2 years. Key elements include establishing cross-functional teams, implementing agile methodologies like Scrum and engineering practices, and scaling the framework over time.
This document describes OnTrac's Star Certification Program for operations team leaders. The program consists of three phases: Phase 1 involves a 24-hour instructor-led training program, Phase 2 is an 8-week implementation period where participants apply the training on the job, tracking their progress online. In Phase 3, participants present their results and learnings to operations leaders who evaluate their performance. The program aims to improve metrics like productivity, quality and attrition through standardized leadership training. Over 70,000 professionals across 100 companies have completed the certification.
The document provides an overview of project planning and earned value management for a T24 project. It discusses defining deliverables, creating a work breakdown structure and project plan in Microsoft Project, tracking progress to calculate earned value, and using earned value trends and reports for project control. Graphics from Microsoft SharePoint and Project are shown as examples of how lower deliverables, the project schedule, and earned value metrics were managed for the T24 project.
The document discusses SAP's AcceleratedSAP methodology for implementing SAP solutions. It describes the five phases of the methodology - Project Preparation, Business Blueprint, Realization, Final Preparation, and Go Live & Support. Each phase has specific goals and deliverables aimed at successfully implementing SAP and achieving business benefits. The methodology provides structure, guidance, and tools to help projects be on time, on budget and deliver business goals.
The document outlines an audit program for reviewing a system development lifecycle (SDLC) project. It includes steps for planning the audit, performing risk assessments, reviewing documentation for various project phases, issuing audit reports, and closing out the audit. The objectives are to assess project management, compliance with policies, security controls, internal controls, and whether the project will achieve its expected benefits and objectives. Risks relate to project management, system design, data conversion, and whether the new system will meet user needs and strategy. Controls involve governance policies, contract terms, project documentation, and testing procedures.
The document discusses Bayfront Health Systems' successful use of a Project Management Office (PMO) Workbook to manage an increase in projects focused on the American Recovery and Reinvestment Act (ARRA). It outlines how the PMO Workbook helped with documentation, tracking project scope, changes, risks, and issues. Metrics show Bayfront achieved a 95% success rate for on-time and on-budget project completion since implementing the PMO Workbook in 2004, significantly higher than industry averages.
We are delighted to
working with you in putting structure to your strategy management and performance governance program
PRESTO KPI management is installed in 5 phases to allow you maximum control and confidence throughout the entire go / no-go decision process
The document provides information on Loay Abdel Aziz Mohammed Farhat's career objective, qualifications, skills, work experience and personal details. His objective is to manage projects and apply best practices to business growth. He has over 13 years of experience in HR systems development, consulting and implementation. He is PMP and SAP HCM certified and has skills in project management, SAP HCM, HR consulting, change management, internal auditing and programming. For over 20 years, he has worked on implementing and managing various HR, accounting and medical systems and ensuring compliance with ISO standards.
For a beginner, this is a good quality pictorial representation of DevOps and DevOps Center of Excellence.
Opex Software focuses on consulting, implementation and development of DevOps tools and platforms. Have helped small and large data centers! This presentation talks about Continuous Integration, Continuous Delivery at a high level. For detailed presentations and flows, please ping us.
Thanks again, Enjoy!
MSF is an iterative process model used by Microsoft for project management. It consists of envision, planning, and development phases. In the envision phase, requirements are identified and the overall project direction is agreed upon. In the planning phase, detailed plans are created for what will be delivered and a schedule is established. Functional specifications are documented and validated. The development phase consists of iterative development where functionality is added incrementally in versions until the project is complete.
The document discusses the Autonomous Maintenance pillar of Total Productive Maintenance. It defines Autonomous Maintenance as maintenance performed by operators, involving basic daily tasks like inspection, cleaning and lubrication. The objectives are to understand key AM concepts and how to implement activities through tools like activity boards, meetings and one-point lessons. The goals of AM include improving equipment efficiency and developing operator skills. The document outlines the 7 steps of AM implementation and critical success factors like training, establishing schedules and problem solving.
Maimbolwa David Muhau has over 20 years of experience in reliability engineering and maintenance management. He has worked in various roles optimizing asset performance and maintenance practices in the mining industry. Some of his responsibilities have included developing maintenance strategies, procedures, and schedules to improve reliability. He is also experienced in planning and executing projects to address equipment issues and improve plant performance. Maimbolwa has strong skills in computerized maintenance management systems and reliability engineering techniques.
The document discusses integration management and key project documents. It describes a project charter, project management plan, configuration management, and change control system. Integrated change control occurs throughout the project and involves identifying, approving, managing, and documenting all changes. Maintaining the project baseline is important when changes are made. Historical information and a project plan can help improve a new project manager's chances of success.
ASAP Methodology- SAP Project managementArjunPawar29
The document discusses SAP's ASAP (Accelerated SAP) methodology for implementing SAP R/3. ASAP contains tools and guidance organized into 5 phases: 1) Project Preparation, 2) Business Blueprint, 3) Realization, 4) Final Preparation, and 5) Go Live & Support. Each phase involves defined steps, documentation, sign-offs, and prepares the project for the next stage.
SIC (Short Interval Control) is a structured process to regularly review performance data and identify opportunities to improve production effectiveness and efficiency. It involves:
1. Checking performance at short intervals (e.g. daily or every half hour) and making necessary corrections, to prevent small problems from becoming big ones.
2. Controlling process inputs to control outputs and meet goals like increased output, reduced costs and defects.
3. Having team members regularly look back at past performance, plan next actions, and implement plans to continuously improve performance.
The benefits of SIC include increased output, effectiveness, improvement speed, and employee engagement through localized focus and data-driven decision making.
Line Crew Optimisation is a process that reviews and optimises the established flow patterns, links process steps in order to minimise cycle times and travel distance, and eliminates crossover points in order to achieve a continuous flow process
This document discusses using the RACI methodology to define clear roles and responsibilities. RACI assigns the roles of accountable, responsible, consulted, and informed to activities and decisions. It clarifies who is accountable for ensuring tasks are completed, who is responsible for doing the tasks, who must be consulted, and who must be informed. Developing a RACI chart is a 5-step process that identifies key activities, roles, and assigns responsibilities. Benefits include clarifying accountability, pushing responsibilities to lower levels, eliminating overlaps, and increasing productivity through well-defined roles.
Part of OFX Academy Course: Improving Line Performance
http://academy.optimumfx.com/course/improving-line-performance/
Improving Packaging Line Performance –Using the correct Data and Drill Down Analysis
Part of OFX Academy Course: Improving Line Performance
http://academy.optimumfx.com/course/improving-line-performance/
Improving Packaging Line Performance –Using the correct Data and Drill Down Analysis
Part of OFX Academy Course: Improving Line Performance
http://academy.optimumfx.com/course/improving-line-performance/
Improving Packaging Line Performance –Using the correct Data and Drill Down Analysis
This document discusses neurological levels and how to create sustainable behavior change. It presents a model showing that behavior is just the visible part of an iceberg, with deeper levels being purpose, identity, beliefs, values, capabilities, and environment. These deeper levels must be addressed to create lasting change. The document advises establishing desire, providing training to build skills, and aligning actions to impact the neurological levels and drive new behaviors. Understanding this model allows one to motivate teams through creating gaps and realize small personal shifts can create large behavior changes.
The document discusses living in the present moment and provides tips to increase presence. It defines the present as "now" rather than the past or future. Most people spend too much time thinking about the past and future rather than being fully engaged in the current moment. To increase presence, one should focus attention on what is happening now without distraction, tune out inner dialogue, and be mindful of thoughts, emotions, and the present sensory experience. Practices like meditation, conscious breathing, and full engagement in current tasks can help anchor one in the present. Being present reportedly increases fulfillment, flow, and stress reduction while enhancing relationships and performance.
Situational leadership proposes that there is no single best leadership style, and that the most effective leaders adapt their style to fit the development level of the individual or group they are leading. It identifies four leadership styles - directing, coaching, supporting, and delegating - that should be applied based on followers' competence and commitment levels. The directing style provides close supervision, coaching involves more explanation and support, supporting emphasizes praise and facilitation, and delegating turns over responsibility. Matching leadership style to followers' stage of development maximizes their performance.
A ‘Continuous Improvement culture’ is one where both leaders and front line workers constantly drive for improvement, which will be evident from the ‘work habits’
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.
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.
Building Your Employer Brand with Social MediaLuanWise
Presented at The Global HR Summit, 6th June 2024
In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement – helping to position your organization as an employer of choice in today's competitive talent landscape.
The Genesis of BriansClub.cm Famous Dark WEb PlatformSabaaSudozai
BriansClub.cm, a famous platform on the dark web, has become one of the most infamous carding marketplaces, specializing in the sale of stolen credit card data.
Navigating the world of forex trading can be challenging, especially for beginners. To help you make an informed decision, we have comprehensively compared the best forex brokers in India for 2024. This article, reviewed by Top Forex Brokers Review, will cover featured award winners, the best forex brokers, featured offers, the best copy trading platforms, the best forex brokers for beginners, the best MetaTrader brokers, and recently updated reviews. We will focus on FP Markets, Black Bull, EightCap, IC Markets, and Octa.
Part 2 Deep Dive: Navigating the 2024 Slowdownjeffkluth1
Introduction
The global retail industry has weathered numerous storms, with the financial crisis of 2008 serving as a poignant reminder of the sector's resilience and adaptability. However, as we navigate the complex landscape of 2024, retailers face a unique set of challenges that demand innovative strategies and a fundamental shift in mindset. This white paper contrasts the impact of the 2008 recession on the retail sector with the current headwinds retailers are grappling with, while offering a comprehensive roadmap for success in this new paradigm.
𝐔𝐧𝐯𝐞𝐢𝐥 𝐭𝐡𝐞 𝐅𝐮𝐭𝐮𝐫𝐞 𝐨𝐟 𝐄𝐧𝐞𝐫𝐠𝐲 𝐄𝐟𝐟𝐢𝐜𝐢𝐞𝐧𝐜𝐲 𝐰𝐢𝐭𝐡 𝐍𝐄𝐖𝐍𝐓𝐈𝐃𝐄’𝐬 𝐋𝐚𝐭𝐞𝐬𝐭 𝐎𝐟𝐟𝐞𝐫𝐢𝐧𝐠𝐬
Explore the details in our newly released product manual, which showcases NEWNTIDE's advanced heat pump technologies. Delve into our energy-efficient and eco-friendly solutions tailored for diverse global markets.
3 Simple Steps To Buy Verified Payoneer Account In 2024SEOSMMEARTH
Buy Verified Payoneer Account: Quick and Secure Way to Receive Payments
Buy Verified Payoneer Account With 100% secure documents, [ USA, UK, CA ]. Are you looking for a reliable and safe way to receive payments online? Then you need buy verified Payoneer account ! Payoneer is a global payment platform that allows businesses and individuals to send and receive money in over 200 countries.
If You Want To More Information just Contact Now:
Skype: SEOSMMEARTH
Telegram: @seosmmearth
Gmail: seosmmearth@gmail.com
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.AnnySerafinaLove
This letter, written by Kellen Harkins, Course Director at Full Sail University, commends Anny Love's exemplary performance in the Video Sharing Platforms class. It highlights her dedication, willingness to challenge herself, and exceptional skills in production, editing, and marketing across various video platforms like YouTube, TikTok, and Instagram.
Zodiac Signs and Food Preferences_ What Your Sign Says About Your Tastemy Pandit
Know what your zodiac sign says about your taste in food! Explore how the 12 zodiac signs influence your culinary preferences with insights from MyPandit. Dive into astrology and flavors!
How to Implement a Real Estate CRM SoftwareSalesTown
To implement a CRM for real estate, set clear goals, choose a CRM with key real estate features, and customize it to your needs. Migrate your data, train your team, and use automation to save time. Monitor performance, ensure data security, and use the CRM to enhance marketing. Regularly check its effectiveness to improve your business.
❼❷⓿❺❻❷❽❷❼❽ Dpboss Matka Result Satta Matka Guessing Satta Fix jodi Kalyan Final ank Satta Matka Dpbos Final ank Satta Matta Matka 143 Kalyan Matka Guessing Final Matka Final ank Today Matka 420 Satta Batta Satta 143 Kalyan Chart Main Bazar Chart vip Matka Guessing Dpboss 143 Guessing Kalyan night
Unveiling the Dynamic Personalities, Key Dates, and Horoscope Insights: Gemin...my Pandit
Explore the fascinating world of the Gemini Zodiac Sign. Discover the unique personality traits, key dates, and horoscope insights of Gemini individuals. Learn how their sociable, communicative nature and boundless curiosity make them the dynamic explorers of the zodiac. Dive into the duality of the Gemini sign and understand their intellectual and adventurous spirit.
2. Intent of session
• Creating a common format for planning change
initiatives and being able to use and modify for own area
of responsibility
• Be able to apply the milestone planning tool
• Understand each key area of the milestone plan
3. Why have a Milestone Plan
• Projects/tasks for overall success to achieve site Vision are
identified in detail and put into perspective
• Accountabilities, timeframes and steps to achieve the desired
outcome can be assigned and tracked
• Individuals and teams can be held accountable for delivering
their objectives
• Provides a means for delegating the various tasks
• A method for reviewing progression which can provide
confidence of the journey towards achieving the site Vision
4. Creating a Milestone Plan
• Utilise a prioritisation tool to establish most appropriate projects and initiatives
• Group initiatives / projects under appropriate themes
• Identify standards, measures, current state and responsibilities for each of the
projects (optionally include project tracking traffic lights)
• Allocate tasks to complete the projects
• Allocate timeframes for completion of each of the tasks
• Indicate timescales to review the plan
• Communicate the plan (display visually) and update regularly (after each review)
• Incorporate into standard management reviews and audit
5. Milestone Plan Example
No Objective
Standard (Desired
outcome)
Measure KPI Goal Current State Owner
Supported
By
Start Date Due Date
Project
phase
Attainment
of Overall
KPI
Initiative
movement
Traffic
light
23/11/09
1.
Utilise Continuous Improvement function to generate a
prioritised best practice plan
We have accelerated our
continuous improvement
journey by adopting &
sharing best practice
JBO JBO 3 20%
1.1. Identify site coördinator for best practice - on hold
1.2. Describe the process and implement based on priority, aligned with ESC
1.3.
ESC M&R meeting:share point/meeting,improvement workshop between plants to
facilitate exchange best practices
1.4. Define per plant "what is working well/what's not
1.5. Define training needs for CI
2. Implement 4 Hr reviews initially with Vtech -> Line View
ESC standard structured
daily and weekly routines
aligned with ESC result
based platform
all 4hr
meetings
take place
>90% Compliance
>80% Effectiveness (using
audit template)
not in place
only 24h
review
PM
JBO,NB,s
upervisors
,maint
sup,TDP,
Cing
01/12/09 01/04/10 2 15%
2.0
1
Create new form(s) aligned with all lines use info from V-tec ( later on
lineview info included )
2.0
2
Inform all teamleaders and linetechnicians (purpose and qoals)
2.0
3
Organize training
2.0
4
Start implementation
2.0
5
Evaluation /followup and correction if needed
3.
Optimise and improve our meeting matrix – incorporating
the standard best practice : std day, week, month.
Implement 4 nr reviews initially with Vtech -> Line View
We have incorporated
CCE standard structured
daily & weekly routines
that are fully aligned with
the ESC providing a
staple platform to deliver
results
Measuring
by
Scorecards
Fully defined meeting
matrix, including purpose
and individual contribution
x% Compliance
x% Effectiveness for key
mtgs (only)
Meeting
Matrix
version 1 in
place
PM
LMT/sups
/maint
sups/TDP
/PVVeghe
l
2 45%
3.0
1
develop dashboardmeeting aligned with ESC
3.0
2
implement dashboard meeting
3.0
3
GAP analysis between as is meeting matrix and to be mm
3.0
4
implement to be meeting matrix
3.0
5
develop audit program matrix
3.0
6
monitor and follow up audit results with corrective actions (focus data
base)monthly QESH meeting
4.
Expand TPM to autonomous maintenance – improve
quality of RCA’s & expand to other departments –
increase number of people involved
We are the TPM centre
of excellence in CCE &
set the example for the
rest of the group
Measuring
by
Scorecards
Autonomous maint -
Operator level maint
agreed and defined then
>80% compliance
RCA best practice
adopted (Edm) - Electronic
version in use, RCA report
available, 70% compliance
Several
modules
already
succesfully
installed
(production
&
maintenance
)
JBO
PM/TDP/s
ups/maint
sup/
4 15%
4.01
Expand TPM horizontally in the organisation into other departments (
start TPM in Logistics,quality,utilities,syrup ) warehouse sup
4.02 implement the TPMpractices from production into logistics
4.03 Set up autonomous maintenance
a. Optimize PM plan incl aut maint (using maximo/beer) PM plan under devellopment ########
b. Communicate workcouncil/all employees
c. training
d. implement in skill matrix
4.04 Install Subject Matter Experts (zonals) zonals implemented JBO maint sups/TDP ########
4.05 incorporate TPM/PM in engineeringprojects opgenomen in lastenboek EB
4.06 improve quality RCA's trough training/coaching teamleaders TDP
Jun Jul Aug SeptApr May Oct NovMarN Dec Jan Feb
6. No Objective
Standard (Desired
outcome)
Measure KPI Goal Current State Owner
Supported
By
Start Date Due Date
Project
phase
Attainment
of Overall
KPI
Initiative
movement
Traffic
light
23/11/09
1.
Utilise Continuous Improvement function to generate a
prioritised best practice plan
We have accelerated our
continuous improvement
journey by adopting &
sharing best practice
JBO JBO 3 20%
1.1. Identify site coördinator for best practice - on hold
1.2. Describe the process and implement based on priority, aligned with ESC
1.3.
ESC M&R meeting:share point/meeting,improvement workshop between plants to
facilitate exchange best practices
1.4. Define per plant "what is working well/what's not
1.5. Define training needs for CI
2. Implement 4 Hr reviews initially with Vtech -> Line View
ESC standard structured
daily and weekly routines
aligned with ESC result
based platform
all 4hr
meetings
take place
>90% Compliance
>80% Effectiveness (using
audit template)
not in place
only 24h
review
PM
JBO,NB,s
upervisors
,maint
sup,TDP,
Cing
01/12/09 01/04/10 2 15%
2.0
1
Create new form(s) aligned with all lines use info from V-tec ( later on
lineview info included )
2.0
2
Inform all teamleaders and linetechnicians (purpose and qoals)
2.0
3
Organize training
2.0
4
Start implementation
2.0
5
Evaluation /followup and correction if needed
3.
Optimise and improve our meeting matrix – incorporating
the standard best practice : std day, week, month.
Implement 4 nr reviews initially with Vtech -> Line View
We have incorporated
CCE standard structured
daily & weekly routines
that are fully aligned with
the ESC providing a
staple platform to deliver
results
Measuring
by
Scorecards
Fully defined meeting
matrix, including purpose
and individual contribution
x% Compliance
x% Effectiveness for key
mtgs (only)
Meeting
Matrix
version 1 in
place
PM
LMT/sups
/maint
sups/TDP
/PVVeghe
l
2 45%
3.0
1
develop dashboardmeeting aligned with ESC
3.0
2
implement dashboard meeting
3.0
3
GAP analysis between as is meeting matrix and to be mm
3.0
4
implement to be meeting matrix
3.0
5
develop audit program matrix
3.0
6
monitor and follow up audit results with corrective actions (focus data
base)monthly QESH meeting
4.
Expand TPM to autonomous maintenance – improve
quality of RCA’s & expand to other departments –
increase number of people involved
We are the TPM centre
of excellence in CCE &
set the example for the
rest of the group
Measuring
by
Scorecards
Autonomous maint -
Operator level maint
agreed and defined then
>80% compliance
RCA best practice
adopted (Edm) - Electronic
version in use, RCA report
available, 70% compliance
Several
modules
already
succesfully
installed
(production
&
maintenance
)
JBO
PM/TDP/s
ups/maint
sup/
4 15%
4.01
Expand TPM horizontally in the organisation into other departments (
start TPM in Logistics,quality,utilities,syrup ) warehouse sup
4.02 implement the TPMpractices from production into logistics
4.03 Set up autonomous maintenance
a. Optimize PM plan incl aut maint (using maximo/beer) PM plan under devellopment ########
b. Communicate workcouncil/all employees
c. training
d. implement in skill matrix
4.04 Install Subject Matter Experts (zonals) zonals implemented JBO maint sups/TDP ########
4.05 incorporate TPM/PM in engineeringprojects opgenomen in lastenboek EB
4.06 improve quality RCA's trough training/coaching teamleaders TDP
Jun Jul Aug SeptApr May Oct NovMarN Dec Jan Feb
Milestone Planning
Objective
description
Desired outcome
Measure
KPI Goal
Current state
Core element/
initiative
Details
Initiative tracking
Colour code plan &
progress in timeline
area
Plan
Changed
Complete
Missed
Now
7. Good questions for completing MSP
• Desired outcome questions
– When you have achieved this goal what would be the outcome?
• Measure questions
– How could you measure the progress of achievement of this goal?
– What is the measure that determines achievement of this goal?
• KPI goal questions
– What level of attainment of the KPI means that this has been successful?
8. Suggested review frequency
• Site level
– monthly/bi-monthly as part of management review
• Area level
– monthly/fortnightly dependant on duration of plan
• Machine / Zone level
– weekly/fortnightly incorporate into regular management routines
Incorporate compliance and internal auditing to ensure
sustainability