The document discusses the implementation of Total Productive Maintenance (TPM) methodology at a company. TPM is a manufacturing strategy that aims to maximize equipment effectiveness through the involvement of maintenance and operations teams. The methodology focuses on improving manufacturing processes, equipment reliability, quality, and safety. The implementation of TPM is expected to take several years but will help the company achieve its manufacturing goals, promote participation across areas, develop preventative maintenance knowledge among employees, and maximize the use of its industrial assets.
Operational Excellence Consulting is a management consultancy firm that assists organizations in improving business performance and effectiveness.
Based in Singapore, we work with our clients to achieve dramatic improvements in speed, quality, customer satisfaction and lower cost for their products and services through the implementation of Operational Excellence initiatives such as Lean, Six Sigma, Lean Six Sigma and TQM.
One of our unique strengths is going beyond a tools-focused approach to seamlessly integrate people, processes and continuous improvement initiatives to suit the specific needs and situations of our clients.
To discuss how we can help you innovate your business, please contact us.
The document summarizes a Six Sigma project conducted by Sharp HealthCare's recruitment team to improve their hiring processes. The project identified inefficiencies, inconsistencies, and areas for improvement. Changes implemented through DMAIC methodology streamlined recruitment processes, standardized definitions, and improved communication. Measurable results included reducing time to fill positions by 32%, increasing applicants per position by 216%, and decreasing expenses on interim staffing by over 50%. The improvements enhanced relationships between recruitment and managers and created a culture of greater accountability.
Lean manufacturing focuses on eliminating waste in production processes to maximize value for the customer. It aims to streamline operations through techniques like just-in-time delivery and continuous process improvement. Adopting lean principles can help companies reduce costs while improving quality, productivity, and employee engagement.
There are three main strategic choices for an organization considering an SAP S/4HANA deployment: business objectives, transition paths, and destination options. Business objectives include business process optimization, business model innovation, and rapid ERP modernization. Transition paths are new implementation, system conversion, or landscape transformation. Destination options are SAP S/4HANA Cloud, SAP S/4HANA on-premise including HEC and IaaS options. Organizations should match their business objectives to possible transition paths and destinations to determine the best strategic choice for their S/4HANA deployment.
Toyota faced hurdles like labor shortages and overburdened workers in the 1950-1970s which led to stress and high capital spending. To remedy this, Toyota employed temporary workers, introduced Just-In-Time (JIT) production management and improved working conditions. Key practices adopted included Kanban, Jidoka, JIT, Shojinka and Kaizen. Kaizen requires discarding fixed ideas, not making excuses, seeking wisdom from others, and asking "why" five times to identify root causes of issues. Waste was identified in overproduction, unnecessary movement, excess inventory, defects and idle time. Kaizen was implemented by supervisors, engineers, workers through quality circles and a suggestion
Kaizen refers to continuous improvement of processes and people. The philosophy aims to improve all aspects of an organization over time. There are two elements that define Kaizen - improvement/change for the better, and an ongoing/continuous approach. A Kaizen event involves selecting an area for improvement, planning and implementing changes, and following up. The goals are to eliminate waste like overproduction, waiting, defects and motion. Benefits include reduced waste, improved quality and space utilization, and higher employee morale. Common pitfalls can include resistance to change and lack of clear procedures.
Hoshin Kanri: Creating a Strategy Deployment Plan That Gets Results TKMG, Inc.
Recorded webinar: http://slidesha.re/1mRBbSd
Subscribe: http://www.ksmartin.com/subscribe
To purchase the book: http://bit.ly/TOObk
Hoshin Kanri (also known as strategy deployment) is a highly effective way for organizations to select and prioritize the important work they need to do to realize their business goals. Done properly, the approach results in organization-wide alignment about what matters and a more focused approach for realizing results.
In this webinar, you'll learn how strategy deployment can help your organization, department, or work team accomplish far more in a given year, with far less stress and far better results. The approach also leads to far higher levels of employee engagement.
The document discusses the implementation of Total Productive Maintenance (TPM) methodology at a company. TPM is a manufacturing strategy that aims to maximize equipment effectiveness through the involvement of maintenance and operations teams. The methodology focuses on improving manufacturing processes, equipment reliability, quality, and safety. The implementation of TPM is expected to take several years but will help the company achieve its manufacturing goals, promote participation across areas, develop preventative maintenance knowledge among employees, and maximize the use of its industrial assets.
Operational Excellence Consulting is a management consultancy firm that assists organizations in improving business performance and effectiveness.
Based in Singapore, we work with our clients to achieve dramatic improvements in speed, quality, customer satisfaction and lower cost for their products and services through the implementation of Operational Excellence initiatives such as Lean, Six Sigma, Lean Six Sigma and TQM.
One of our unique strengths is going beyond a tools-focused approach to seamlessly integrate people, processes and continuous improvement initiatives to suit the specific needs and situations of our clients.
To discuss how we can help you innovate your business, please contact us.
The document summarizes a Six Sigma project conducted by Sharp HealthCare's recruitment team to improve their hiring processes. The project identified inefficiencies, inconsistencies, and areas for improvement. Changes implemented through DMAIC methodology streamlined recruitment processes, standardized definitions, and improved communication. Measurable results included reducing time to fill positions by 32%, increasing applicants per position by 216%, and decreasing expenses on interim staffing by over 50%. The improvements enhanced relationships between recruitment and managers and created a culture of greater accountability.
Lean manufacturing focuses on eliminating waste in production processes to maximize value for the customer. It aims to streamline operations through techniques like just-in-time delivery and continuous process improvement. Adopting lean principles can help companies reduce costs while improving quality, productivity, and employee engagement.
There are three main strategic choices for an organization considering an SAP S/4HANA deployment: business objectives, transition paths, and destination options. Business objectives include business process optimization, business model innovation, and rapid ERP modernization. Transition paths are new implementation, system conversion, or landscape transformation. Destination options are SAP S/4HANA Cloud, SAP S/4HANA on-premise including HEC and IaaS options. Organizations should match their business objectives to possible transition paths and destinations to determine the best strategic choice for their S/4HANA deployment.
Toyota faced hurdles like labor shortages and overburdened workers in the 1950-1970s which led to stress and high capital spending. To remedy this, Toyota employed temporary workers, introduced Just-In-Time (JIT) production management and improved working conditions. Key practices adopted included Kanban, Jidoka, JIT, Shojinka and Kaizen. Kaizen requires discarding fixed ideas, not making excuses, seeking wisdom from others, and asking "why" five times to identify root causes of issues. Waste was identified in overproduction, unnecessary movement, excess inventory, defects and idle time. Kaizen was implemented by supervisors, engineers, workers through quality circles and a suggestion
Kaizen refers to continuous improvement of processes and people. The philosophy aims to improve all aspects of an organization over time. There are two elements that define Kaizen - improvement/change for the better, and an ongoing/continuous approach. A Kaizen event involves selecting an area for improvement, planning and implementing changes, and following up. The goals are to eliminate waste like overproduction, waiting, defects and motion. Benefits include reduced waste, improved quality and space utilization, and higher employee morale. Common pitfalls can include resistance to change and lack of clear procedures.
Hoshin Kanri: Creating a Strategy Deployment Plan That Gets Results TKMG, Inc.
Recorded webinar: http://slidesha.re/1mRBbSd
Subscribe: http://www.ksmartin.com/subscribe
To purchase the book: http://bit.ly/TOObk
Hoshin Kanri (also known as strategy deployment) is a highly effective way for organizations to select and prioritize the important work they need to do to realize their business goals. Done properly, the approach results in organization-wide alignment about what matters and a more focused approach for realizing results.
In this webinar, you'll learn how strategy deployment can help your organization, department, or work team accomplish far more in a given year, with far less stress and far better results. The approach also leads to far higher levels of employee engagement.
Lean Standard or Standardized Work Training ModuleFrank-G. Adler
The Lean Standard Work Training Module v3.0 includes:
1. MS PowerPoint Presentation including 66 slides covering the History of Lean Manufacturing, Five Lean Principles, The Seven Lean Wastes, Introduction to Lean Standard Work (Introduction, Objectives, Benefits), Basic Requirements of Lean Standard Work, Step-by-Step Process using the Four Lean Standard Work Worksheets & Examples, Takt & Cycle Time, Work Balancing, Quick Changeovers, and Kanban Solutions.
2. MS Excel Process Study Worksheet Template
3. MS Excel Process Capacity Worksheet Template & Example
4. MS Excel Work Chart Template & Example
5. MS Excel Work Combination Table Template & Examples
[To download this self-assessment framework, visit:
https://www.oeconsulting.com.sg/training-presentations]
Assessing your Lean management implementation periodically is not just wise—it's essential. The Lean Management System Assessment (LMA) tool is grounded in the core principles of plan, do, check, act (PDCA), a fundamental aspect of Lean philosophy. It meticulously evaluates both process and behavior standards, defining five levels of maturity that can be applied across all levels of your organization.
This assessment isn't just a routine check—it's a strategic tool that clarifies your organizational goals and personal objectives. It provides a detailed snapshot of your current status relative to your standards and historical performance. Moreover, it's a compass that directs your attention to areas requiring improvement, ensuring your efforts are both focused and effective.
Adapted from the acclaimed work "Creating A Lean Culture" by David Mann, the Lean Assessment Framework stands out as a simpler, more practical alternative to the Shingo Model and the Baldrige Excellence Framework. It features eight comprehensive dimensions or categories, a user-friendly five-level maturity scale, and a straightforward 5-point scoring system that can be employed by individuals or teams.
The LMA tool provides an excellent resource for Lean or Operational Excellence Consultants who plan to use it as a holistic organizational diagnostic tool prior to recommending solutions to the client. It functions as a comprehensive organizational diagnostic tool, allowing consultants to gain a deep understanding of the client's operations before recommending tailored solutions. By utilizing the LMA, consultants can effectively identify areas for improvement, develop targeted strategies, and guide their clients towards achieving sustainable operational excellence.
In essence, the Lean Management Assessment isn't just a tool—it's a pathway to operational excellence. It offers a structured and insightful method to evaluate and enhance your Lean implementation, providing invaluable guidance for continuous improvement and sustainable progress.
BENEFITS OF ASSESSMENT:
1. The dimensions and questions themselves should help to clarify what you are working toward, for yourself and for the rest of your organization.
2. An assessment should tell you where you stand relative to your standards and relative to your earlier status.
3. The results of an assessment will help you identify where you need to focus efforts to improve.
CONTENTS
1. Overview of Lean Management Assessment
2. Scoring System
3. Assessment Criteria
4. Assessment Guidelines
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
In business, 'Gemba' refers to the place where value is created and improved. The 'Gemba Walk' is an activity that takes management to the front lines to look for waste (non-value added activities) and opportunities.
The objective of Gemba Walk is to grasp the situation by involving everyone touching the process to understand the Purpose, Process, and People. It is only when the situation is understood that improvement is possible and more likely to succeed.
By teaching this presentation to management teams, they will have a better understanding of the correct approach to implementing Gemba Walk and sustaining a Lean culture.
Principle Of Jidoka PowerPoint Presentation SlidesSlideTeam
Presenting this set of slides with name - Principle Of Jidoka Powerpoint Presentation Slides. Our topic specific Principle Of Jidoka Powerpoint Presentation Slides presentation deck contains twenty two slides to formulate the topic with a sound understanding. This PPT deck is what you can bank upon. With diverse and professional slides at your side, worry the least for a powerpack presentation. A range of editable and ready to use slides with all sorts of relevant charts and graphs, overviews, topics subtopics templates, and analysis templates makes it all the more worth. This deck displays creative and professional looking slides of all sorts. Whether you are a member of an assigned team or a designated official on the look out for impacting slides, it caters to every professional field.
Lean Office is a management philosophy based on the Toyota Production System (TPS). With Lean Office, you will be able to enhance value for your customers by improving and smoothing the process flow and eliminating waste. Simply put, by becoming a Lean Office, you will be able to increase productivity and create greater customer value with less resources.
By teaching this presentation to managers and employees working in Office/Service environments, they will have a better understanding of the Lean principles and approach to eliminating waste, and will be more forthcoming to lead and participate in the Lean implementation process.
NUMBER OF SLIDES: 127
LEARNING OBJECTIVES:
By the end of the program, you would be able to:
1. Understand the principles and key concepts of Lean
2. Identify value and waste
3. Gain an overview of key Lean principles and tools, and their applications
4. Apply 5S principles to improve office organization and efficiency
5. Apply a simple problem solving process
CONTENTS:
1. Introduction to Lean Office
2. Key Concepts of Lean Office
3. Overview of Lean Methods & Tools
4. Ways to develop "Kaizen Eyes"
5. Lean Roles
6. Sustaining a Lean Office
To download this complete presentation, please visit: http://www.oeconsulting.com.sg
Tools yang digunakan dalam lean services salah satunya adalah 6S dan Kaizen. Masing -masing bertujuan untuk meningkatkan efisiensi dan produktivitas perusahaan.
6S terdiri dari Sort, Set in order, Shine, Standarize, Sustain dan Safety.
Kaizen terdapat siklus PDCA (Plan, Do, Check, Act) untuk perbaikan secara terus - menerus.
This document provides an overview of Nestle, the largest food and beverage company in the world. It discusses Nestle's history and operations, including its 2000+ brands sold in 191 countries. Porter's Five Forces model is used to analyze threats of new entrants, bargaining powers of suppliers and buyers, threat of substitutes, and rivalry among competitors. A SWOT analysis identifies Nestle's strengths like its long history and R&D, weaknesses like lower consumer research, opportunities like expanding product lines, and threats like rising material prices. The Boston Consulting Group matrix shows where Nestle's products fall in terms of market share and growth. The document concludes with details on Nestle's social responsibility programs in nutrition, water, and
The document summarizes the key principles of the Toyota Production System. It describes Toyota's philosophy of continuous improvement, respect for people, and eliminating waste. The core goals of Toyota's approach are achieving the highest quality at the lowest cost and shortest lead times. Toyota relies on principles like just-in-time production, respect for people, challenging assumptions, and solving problems at their root cause. Overall, the document outlines Toyota's management methods that prioritize operational excellence, continuous learning, and developing a culture of improvement.
In business, 'Gemba' refers to the place where value is created and improved. The 'Gemba Walk' is an activity that takes management to the front lines to look for waste (non-value added activities) and opportunities. The objective of Gemba Walk is to grasp the situation by involving everyone touching the process to understand the Purpose, Process, and People. It is only when the situation is understood that improvement is possible and more likely to succeed.
CONTENTS
1. Introduction to Gemba Walk
- What is Gemba?
- What Gemba is Not
- Why Gemba?
- What is the Gemba Walk?
- Why the Gemba Walk?
- Who's Doing It?
- Three Keys to Lean Leadership
- Objective of Gemba Walk
- Your Approach is Key
- Four Steps to Gemba Success
- Go to the Gemba - Don'ts
2. The Three MUs
- What are the 3 MUs?
- Explanation of the 3 MUs
- Approach for the 3 MUs
- What is Muda (Waste)?
- What is Mura (Unevenness)?
- What is Muri (Overburden)?
- How Seeing the 3 MUs Helps our Kaizen Eyes
3. Kaizen Eyes: Ability to See Opportunities for Improvement
- Ways to Devlop Kaizen Eyes
4. Taking the Gemba Walk: Tips for Observing
- Implementing the Gemba Walk
- Tips for Observing
- Getting Started
To download this complete presentation, please visit: http://www.oeconsulting.com.sg
This presentation provides an exective overview of how to plan and implement lean improvements in manufacturing. It identifies and discusses the seven elements considered critical to lean implementation success.
Companies are more and more interested in so-called “digital transformations”, be it for the opportunity to optimize and innovate business models or because they fear they will fall behind their competitors or the most disruptive players in the market.
Changing customer expectations increasingly include products and service based on digital technologies, the use of mobile devices, Internet of Things (IoT), cloud computing, data analysis, and so on. This opens up many opportunities for organizations that have not yet been explored in their entirety.
For us to tap into the full potential of digital technologies, however, we need to integrate lean into our strategic thinking, to ensure that our digital transformations actually help us to add value and eliminate waste. Disconnected technology-based initiatives that lack a clear purpose won’t go very far. A presentation by Lean Institute Brasil director Christopher Thompson at the Lean Digital Summit 2018.
Discover more Lean IT stories on www.lean-digital-summit.com
Why could this presentation be relevant for you?
IF you have: - duplications in your organisation
-unclear processes
-unclear responsibilities Or: - It is not clearly defined, who your internal consumers are - What are the real added value activies? - You do not exactly know how measure the effectiveness?
The document outlines the 14 management principles of the Toyota Way. The two pillars are continuous improvement and respect for people. The principles include developing a long-term vision, creating continuous process flow, using pull systems to avoid overproduction, leveling out workload, building a culture of stopping to fix problems, using visual controls, developing exceptional people and teams, respecting suppliers, going to see problems firsthand, making decisions by consensus, and becoming a learning organization.
The document provides an overview of Lean principles and tools to be presented at a Lean review meeting. It summarizes the purpose of Lean and outlines a potential 6-phase plan to implement Lean culture over 3-8 years, starting with initial application of tools and progressing to integrating Lean throughout the organization and establishing continuous improvement as the norm. Key aspects include educating all employees, addressing cultural barriers, focusing on eliminating waste, and developing Lean people and leadership.
Determining Organizational Fit for Transformation SuccessCelonis
When a new technology is introduced into an organization, its adoption changes the internal dynamics of that organization. Even more so if the technology is inherently transformational, like Celonis.
Ensuring that an organization is a fit for Celonis is very different than taking best practices and putting them in place. It means understanding the current context of that organization, establishing a baseline of how Celonis fits in that context and then designing an organizational and operating model for Celonis that is both effective and actionable over the next several years within the specific context of that organization.
In this session, we will see how we determine organizational fit for Celonis, taking into consideration some of the main drivers we have observed from our most successful customers across different organizational setups.
Presenter:
Alessandro Petri, Senior Customer Success Manager, Celonis
Nestle traces its origins back to 1866 with the opening of the first European condensed milk factory in Switzerland. In 1867, Henri Nestle launched an infant cereal that saved the life of a baby, establishing nutrition as the cornerstone of Nestle's business. Over subsequent decades, Nestle expanded internationally through mergers and acquisitions. Today, Nestle employs over 330,000 people across over 150 countries and has 461 factories worldwide. Nestle is committed to creating shared value for shareholders and society through its Corporate Business Principles focused on nutrition, health, sustainability and human rights.
This document outlines the Nestlé Corporate Business Principles. It begins with an introduction by the Chairman and CEO expressing their commitment to managing Nestlé according to these principles. It then discusses the foundation of sustainability and Creating Shared Value as the basic way Nestlé does business. The main section lists the ten principles of Nestlé's business operations covering Consumers, Human Rights and Labor Practices, Our People, Suppliers and Customers, and The Environment. For each principle, it provides a brief high-level description. It includes tables mapping the principles to Nestlé's detailed policies and a list of contents for the full document.
"You can download this product from SlideTeam.net"
Showcase the ways of performance improvement with our creatively designed Operational Excellence Powerpoint Presentation Slides. This business operational excellence framework presentation deck covers various professionally designed templates such as company history of operational excellence capabilities, evaluate the existing operational gaps, design an evaluation process, ensure continuous improvement, implementing regional operations, analytics of achieving operational excellence, monitor performance, etc. Furthermore, to cover all the important concepts our designers have included additional templates e.g. meet our team, mission and vision, timeline, target, thank you, area and bar chart, etc. Establish the most effective organization structure with the help of the organization process excellence PPT visuals. The operation management ppt slides have all visually appealing graphics with in-depth researched content. Apart from this with the support of our PPT, you can portray various concepts like strategy deployment, performance management, continuous improvement, organizational excellence, process excellence, leadership people and culture, etc. Download business plan operation strategy PowerPoint templates for the smooth operation of business processes. Create an extraordinary business experience. Drive the elation with our Operational Excellence Powerpoint Presentation Slides. https://bit.ly/3bjZ4ll
This document introduces the DMAIC methodology for improvement projects and problem solving at NCE. DMAIC will be the single methodology used across the company, focusing initially on manufacturing. It describes the key roles in DMAIC projects like Belts, Champions, and Sponsors. Coaching models are outlined to train Green Belts, with remote or joint sessions depending on feasibility. The goals are to build DMAIC capability over time and sustain improvements to support business growth.
Nestlé executive Nandu Nandkishore presented at an investor seminar in Shanghai on September 25th, 2012. The presentation discussed Nestlé's performance in Zone AOA (Asia, Oceania, Africa), highlighting the region's large population and fast economic growth. It noted Nestlé's long history and extensive operations across Zone AOA, including factories, research centers, and a multi-tier product portfolio catering to various income levels. The presentation emphasized Nestlé's strategies for winning in the new realities of Zone AOA, such as investing in people, brands, and emerging markets to capitalize on trends like urbanization, rising incomes, and changing diets.
Lean Standard or Standardized Work Training ModuleFrank-G. Adler
The Lean Standard Work Training Module v3.0 includes:
1. MS PowerPoint Presentation including 66 slides covering the History of Lean Manufacturing, Five Lean Principles, The Seven Lean Wastes, Introduction to Lean Standard Work (Introduction, Objectives, Benefits), Basic Requirements of Lean Standard Work, Step-by-Step Process using the Four Lean Standard Work Worksheets & Examples, Takt & Cycle Time, Work Balancing, Quick Changeovers, and Kanban Solutions.
2. MS Excel Process Study Worksheet Template
3. MS Excel Process Capacity Worksheet Template & Example
4. MS Excel Work Chart Template & Example
5. MS Excel Work Combination Table Template & Examples
[To download this self-assessment framework, visit:
https://www.oeconsulting.com.sg/training-presentations]
Assessing your Lean management implementation periodically is not just wise—it's essential. The Lean Management System Assessment (LMA) tool is grounded in the core principles of plan, do, check, act (PDCA), a fundamental aspect of Lean philosophy. It meticulously evaluates both process and behavior standards, defining five levels of maturity that can be applied across all levels of your organization.
This assessment isn't just a routine check—it's a strategic tool that clarifies your organizational goals and personal objectives. It provides a detailed snapshot of your current status relative to your standards and historical performance. Moreover, it's a compass that directs your attention to areas requiring improvement, ensuring your efforts are both focused and effective.
Adapted from the acclaimed work "Creating A Lean Culture" by David Mann, the Lean Assessment Framework stands out as a simpler, more practical alternative to the Shingo Model and the Baldrige Excellence Framework. It features eight comprehensive dimensions or categories, a user-friendly five-level maturity scale, and a straightforward 5-point scoring system that can be employed by individuals or teams.
The LMA tool provides an excellent resource for Lean or Operational Excellence Consultants who plan to use it as a holistic organizational diagnostic tool prior to recommending solutions to the client. It functions as a comprehensive organizational diagnostic tool, allowing consultants to gain a deep understanding of the client's operations before recommending tailored solutions. By utilizing the LMA, consultants can effectively identify areas for improvement, develop targeted strategies, and guide their clients towards achieving sustainable operational excellence.
In essence, the Lean Management Assessment isn't just a tool—it's a pathway to operational excellence. It offers a structured and insightful method to evaluate and enhance your Lean implementation, providing invaluable guidance for continuous improvement and sustainable progress.
BENEFITS OF ASSESSMENT:
1. The dimensions and questions themselves should help to clarify what you are working toward, for yourself and for the rest of your organization.
2. An assessment should tell you where you stand relative to your standards and relative to your earlier status.
3. The results of an assessment will help you identify where you need to focus efforts to improve.
CONTENTS
1. Overview of Lean Management Assessment
2. Scoring System
3. Assessment Criteria
4. Assessment Guidelines
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
In business, 'Gemba' refers to the place where value is created and improved. The 'Gemba Walk' is an activity that takes management to the front lines to look for waste (non-value added activities) and opportunities.
The objective of Gemba Walk is to grasp the situation by involving everyone touching the process to understand the Purpose, Process, and People. It is only when the situation is understood that improvement is possible and more likely to succeed.
By teaching this presentation to management teams, they will have a better understanding of the correct approach to implementing Gemba Walk and sustaining a Lean culture.
Principle Of Jidoka PowerPoint Presentation SlidesSlideTeam
Presenting this set of slides with name - Principle Of Jidoka Powerpoint Presentation Slides. Our topic specific Principle Of Jidoka Powerpoint Presentation Slides presentation deck contains twenty two slides to formulate the topic with a sound understanding. This PPT deck is what you can bank upon. With diverse and professional slides at your side, worry the least for a powerpack presentation. A range of editable and ready to use slides with all sorts of relevant charts and graphs, overviews, topics subtopics templates, and analysis templates makes it all the more worth. This deck displays creative and professional looking slides of all sorts. Whether you are a member of an assigned team or a designated official on the look out for impacting slides, it caters to every professional field.
Lean Office is a management philosophy based on the Toyota Production System (TPS). With Lean Office, you will be able to enhance value for your customers by improving and smoothing the process flow and eliminating waste. Simply put, by becoming a Lean Office, you will be able to increase productivity and create greater customer value with less resources.
By teaching this presentation to managers and employees working in Office/Service environments, they will have a better understanding of the Lean principles and approach to eliminating waste, and will be more forthcoming to lead and participate in the Lean implementation process.
NUMBER OF SLIDES: 127
LEARNING OBJECTIVES:
By the end of the program, you would be able to:
1. Understand the principles and key concepts of Lean
2. Identify value and waste
3. Gain an overview of key Lean principles and tools, and their applications
4. Apply 5S principles to improve office organization and efficiency
5. Apply a simple problem solving process
CONTENTS:
1. Introduction to Lean Office
2. Key Concepts of Lean Office
3. Overview of Lean Methods & Tools
4. Ways to develop "Kaizen Eyes"
5. Lean Roles
6. Sustaining a Lean Office
To download this complete presentation, please visit: http://www.oeconsulting.com.sg
Tools yang digunakan dalam lean services salah satunya adalah 6S dan Kaizen. Masing -masing bertujuan untuk meningkatkan efisiensi dan produktivitas perusahaan.
6S terdiri dari Sort, Set in order, Shine, Standarize, Sustain dan Safety.
Kaizen terdapat siklus PDCA (Plan, Do, Check, Act) untuk perbaikan secara terus - menerus.
This document provides an overview of Nestle, the largest food and beverage company in the world. It discusses Nestle's history and operations, including its 2000+ brands sold in 191 countries. Porter's Five Forces model is used to analyze threats of new entrants, bargaining powers of suppliers and buyers, threat of substitutes, and rivalry among competitors. A SWOT analysis identifies Nestle's strengths like its long history and R&D, weaknesses like lower consumer research, opportunities like expanding product lines, and threats like rising material prices. The Boston Consulting Group matrix shows where Nestle's products fall in terms of market share and growth. The document concludes with details on Nestle's social responsibility programs in nutrition, water, and
The document summarizes the key principles of the Toyota Production System. It describes Toyota's philosophy of continuous improvement, respect for people, and eliminating waste. The core goals of Toyota's approach are achieving the highest quality at the lowest cost and shortest lead times. Toyota relies on principles like just-in-time production, respect for people, challenging assumptions, and solving problems at their root cause. Overall, the document outlines Toyota's management methods that prioritize operational excellence, continuous learning, and developing a culture of improvement.
In business, 'Gemba' refers to the place where value is created and improved. The 'Gemba Walk' is an activity that takes management to the front lines to look for waste (non-value added activities) and opportunities. The objective of Gemba Walk is to grasp the situation by involving everyone touching the process to understand the Purpose, Process, and People. It is only when the situation is understood that improvement is possible and more likely to succeed.
CONTENTS
1. Introduction to Gemba Walk
- What is Gemba?
- What Gemba is Not
- Why Gemba?
- What is the Gemba Walk?
- Why the Gemba Walk?
- Who's Doing It?
- Three Keys to Lean Leadership
- Objective of Gemba Walk
- Your Approach is Key
- Four Steps to Gemba Success
- Go to the Gemba - Don'ts
2. The Three MUs
- What are the 3 MUs?
- Explanation of the 3 MUs
- Approach for the 3 MUs
- What is Muda (Waste)?
- What is Mura (Unevenness)?
- What is Muri (Overburden)?
- How Seeing the 3 MUs Helps our Kaizen Eyes
3. Kaizen Eyes: Ability to See Opportunities for Improvement
- Ways to Devlop Kaizen Eyes
4. Taking the Gemba Walk: Tips for Observing
- Implementing the Gemba Walk
- Tips for Observing
- Getting Started
To download this complete presentation, please visit: http://www.oeconsulting.com.sg
This presentation provides an exective overview of how to plan and implement lean improvements in manufacturing. It identifies and discusses the seven elements considered critical to lean implementation success.
Companies are more and more interested in so-called “digital transformations”, be it for the opportunity to optimize and innovate business models or because they fear they will fall behind their competitors or the most disruptive players in the market.
Changing customer expectations increasingly include products and service based on digital technologies, the use of mobile devices, Internet of Things (IoT), cloud computing, data analysis, and so on. This opens up many opportunities for organizations that have not yet been explored in their entirety.
For us to tap into the full potential of digital technologies, however, we need to integrate lean into our strategic thinking, to ensure that our digital transformations actually help us to add value and eliminate waste. Disconnected technology-based initiatives that lack a clear purpose won’t go very far. A presentation by Lean Institute Brasil director Christopher Thompson at the Lean Digital Summit 2018.
Discover more Lean IT stories on www.lean-digital-summit.com
Why could this presentation be relevant for you?
IF you have: - duplications in your organisation
-unclear processes
-unclear responsibilities Or: - It is not clearly defined, who your internal consumers are - What are the real added value activies? - You do not exactly know how measure the effectiveness?
The document outlines the 14 management principles of the Toyota Way. The two pillars are continuous improvement and respect for people. The principles include developing a long-term vision, creating continuous process flow, using pull systems to avoid overproduction, leveling out workload, building a culture of stopping to fix problems, using visual controls, developing exceptional people and teams, respecting suppliers, going to see problems firsthand, making decisions by consensus, and becoming a learning organization.
The document provides an overview of Lean principles and tools to be presented at a Lean review meeting. It summarizes the purpose of Lean and outlines a potential 6-phase plan to implement Lean culture over 3-8 years, starting with initial application of tools and progressing to integrating Lean throughout the organization and establishing continuous improvement as the norm. Key aspects include educating all employees, addressing cultural barriers, focusing on eliminating waste, and developing Lean people and leadership.
Determining Organizational Fit for Transformation SuccessCelonis
When a new technology is introduced into an organization, its adoption changes the internal dynamics of that organization. Even more so if the technology is inherently transformational, like Celonis.
Ensuring that an organization is a fit for Celonis is very different than taking best practices and putting them in place. It means understanding the current context of that organization, establishing a baseline of how Celonis fits in that context and then designing an organizational and operating model for Celonis that is both effective and actionable over the next several years within the specific context of that organization.
In this session, we will see how we determine organizational fit for Celonis, taking into consideration some of the main drivers we have observed from our most successful customers across different organizational setups.
Presenter:
Alessandro Petri, Senior Customer Success Manager, Celonis
Nestle traces its origins back to 1866 with the opening of the first European condensed milk factory in Switzerland. In 1867, Henri Nestle launched an infant cereal that saved the life of a baby, establishing nutrition as the cornerstone of Nestle's business. Over subsequent decades, Nestle expanded internationally through mergers and acquisitions. Today, Nestle employs over 330,000 people across over 150 countries and has 461 factories worldwide. Nestle is committed to creating shared value for shareholders and society through its Corporate Business Principles focused on nutrition, health, sustainability and human rights.
This document outlines the Nestlé Corporate Business Principles. It begins with an introduction by the Chairman and CEO expressing their commitment to managing Nestlé according to these principles. It then discusses the foundation of sustainability and Creating Shared Value as the basic way Nestlé does business. The main section lists the ten principles of Nestlé's business operations covering Consumers, Human Rights and Labor Practices, Our People, Suppliers and Customers, and The Environment. For each principle, it provides a brief high-level description. It includes tables mapping the principles to Nestlé's detailed policies and a list of contents for the full document.
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Showcase the ways of performance improvement with our creatively designed Operational Excellence Powerpoint Presentation Slides. This business operational excellence framework presentation deck covers various professionally designed templates such as company history of operational excellence capabilities, evaluate the existing operational gaps, design an evaluation process, ensure continuous improvement, implementing regional operations, analytics of achieving operational excellence, monitor performance, etc. Furthermore, to cover all the important concepts our designers have included additional templates e.g. meet our team, mission and vision, timeline, target, thank you, area and bar chart, etc. Establish the most effective organization structure with the help of the organization process excellence PPT visuals. The operation management ppt slides have all visually appealing graphics with in-depth researched content. Apart from this with the support of our PPT, you can portray various concepts like strategy deployment, performance management, continuous improvement, organizational excellence, process excellence, leadership people and culture, etc. Download business plan operation strategy PowerPoint templates for the smooth operation of business processes. Create an extraordinary business experience. Drive the elation with our Operational Excellence Powerpoint Presentation Slides. https://bit.ly/3bjZ4ll
This document introduces the DMAIC methodology for improvement projects and problem solving at NCE. DMAIC will be the single methodology used across the company, focusing initially on manufacturing. It describes the key roles in DMAIC projects like Belts, Champions, and Sponsors. Coaching models are outlined to train Green Belts, with remote or joint sessions depending on feasibility. The goals are to build DMAIC capability over time and sustain improvements to support business growth.
Nestlé executive Nandu Nandkishore presented at an investor seminar in Shanghai on September 25th, 2012. The presentation discussed Nestlé's performance in Zone AOA (Asia, Oceania, Africa), highlighting the region's large population and fast economic growth. It noted Nestlé's long history and extensive operations across Zone AOA, including factories, research centers, and a multi-tier product portfolio catering to various income levels. The presentation emphasized Nestlé's strategies for winning in the new realities of Zone AOA, such as investing in people, brands, and emerging markets to capitalize on trends like urbanization, rising incomes, and changing diets.
Nestlé in Japan winning in the new realityNestlé SA
This document summarizes a presentation given by Kohzoh Takaoka, the President and CEO of Nestlé Japan, at a Nestlé investor seminar in Shanghai on September 25th, 2012. It outlines the challenges and opportunities facing Nestlé in Japan, including a saturated market with limited growth due to a declining and aging population. It also discusses Japan's changing household profiles, with an increasing number of one-person households. The presentation analyzes Japan's food and beverage market and consumer demand for new products, and provides sales data for Nestlé Japan's product categories and its contribution to Nestlé's Asia, Oceania, and Africa region.
Nestle is a large food and beverage company founded in 1867 that has grown through mergers and acquisitions. It implemented an ERP system from SAP in 2000 to standardize processes across subsidiaries. The implementation faced challenges from employee resistance and turnover. However, it resulted in cost savings, improved forecasting and data sharing between subsidiaries. Nestle also uses technologies like e-commerce and a transportation management system to further streamline operations and reduce costs.
This document outlines the GSTD problem solving method and provides an example of applying it to address issues with student lockers at a public high school. The GSTD method involves three steps: Go-See to visit the site and identify key stakeholders; Think to define the problem, brainstorm improvements, and analyze feasible solutions; and Do to organize ideas and work on the selected solution. In the example, a team would Go-See the high school, Think by listing locker improvements and selecting cost-effective options, and then Do by organizing the ideas and redesigning the lockers.
In the new economy, Brand Love is the new currency, with marketing shifting to building big ideas, leveraging purpose-driven stories that are in the moment, creating consumer experiences that people talk about, managing ubiquitous purchase moments all helping to steer the brand’s reputation. Marketing has to focus on creating a brand reputation with consumers, and equally creating an organizational culture that reflects the brand’s soul. Instead of shouting your message at every consumers, the best brands confidently whisper to those most motivated by what they do, who then scream with influence to their friends. In the new world, the best brands now fight for a place in the minds and hearts of consumers.
operation management project on nestle juice -phpapp02Munir Gondal
The document provides details about Nestle's juice products and production process. It discusses Nestle's history and operations worldwide and in Pakistan. It then focuses on Nestle's juice products, describing the 8 types of juices produced. The production process involves boiling, mixing, pasteurizing, filtering, packing and labeling. Key aspects of the operations management like inbound/outbound logistics, marketing strategies and supply chain management are also summarized.
In this report you can study about Marketing Mix Nestle Company
We are covering the following topics:
Nestlé’s History, Shape of the Nestlé Logo, NESTLÉ – An Introduction, Mission Statement, Vision and Values, NESTLÉ TODAY, Major Competitors, BCG Growth Matrix, Product Life Cycle, Our progress, The Nestlé Policy on Environmental Sustainability, Nestlé Environmental Management System, Product life-cycle approach, Nestlé – Four “Ps”, Products, Variety, Quality, Packaging,, Services & Brand name, Price, Industry overview and performance in FY09, Financial performance (FY04-10), Profitability, Liquidity, Asset management, Debt management, Market ratios, Future outlook, Place, Distribution Channel, Coverage, Inventory, Logistics, Promotion, Modes of advertising, Direct Mail/SMS to Users, Outdoor Advertisement, Transit Advertising, Segmentation, Targeting and Positioning Of Nestlé, Market Strategies, Marketing Strategy of Nestlé in Pakistan, Market Segmentation, Target Marketing, Differentiation, SWOT Analysis, Strengths, Weaknesses, Opportunities, Threats, PEST Analysis, Political analysis, Economical Environment, Social analysis, Technological, General Recommendations by the Public, Conclusion
Nestle India Ltd. has a diverse product portfolio consisting of milk products & nutrition, beverages, prepared dishes & cooking aids, and chocolates & confectioneries. The company has a wide range of products under each category, with some product lines like milk products having a greater depth than others like beverages. There is scope to increase depth for some product lines and trim lengths for others. The company also needs to address some brand issues like product confusion and duplication to improve further.
This document provides a summary of key principles for becoming a successful salesperson as outlined in the book "The Greatest Sales Training in the World". It discusses 10 sections: 1) Success Habits, 2) Love, 3) Persistence, 4) Self-Esteem, 5) Time, 6) Emotions, 7) Humor, 8) Progress, 9) Action, and 10) Prayer. For each section, it lists habits and mindsets that salespeople should develop, such as starting fresh, choosing optimism, developing people skills, ignoring rejection, controlling emotions, using humor, setting goals, developing an action habit, and praying for guidance. The overall message is that sales success comes from mastering these principles
Nestle is a global food and beverage company that has been operating for over 130 years. It began operations in Pakistan in 1988 by acquiring a dairy company. Nestle manufactures and sells dairy products, beverages, baby food, breakfast cereals and other foods in Pakistan. It aims to provide high quality, nutritious products to consumers across various age groups and socioeconomic statuses. Nestle has manufacturing plants in several major Pakistani cities and employs over 2,000 people in the country. Its goal is to meet consumer needs and preferences through constant innovation and new product development.
Lyon IAE B2B EIS Workshop Session Main Presentation Part 1 José PIETRI
The document outlines slides from a presentation on leading change. It discusses the challenges of leading change, including common reactions to change and the importance of transition. It notes that 75% of transformation efforts and 50-75% of reengineering projects fail. Slides include activities for attendees to participate in simulations and reflect on experiences leading change in teams in order to develop effective change management competencies.
This document discusses how teams, processes, and structures need to change for digital work compared to traditional advertising work. It argues that digital work requires more varied and complex work produced through quicker, iterative processes, requiring teams with cross-disciplinary skills and knowledge. Hierarchical structures are incompatible with this work. The document advocates for flattening organizational structures into cross-functional teams, co-locating team members, restricting communication tools like email, and using rapid prototyping processes with clients integrated into teams to enable more collaborative work that can be produced more quickly.
The document discusses utilizing an emotional intelligence model to maximize return on investment for human resources in the Indian IT industry. It proposes assessing emotional intelligence among project managers and team members, providing training to develop key emotional competencies, and creating a supportive work environment. Metrics like productivity, engagement, and turnover are cited from research to demonstrate the potential financial benefits of improving emotional intelligence in organizations.
The I Word: Moving Innovation from Research and Development (R&D) to Ideation...Alan McSweeney
This document discusses moving innovation from a narrow focus on research and development (R&D) to a broader approach of ideation and realization (I&R). It argues that most organizations focus innovation investments too much on products and traditional R&D areas, while greater returns can be found in other non-traditional areas like customer experience. The document proposes developing a more structured innovation process and metrics to better identify innovative ideas across an organization and maximize returns from innovation investments.
Nestle embarked on a large ERP implementation project to standardize its systems across 500 facilities in 80 countries. However, the project failed initially due to management mistakes like rushing integration and failing to involve employees. Nestle halted the project to reevaluate its approach. After refocusing on communication, training, and careful process redesign, Nestle successfully implemented the new ERP system, resulting in cost savings of $325 million by standardized operations.
The two-day Mega Conference hosted by the FYB STUDENTS of the department of Economics at Obafemi Awolowo University Ile-Ife will take place on September 7-8, 2012 at the Conference Centre. The conference titled "Understanding what is needed in this fast paced moving environment" will feature presentations from CEOs and consultants on practical ideas and information to drive growth in competitive environments. Speakers include JimiTEWE, Dr. AndersonUVIE-EMEGBO, MichaelHYATT, LekeALDER, OpeyemiAGBAJE, and IbukunAWOSIKA. It will also be broadcast live to 10 universities across Nigeria
IT-enabled Business Innovation Workshop 8 July 2011Lead & Transform
The document summarizes a workshop on business innovation through information technology. The workshop objectives are to provide insight into opportunities for innovation, practices that enable successful innovation, and participation in further research. Various examples of IT-enabled innovation are presented, such as using collaboration technology and open innovation campaigns. Innovation tools discussed include IT/change portfolio management, technology funnel assessment, benefits planning, design thinking, and using various personality types.
The document discusses a two-day workshop on strategic alignment, organization architecture, future building, and thought leadership led by Dr. Norman Chorn. Day 1 will cover strategic alignment, including exercises on strategic alignment and organization architecture. It will also discuss organization architecture and mapping it for different types of organizations. Day 2 will focus on future building and thought leadership, including exercises, and how to develop as a thought leader. The document provides an overview of the workshop agenda and content to be covered.
The Natural Step is an international non-profit organization that provides strategic sustainability advice and education based on a scientific framework. It was founded in 1989 in Sweden and has expanded internationally. The organization helps define sustainability, identify gaps, and develop strategies to bridge those gaps. It works with businesses, governments, and organizations through capacity building, research, advisory services, and networking to advance sustainable development.
The document discusses creating a culture of continuous improvement through engaging employees. It emphasizes that implementing lean tools alone is not sufficient for sustainable change and that building a supportive culture is essential. A key part of developing this culture involves using a "learn by doing" approach to give employees hands-on experience and education in problem solving. The document also provides a framework for assessing organizational progress towards a culture of continuous improvement, including a 10x6 matrix to evaluate behaviors within different categories.
Dunphy Associates Innovation Training Brochure 2017Dunphy Associates
Education brochure now available!
We’ve been enabling innovation for 20 years but each year brings new challenges and opportunities for us and our clients.
This year we’ve partnered in the areas of Open Innovation, Disruptive Innovation & Marketing to co-develop and deliver 3 new workshops.
We have also launched our Minimum Viable Innovation Strategy workshop – something we believe every organisation should have, regardless of size or industry.
As Digital Innovation Platforms & Tools become more common we continue to integrate them into our consulting & training to ensure you benefit.
Let us know what you think – and what else is missing!
Nestle is the world's largest food and beverage company founded in 1867. It has over 250,000 employees operating in over 70 countries worldwide. Nestle has a wide portfolio of brands across product categories like coffee, chocolate, bottled water and packaged foods. The company focuses on sustainability, quality and creating long term value for its stakeholders. Nestle utilizes benchmarking to continuously improve its operations and match industry best practices.
The document discusses lean principles and practices for software development including:
- Using agile teams and practices like Scrum and extreme programming in a continuous development process of building, testing, and delivering software
- Developing a minimum viable product with an agile team focused on lean UX and excellence
- Employing techniques like design thinking, prototyping, and understanding the user's value proposition
- Visualizing problems on walls to display complexity and facilitate collaboration
- Involving customers where software is built and listening to their feedback and pain points
- Fostering intrinsic motivations through autonomy, purpose, and mastery
- Taking an "all hands on deck" approach with cross-functional squads and end
The document discusses CEFE, a comprehensive training concept and methodology to strengthen competencies for entrepreneurs, employees, and managers. It uses participative training methods and an experiential learning cycle. The training includes modules on unlocking competencies, project identification, business planning, and business viability. CEFE training can be applied to start-up businesses as well as improving existing businesses. Specific sector trainings are also discussed for farming, fishery, and handicraft entrepreneurs. CEFE has been implemented in many European and Latin American countries.
Marcelino De Santiago describes his leadership style as collaborative, candid, and honest. He likes to empower and motivate teams to find the best solutions. His greatest contribution to organizations is detecting opportunities to apply sustainable processes and procedures to improve quantifiable financial results. The most gratifying part of his work is implementing changes to working culture that inspire leadership and improve operations results through developing leaders focused on communication, execution, and teamwork. A clear vision and communicating that vision to employees is the backbone of a company's success. His engineering background has helped develop his analytical and problem-solving skills to assess issues and improve KPIs across functional areas in organizations.
The document summarizes a presentation given by Timothy Allan of Locus Research Ltd. on July 18, 2011 at their Studio Mauao location. The presentation discussed Locus Research's core business of original product development to bring new products and services to market. It provided examples of projects funded through the MSI program and discussed the value added through partnerships with Locus Research, including access to expertise, increased scope, improved cash flow and documentation.
Tom Vlasic
Tom helps business incorporate and successfully utilize information technology so they will realize their full potential.
As a keen observer, quick study and adaptive professional, Tom works with a wide range of organizations. His work helps them understand the value of a comprehensive IT strategy and as a result, organizations can unleash their full potential with an approach that will ensure both business and shareholder success. His experience in executive-level roles makes Tom more understanding, productive and focused on facilitating successful outcomes with clients. As an active member on not-for-profit boards, Tom also has a record of enhancing both board and organization performance.
Most recently Tom led an award winning Project Management firm that specialized in delivering complex technology projects in the Healthcare sector.
Tom has a Master of Applied Science degree in Electrical Engineering from the University of Waterloo and is a licenced Professional Engineer
Coaching. It’s the word on everyone’s lips right now. There also seem to be a lot of different definitions of what it actually is and what it can do for you. This webinar is about demystifying the world of coaching and demonstrating how you can leverage the power of coaching in your project and/or business environment, simply by using some of the core skills and techniques.
Similar to NIS 2011 José Lopez continuous excellence (20)
François-Xavier Roger, CFO of Nestlé, presented results for the first nine months of 2015. Sales totaled CHF 64.9 billion, impacted by -6.7% from foreign exchange rates and +0.4% from M&A activity. Organic growth was +4.2% and real internal growth was +2.0%. The company projected full-year organic growth of around 4.5% with improvements in margins, earnings per share, and capital efficiency. Growth was broad-based across geographies and categories, though some emerging markets faced challenges.
This document provides a summary of Nestlé's 2015 half-year results. Overall, Nestlé saw solid organic growth of 4.5% despite negative foreign exchange impacts. All regions saw organic growth, with particular strengths in Zone EMENA and Nestlé Waters. The trading operating profit margin was flat in constant currencies due to pricing and efficiencies offsetting investment in marketing. Consumer-facing marketing spend increased 17.3% in constant currencies. The outlook for the full year remains unchanged with a goal of around 5% organic growth and margin improvements.
Steffen Kindler, Head of Investor Relations at Nestlé, presented the company's 3-month sales results for 2015. Sales grew 4.4% organically with balanced growth from real internal growth of 1.9% and pricing. Growth was broad-based across geographies and categories. The full-year outlook of around 5% organic growth with margin improvements was confirmed. Questions from investors on the results were addressed.
Luis Cantarell, EV-P head of Zone EMENA, presented at the 2015 CAGE conference in London on March 16 2015. He and Wan Ling Martello, CFO, answered questions afterwards.
Luis Cantarell, EVP of Zone EMENA, presentes to 2015 CAGE conference in LondonNestlé SA
Luis Cantarell, Executuive Vice-President in charge of Nestlé Zone Europe, Middle East and North Africa, presents to the 2015 CAGE (Consumer Anylsts' Group Europe) on 'Translating the Nestlé roadmap into executional excellence'.
Creating Shared Value and meeting our commitmentsNestlé SA
Janet Voûte, VP of Nestlé Public Affairs, presented to the Swiss Sustainability Leaders' conference in Zug, Switzerland, on November 17 2014 (inc q+a). Webcast is available at https://www.youtube.com/watch?v=duwfFTXIeoE
This document contains the transcript from Nestlé's 2014 nine month sales conference call. During the call, Nestlé executives discussed the company's 4.5% organic growth for the nine month period. While emerging markets growth remained strong at 9.5%, developed markets saw more modest growth of 0.5% due to challenging economic conditions. The executives highlighted strengths in various product categories and regions, while also noting slowdowns in some markets like China and Oceania. Overall, they were pleased with the company's broad-based growth and reiterated their goal of around 5% organic growth for the full year.
- The company reported sales of CHF 66.2 billion for the first 9 months of 2014, with organic growth of 4.5% despite negative foreign exchange impacts of -7.5%.
- All regions contributed to positive organic growth, with the emerging markets growing faster at 9.5% compared to developed markets at 0.5%.
- The outlook for the full year remains unchanged with expected organic growth of around 5% and improvements in margins and underlying earnings per share.
2014.06 Nestlé H1 results investor call presentationNestlé SA
- Nestlé reported results for the first half of 2014, with organic growth of 4.7% despite negative foreign exchange impacts. Trading operating profit increased 30 basis points in constant currencies.
- All regions achieved organic growth, with the Americas at 4.9%, Europe at 1.4%, and Asia/Oceania/Africa at 7.5%. Emerging markets grew 9.7% organically while developed markets grew 0.6%.
- The company confirmed its full-year outlook of around 5% organic growth, improvements in margins, underlying earnings per share in constant currencies, and capital efficiency.
David Yates, Regional Business Head, North America, Nestlé HealthCare Nutrition, Inc., presentation to the 2014 Nestlé Investor Seminar, Boston, USA, June 3-4.
Nestle Professional - the out of home business in the USANestlé SA
Perry Miele, Regional Business Head (President), Nestlé Professional, North America – Food, pfresents on Nestlé Professional in the USA to the 2014 Nestlé Investor Seminar, Boston, USA, 3-4 June.
A new coffee for the USA from Nestlé NespressoNestlé SA
Christophe Cornu, Chief Commercial Officer, Nestlé Nespresso S.A., presentation on 'Nespresso VertuoLine - a game changer ambition' at the 2014 Nestlé Investor Seminar, Boston USA, June 3-4.
This document summarizes a presentation given by Gary Tickle, President and CEO of Nestlé Nutrition North America, at a Nestlé investor seminar in June 2014. The presentation focused on Nestlé's infant nutrition business in North America, highlighting its two leading brands - Gerber and Nestlé. It discussed the company's sales, operations, commitment to quality and compliance, research efforts, and strategies to support mothers through the first 1,000 days of a child's life to help establish healthy dietary patterns from an early age. The presentation aimed to convey Nestlé's importance and opportunities in the infant nutrition category in the US.
Robert Kilmer, President, Nestlé Dreyer’s Ice Cream, Nestlé USA, om hte ice cream business of Nestlé USA for our 2014 investor seminar, Boston USA, June 3-4.
UnityNet World Environment Day Abraham Project 2024 Press ReleaseLHelferty
June 12, 2024 UnityNet International (#UNI) World Environment Day Abraham Project 2024 Press Release from Markham / Mississauga, Ontario in the, Greater Tkaronto Bioregion, Canada in the North American Great Lakes Watersheds of North America (Turtle Island).
Bienestar Financiero al servicio de su jubilación anticipada
Pago de su 🏡
Estudio de sus hijos
Directamente a tu cuenta bancaria
Con Tesorería Auditoria Jurídica comercial
Administración de carteras
Apalancamiento Financiero
Desarrollo de tu marca personal
Acceso a Desarrollo de varias industrias
Cuentas bancarias
Estructuras Físicas en USA y en América Central
Avalado por Bolcomer
Puesto de Bolsa Comercial
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Y mucho más
Link de registro
https://business.myinfinity.global/maurod8/
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Contacto:
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1. Accelerating performance through
GLOBE / NCE
Mr. José Lopez
Executive VP, Operations
& GLOBE
These slides differ to those shown at
the Nestlé Investor Seminar 2011
June 7, 2011 Nestlé Investor Seminar
2. Disclaimer
This presentation contains forward looking
statements which reflect Management’s current
views and estimates. The forward looking
statements involve certain risks and uncertainties
that could cause actual results to differ materially
from those contained in the forward looking
statements. Potential risks and uncertainties
include such factors as general economic
conditions, foreign exchange fluctuations,
competitive product and pricing pressures and
regulatory developments.
1 June 7, 2011 Nestlé Investor Seminar
3. and
… the most important
part is the
“and ”
2 June 7, 2011 Nestlé Investor Seminar
4. This is what we’ve accomplished …
91 Nestlé Markets/Businesses are operating with
GLOBE processes, data and systems
96% sales coverage
169,000 users
806 Manufacturing Sites
1109 Distribution Centers
594 Sales Offices
In 2010, GLOBE achieved a “first-of-its-kind” worldwide major upgrade
with zero business disruption. This will enable Nestlé, during the next 5-7
years, to fully leverage the GLOBE Solution using the latest technologies.
3 June 7, 2011 Nestlé Investor Seminar
5. GLOBE Evolution
2000 2010
« Unlocking our Potential » « One Step Ahead »
Leveraging our size as a strength Creating gaps at every stage of the
value chain
Uniting and aligning us on the inside More responsiveness/flexibility to
external environment
Enabling us to manage complexity with Driving people engagement through
operational efficiency NCE
4 June 7, 2011 Nestlé Investor Seminar
6. Lean Thinking – the Nestlé Way : 5 Guiding
Principles
ENGAGE OUR PEOPLE
Develop, Empower and Involve our people in support of
creating value for our Consumers and Customers
UNDERSTAND VALUE
As perceived by Consumers and Customers
EVALUATE WHICH ACTIVITIES ADD VALUE OR NOT
Looking at all processes within the Value Chain
ELIMINATE NON VALUE ADDED ACTIVITIES (NVA)
Free time and resources for Value Added Activities (VA)
CONTINUOUSLY IMPROVE VALUE CREATION
Relentlessly pursue the elimination of NVA, and the
Optimisation of VA
5 June 7, 2011 Nestlé Investor Seminar
7. NCE will change the way we go about our
day-to-day activities
Our NCE Journey
Creating Value is done through reducing waste, and consequently freeing up
our minds for more entrepreneurial and creative activities
6 June 7, 2011 Nestlé Investor Seminar
8. Started in Manufacturing in 2008
Extended across most Functions / geographies
100,000 Nestlé people mobilised on the journey so far
Focus on behaviour (living the Nestlé culture) …
… and results (not about capturing low hanging fruit but about
fertilising the tree)
7 June 7, 2011 Nestlé Investor Seminar
9. and
Have the same endgame …
Delighting Consumers and Customers
Delivering Competitive Advantage
Excelling in Compliance
but contribute differently …
8 June 7, 2011 Nestlé Investor Seminar
10. and
Best Practices Management Practices
Standard Processes Teamworking (alignment)
E2E process thinking Empowering people
Compatible data Continuous improvement
Integrated systems Building competences /
Information knowledge
Win the race!
9 June 7, 2011 Nestlé Investor Seminar
11. GLOBE + NCE = Acceleration
Annual Savings Evolution
Billions CHF
CHF 1.5 B +
GLOBE effect
Average CHF 1.0 B/year
2005 2006 2007 2008 2009 2010
10 June 7, 2011 Nestlé Investor Seminar
12. We don’t do NCE for the sake of NCE!
We do it to delight Consumers, deliver
Competitive Advantage, excel in Compliance,
and, therefore, for the Business to win
11 June 7, 2011 Nestlé Investor Seminar