This document discusses the relationship between corporate culture and operational excellence. It defines corporate culture as the shared values and practices of a company's employees. Transforming corporate culture is critical for operational excellence efforts to succeed. The document outlines steps to transform culture, including figuring out what needs to change, identifying influencers, and communicating the new culture. It also discusses creating a continuous improvement culture and getting employee involvement, and relates this to the Shingo principles of respecting individuals, leading with humility, and seeking perfection.
Factors that Affect Organizational CultureSlideShop.com
Culture is an important determinant of organizational success. In this presentation, we discussed what factors contribute to organizational culture. We also included practical examples to clearly illustrate our ideas.
More themed slides: https://slideshop.com/Themed-Slides
The Building Blocks Of High Performing OrganisationsKenny Ong
*Key characteristics and capabilities of high-performing organizations
*High performing organisations focus on achieving results and outcomes
*A clear, well articulated, and compelling mission
*Strategic use of partnerships
*Focus on needs of clients and customers
*Strategic management of people
*Steps to foster development of high-performing organisations
Factors that Affect Organizational CultureSlideShop.com
Culture is an important determinant of organizational success. In this presentation, we discussed what factors contribute to organizational culture. We also included practical examples to clearly illustrate our ideas.
More themed slides: https://slideshop.com/Themed-Slides
The Building Blocks Of High Performing OrganisationsKenny Ong
*Key characteristics and capabilities of high-performing organizations
*High performing organisations focus on achieving results and outcomes
*A clear, well articulated, and compelling mission
*Strategic use of partnerships
*Focus on needs of clients and customers
*Strategic management of people
*Steps to foster development of high-performing organisations
ASEAN Leadership Model (research funded by SMU Executive Development)Michael Netzley, Ph.D.
With the creation of the AEC in 2015, companies have increased incentive to look at ASEAN for growth. But what leadership model should companies invest in? Given the context of ASEAN, we cannot simply import a model from Europe or USA. This presentation shares a first look at SMU's ASEAN leadership model and presents the initial findings of our CEO interviews. Research was funded by SMU's Executive Development Office.
How to build High Performance Culture
Content: Why, How & Reward of High Performance Culture
presented in Indonesia HR Expo 2015
Jakarta, 11 Dec 2015
by Erwin Muniruzaman
You can use this presentation to facilitate a workshop to create awareness on your organization of the Agile mindset, as a change agent like a Scrum Master or an Agile Coach.
Steps:
1. Define what culture is based on the Schneider Culture Model.
2. Map Agile Principles on culture.
3. Map your company's culture on the Schneider Culture Model.
4. Have an "a-ha!" moment for your Agile needs as a company.
Materials:
Card and canvas are included in the presentation.
Post-its
Pens
Scissors
https://drive.google.com/drive/folders/1RFWlG3drAdVKUmeNktgodT3FYMC1KWKB
Participant:
3-6 people for each group
Min 2 groups required
Do you have the right culture to support your organisation strategy and goals?
Understand what culture is, the importance of culture to grow a high performance organisation. Learn what motivates people and how to create a healthy and inspiring workplace.Discover how to measure culture - make the intangible tangible. Learn from success stories of large international companies. Be introduced to a suite of tools to transform your organisation culture.
Day 2 - Wednesday 18 March 2015: Preparing for our Institutional Challenge
Talent Track: Creating a High Performance Culture. Presented by Rose Nkosi, Head of Organisation Effectiveness & Diversity, Sasol.
#astdza2015
Without an active innovation culture, organizations fall into stagnation and lose to more innovative competitors. You know this all too well if you work for a corporate business that strives to compete with the likes of Tesla, Airbnb, or Uber. Every industry has startups like these, and they’re on a roll. The services and products they provide are not too different from those you offer — but why do they outperform established corporations?
Innovation culture has long been one of the most challenging, and oft-discussed, topics in our conversations with business and innovation leaders.
Given the extraordinary importance of innovation for businesses, and society in general, and the fact that culture has been shown to be one of the biggest barriers for innovation performance, it’s not much of a surprise.
Because most large companies we talk to want to create a more innovative company culture, we thought we’d create this extensive guide to help understand what really makes a culture innovative, as well as how to actually shape an existing culture towards innovation.
ASEAN Leadership Model (research funded by SMU Executive Development)Michael Netzley, Ph.D.
With the creation of the AEC in 2015, companies have increased incentive to look at ASEAN for growth. But what leadership model should companies invest in? Given the context of ASEAN, we cannot simply import a model from Europe or USA. This presentation shares a first look at SMU's ASEAN leadership model and presents the initial findings of our CEO interviews. Research was funded by SMU's Executive Development Office.
How to build High Performance Culture
Content: Why, How & Reward of High Performance Culture
presented in Indonesia HR Expo 2015
Jakarta, 11 Dec 2015
by Erwin Muniruzaman
You can use this presentation to facilitate a workshop to create awareness on your organization of the Agile mindset, as a change agent like a Scrum Master or an Agile Coach.
Steps:
1. Define what culture is based on the Schneider Culture Model.
2. Map Agile Principles on culture.
3. Map your company's culture on the Schneider Culture Model.
4. Have an "a-ha!" moment for your Agile needs as a company.
Materials:
Card and canvas are included in the presentation.
Post-its
Pens
Scissors
https://drive.google.com/drive/folders/1RFWlG3drAdVKUmeNktgodT3FYMC1KWKB
Participant:
3-6 people for each group
Min 2 groups required
Do you have the right culture to support your organisation strategy and goals?
Understand what culture is, the importance of culture to grow a high performance organisation. Learn what motivates people and how to create a healthy and inspiring workplace.Discover how to measure culture - make the intangible tangible. Learn from success stories of large international companies. Be introduced to a suite of tools to transform your organisation culture.
Day 2 - Wednesday 18 March 2015: Preparing for our Institutional Challenge
Talent Track: Creating a High Performance Culture. Presented by Rose Nkosi, Head of Organisation Effectiveness & Diversity, Sasol.
#astdza2015
Without an active innovation culture, organizations fall into stagnation and lose to more innovative competitors. You know this all too well if you work for a corporate business that strives to compete with the likes of Tesla, Airbnb, or Uber. Every industry has startups like these, and they’re on a roll. The services and products they provide are not too different from those you offer — but why do they outperform established corporations?
Innovation culture has long been one of the most challenging, and oft-discussed, topics in our conversations with business and innovation leaders.
Given the extraordinary importance of innovation for businesses, and society in general, and the fact that culture has been shown to be one of the biggest barriers for innovation performance, it’s not much of a surprise.
Because most large companies we talk to want to create a more innovative company culture, we thought we’d create this extensive guide to help understand what really makes a culture innovative, as well as how to actually shape an existing culture towards innovation.
Term project ethics ethical business leadership ppt-fall 2016-business polici...Muhammad Asif Khan Awan
it describes the qualities that has been required to become an ethical leader while managing businesses. And how to take most morally valued business decisions which help you attainment of your vision.
INNOVATION ARCHITECTURE 1
Innovation Architecture
Ronna Coffman
Grand Canyon University: ENT-435
April 21st, 2017
Innovation is much more than just design thinking workshops. In fact, innovation is a challenging undertaking. For the success of an organization it requires repeatable and rigorous system of innovation. Creativity and ideas are essential ingredients of innovation. The seeds of innovation are provided by individuals, but innovation is a team effort that turns ideas into reality and delivers tangible outcomes. (Elliott, 2014)
Companies today face a harsh ultimatum: Innovate or die. Senior executives repeatedly tell to their employees that failing to innovate would create a critical risk to their enterprise’s growth, even its survival. Organizations rate themselves lowest on one aspect of innovation i.e. the ability to implement a “system of innovation” – a defined, consistent and effective innovation process. (France, Mott, & Wagner, 2014)
Innovation involves the introduction of something new, particularly something radically different. The something new could be products and services, product/service delivery, business designs, business processes, or new ways of managing.
Business Innovation can be differentiated from other types of initiative such as efficiency, continuous improvement, transformation, optimization etc. by its purpose. The purpose of business innovation is to create new future value for the organization. Innovation is strongly connected to strategy since the focus of strategy is to consider the constantly changing context and envision the future to define the best competitive position to achieve future goals.
The greatest challenge faced in building innovation architecture is that leaders are not able to create a climate for innovation in an organization. The employees are not recognized and rewarded for the innovative work they carry out. The organizations should look after the employees as they play an important role in bringing out innovation.
Innovation in an organization is everyone’s responsibility, but employees can’t innovate unless their leaders empower them to do so in an environment that values and rewards their contributions. The leaders should create a climate that helps the employees to innovate and even they are allocated accountability for a particular idea. Company can create a center of innovation expertise in corporate headquarters or diversifies ownership of innovation across business units depending on company’s market focus and on its organizational structure.
For bringing out innovation the employees must be involved, motivated and engaged with the leaders. If they do the same things each day, they’re not going to get inspired by new things. To get more than ideas for continuous improvement, people’s minds should be flooded with a lot of new information – and this is where Design Thinking can play a great role.
Building innovation architecture:
Successful innovators .
Do you dream of building a better organization?
* Where core values run through every part of the organization?
* Where people feel energized and inspired by work, and seek to solve challenges and own the results?
* Where innovation emerges organically from customer and stakeholder engagement?
* Where human beings are not just numbers on a balance sheet but the driving force of your success?
You need a live culture.
Kaizen is recognized around the world as an approach to establishing continuous improvement based on incremental and ongoing positive changes.
Read more about Kaizen and 5S program:
https://manufacturing-software-blog.mrpeasy.com/what-is-kaizen/
You can listen to a podcast:
https://mrpeasy.podbean.com/e/what-is-kaizen/
https://www.mrpeasy.com/
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
Memorandum Of Association Constitution of Company.ppt
Operational Excellence Series Corporate Culture
1. Corporate Culture
and Its Relation to Organizational Development
and Operational Excellence
Operational Excellence Series is an informative set of
documents prepared by Simple and Pragmatic Consultancy
Simple and Pragmatic
Consultancy
2. What is this document about?
Competition in business-life obviously
increasing.
A simple research shows that, most of the
top-100 companies in the world 60 years ago are
not in the list anymore.
Speed of change is increasing globally and
companies need to adapt better than ever.
Actually, adapting only helps survival.
Companies need to lead change in today’s world.
In the previous presentation we discussed what
should be done before starting operational
excellence efforts in the company. Additionally we
also defined the Shingo principles which are
regarded as pillars of operational excellence.
Human factors as well as technical factors
influence achieving operational excellence. The
social climate in the organisation, behavioural
patterns of employees and their values are all very
important for achieving desired OpEx levels.
Corporate culture therefore remains as an
important topic to be covered for those who want
to understand and carry out operational
excellence practices.
Without understanding corporate culture, it
becomes very difficult to design and run OpEx
projects. In the end, all these efforts require
employees to adapt their way of thinking and
behaviours to new and better ways of doing the
company’s job.
Therefore, we will briefly introduce the concept of
corporate culture in this document.
Organisational Culture is a very important
factor affecting OpEx projects
3. What is culture?
To truly understand what
company culture is, we need,
first to understand what the
CULTURE is?
According to E.B. Tylor, English
anthropologist and founder
of cultural anthropology;
Culture is the whole complex
s y s t e m w h i c h i n c l u d e s
knowledge, belief, art, morals,
law, custom and any other
c a p a b i l i t i e s a n d h a b i t s
acquired by man as a member
of society.
..without understanding
culture, it is hard to solve
organisational
problems…
4. What is corporate culture?
..without understanding
culture, it is hard to solve
organisational
problems…
Shortly, culture is the values and practices shared
by the members of the group.
Company Culture, therefore, can be defined as
the shared values and practices of the company's
employees. Exceptional organizations create and
sustain a culture that engages and motivates their
employees.
Creating a company culture requires :
• Meaningful work
• Deep employee engagement
• Job and organizational fit
• Strong leadership
5. How to transform corporate culture?
..transforming the
company on purpose and
with control is critical…
In reality, every organization is
n a t u r a l l y i n s o m e s t a t e o f
transformation.
The critical question is, to what end
i s t h e o r g a n i z a t i o n b e i n g
transformed and who are the
architects of the transformation?
5 Steps to transform company
culture are :
• Figure out what aspect of culture
needs to change
• Identify the influencers in the
organization and bring them “in”
• Start walking the talk in small
steps
• Be courageous in weeding out
behaviors that do not align with
the Company Culture
• Communicate and celebrate the
winning culture
6. How to create a continuous
improvement culture?
In order to achieve success in
operational excellence efforts,
corporate culture should be
t r a n s f o r m e d t o s o c a l l e d
“ c o n t i n u o u s i m p r o v e m e n t
culture” (CIC).
In creating CIC, it is critical to get
employees committed and involved
in the change process of the
company. Every employee needs to
share the CI vision, which is about
focusing on the customer and
making the word “improvement”
part of the company’s DNA.
The executives may demonstrate
their commitment to CIC by,
• Setting clear objectives and
priorities
• Identifying the right team
• Continuously developing CI skills
within company
• Preventing from excuses when
deviations happen from the plan.
Continuous improvement begins
by clearly defining value through
the eyes of customers.
The four goals of improvement
must be making things;
• Easier
• Better
• Faster
• Cheaper
for the customers.
..continuous improvement culture should
be embedded in the corporate DNA…
7. How to create employee
involvement in continuous improvement?
Employee involvement is central to the
philosophy of continuous improvement.
CI involvement is about:
• Leading by doing
• Asking the right questions
• Listening to all ideas
• Regularly reviewing key CI projects
• Empowering all employees to make
improvements
Operational excellence requires a
widespread commitment throughout the
organisation.
A culture must be developed where every
person in the organisation demonstrates a
high level of respect for every other person.
..continuous improvement
culture should be embedded in
the corporate DNA…
8. Shingo principles revisited
As you might recall from previous
presentation, Shingo Principles were
regarded as pillars of operational
excellence. To remind you shortly the
Shingo Principles, they are;
1. Respect every individual
2. Lead with humility
3. Seek perfection
4. Assure quality at the source
5. Flow and pull value
6. Embrace scientific thinking
7. Focus on process
8. Think systemically
9. Create constancy of purpose
10.Create value for the customer
All the items above are related with CIC.
Especially the first three have a direct impact
on the culture. Therefore we are going to
mention these shortly in the following
section.
…shingo principles are directly
related with company culture…
9. Shingo principle 1 - Respecting every individual
..without respect as a
fundamental value in an
organisation, sustainable
outcomes are impossible…
Respect is a principle that enables the
development of people and creates an
e n v i r o n m e n t f o r e m p o w e r e d
associates to improve the processes
that they “own.”
Respect for every individual naturally
includes respect for customers, for
suppliers, for the community and for
society in general.
Some examples to respect as a
corporate value are as follows:
• Because we respect every individual (the
principle); therefore, we always place safety
first (the value).
• Because we have respect for every individual
(the principle); therefore, we empower people
to act independently (the value)
• Because we have respect for every individual
(the principle); therefore, we make all of our
key communications open
10. Why and how to lead with humility
Humility is an enabling principle that
precedes learning and
improvement.
A leader’s willingness to seek input,
listen carefully and continuously learn
creates an environment where
associates feel respected and energized
and give freely of their creative abilities.
Some examples to leading with humility
as a corporate value are as follows:
• Because I lead with humility (the principle);
therefore, I am open to good ideas and
innovation from anywhere in the organization
(the value).
• Because I lead with humility (the principle);
therefore, I accept responsibility and enable
change (the value).
• Because I possess humility (the principle);
therefore, I seek,
• trust and follow the direction of those with a
responsibility to lead (the value).
..humility makes employees feel respected
and energized and give freely of their
creative abilities…
11. Seeking perfection and
continuous improvement
The third principle of Shingo is seeking perfection.
Excellence is a non-ending journey. Improvement
from a certain level to another is achieved and this
success for sure deserves an appreciation.
However, the final destination to excellence is never
reached.
Keeping this in mind, the motivation and focus of
everyone in the company should be aligned for a
never ending continuous improvement.
A powerful incentive for employees at this stage is
an improvement and learning opportunity for
themselves. At first sight, efforts for perfection
seems for only company’s wellbeing.
However, continuous improvement efforts should
be designed and introduced also as opportunities
for improvement of the employees.
..seeking for perfection and
continuous improvement
culture should be embedded
in the corporate DNA…
CI is an improvement
opportunity for employees as
well as the company…
12. Creating and leading change
in the corporation
All we have mentioned and all we are going to
mention from now on are about a “change”
process. Unfortunately, most of the change
efforts are unsuccessful.
By systematically designing and managing the
change process, it is possible to achieve the
change desired.
The steps and the mechanism to be followed for
achieving change are going to be mentioned in
the following presentations. Till then, we are
inviting you to work on the obstacles refraining
your company from success in the change
process. Just take a piece of paper and write
down the items coming to your mind. Similarly,
also work on the items which are easing the way
on the change process.
We are going to use these drafts later in
managing change presentation.
…change is a process which
can be systematically
intitated and managed…
13. To be continued with other
Shingo principles
So back to Shingo principles; they are:
1. Respect every individual
2. Lead with humility
3. Seek perfection
4. Assure quality at the source
5. Flow and pull value
6. Embrace scientific thinking
7. Focus on process
8. Think systemically
9. Create constancy of purpose
10.Create value for the customer
Our following presentations aim to mention
all these items and give you a simple and
pragmatic understanding to apply the
principles in your organisation.
We have covered the first three items. We
are continuing explaining the rest of the
principles in our following presentations.
Additional topics related to OpEx are going
to be available as well.
14. About us
Simple and Pragmatic
Consultancy
S&P is a common initiative of
Leannovative and Performance
Club consultancy companies.
Our aim is to simplify things for
professionals and for our clients.
For more information about our
projects and for support please
contact us via e-mail through:
edursun@leannovative.com
tansu@kariyer-kulubu.com
Additional contact details and our
web page will be available soon.